How to Survive a Stock Collapse: What Founders Get Wrong About Going Public | Dave CEO Jason Wilk

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If you're a dedicated entrepreneur willing to work, seven days a week, you can learn a lot pretty quickly. We've made a lot of mistakes in the first part of the business as well, but here we are today disrupting a major industry with a guy that had no experience. So anyone can do it. I'm Sheree. I'm Jean. I'm Jason. And we're the Tiger Sisters. We are the internet's Wall Street and Silicon Valley big sisters. And we're a top 10 business podcast on Spotify, where we talk about money, power, and love. Most of us know what it feels like to stress, about money, overdraft fees, not having enough cushion, or just feeling like the system isn't built for us. Jason Wilk saw that problem up close and decided to fix it. He founded Dave, a fintech company based on a simple idea, to help people avoid overdraft fees and to access small dollar loans without the usual barriers. Under Jason's leadership, Dave grew into one of the fastest rising names in neobanking. They went public, faced a dramatic stock collapse, and is now staging one of the most impressive comebacks in fintech. Today, we're talking about resilience, innovation, and what it takes to reinvent banking. Jason, welcome to the Tiger Sisters podcast. Thanks for having me. Yay! We always do that. We don't know why. So you've been an entrepreneur for many, many years. And looking back, what early experiences shaped the way you think about money and business today? Well, I've always been a serial entrepreneur. Never had a boss my whole life. I was, I guess I was a caddy growing up. It was my first job. But even then, that's sort of an independent contractor you're fending for yourself. And so I've always had to think about self-preservation because I've never had anyone to rely on. No backstop of a job. I grew up in a middle-class family. There was no support there for me. I always had to have a job right after school. And I always had just an incredible amount of self-belief in myself to get there. And with that, I never wanted to go over my. Overset my means, make sure I never and always had always had enough money to survive. Yeah. So Dave is built on the idea of serving people who are often overlooked by traditional banks. So what personal values can you speak to a little bit more that drive you to focus on this financial inclusion? I think the best companies start when the founder has a real personal pain point that they're trying to solve for themselves. And for me, again, going back to not having that backstop, I was constantly overdrafting my checking account. I'm trying to start my first business. And that pain of taking a $34 up to $100 per day in overdraft fees at your bank, where you're just trying to make ends meet, build your career, is incredibly painful. And I never understood why banks had to charge such a high rate. But after I sold my first business, had a little bit of money to have more cushion to go for a big idea, I started to really dive deep into that problem to really disrupt banking. And at the core of it, you realize that banks, it costs them things. It costs them $300 per year just to maintain a basic checking account. When you factor in the bank branches, their legacy tech stack. So if you're a consumer that's younger, thin file credit score, can't use a JP Morgan credit card or personal loan, the only way the bank can make their money back on you is by charging these high monthly fees and overdraft fees. And I was sort of a victim of that. So I figured if I could be persistent, build a digital first neobank that didn't roll out. I'm going to bank branches, build all the tech stack ourselves. You could build this highly scalable platform that would save customers millions of dollars on fees. And that's just how the business was built through, again, perseverance and solving a personal pain point. Yeah. And I remember your first business was something with with golf. That's right. And then you kind of just sort of jumped right into building a neobank. That's kind of crazy. No. Like, how did you have the confidence or you didn't have the actual. You know, background in doing that. So how did you go about doing that? That's right. I had no experience in banking or fintech. That was all brand new to me. And even if you look back and when we built Dave, so much of the underlying technologies that we're using today didn't exist. Bank partnerships, debit card processing, ECH processing for small dollar lending really wasn't a thing. We had to go convince the banks to work with us, have to convince all the processors to work with us. We really had to invent this. We had to create this category. And I think if you're just really passionate about something, you you can learn anything and you think about people get MBAs and two years of school, but that's, you know, a couple hours a day of classes. If you're a dedicated entrepreneur willing to work seven days a week, you can learn a lot pretty quickly and so made a lot of mistakes in the first part of the business as well. But it's such an amazing way to just kind of throw yourself in and learn by doing. And, you know, here we are today disrupting a major industry with a guy that had no experience. So anyone can anyone can do it. Yeah, I think part of it is that you had the hotspot because you had already built businesses in the past, even though they were totally different areas like you had built and exited businesses. So you kind of had that muscle memory, maybe. That's right. I think going back to my first real business, my college business was the little sports company, but it wasn't until I got into Y Combinator for my second company. Where I was building a company, raising capital, meeting investors like Mark Cuban to really build a real business. And you just learn so much about the processes to go doing that hiring, firing, raising capital, growth plans, going through the ups and downs of being an entrepreneur that gave me such a such an amount of leverage on learning for the next business. And Dave was able to just get off of the races so much faster because I've already had success there. And I do find that in many cases. Second time founders are much more successful, at least their second business is much more successful than the first one. You think, you know, a browser, but Gemini and Chrome, that's new. It can help you with practically anything on the Web, like restoring a vintage motorcycle from a 50 page restoration block or finally break down that long article you've had open for weeks. Gemini and Chrome is here for it, ready to make anything online make sense. Check responses set up required compatibility and availability very quickly. There is 18 plus. I coach football. Now, Coach Hank saves up to 25% off grocery store prices, 30 pounds of pasta, three cases of protein bars, 75 sports drinks. He knows teamwork and BJ's knows savings. Home of the save. Join for just $20 at BJs.com/Mosquite and save 10 cents per gallon for six months. Open soon. Limited time offer. New members only. BJ's home of the save. I think you mentioned self belief in the beginning. Is that something that you feel like was inherent in yourself or as a serial entrepreneur, you had to build that over time? And did you ever question your self belief? Never question my self belief. I think part of it, I grew up playing golf and that's a very self sufficient sport. You have to be willing to go do your own practice. It's not a team sport, very self driven. I think a lot of the characteristics. Carry over into business and entrepreneurship and it's up to you to practice and get better and sort of a lot of weight is on your own shoulders. And so I think I've, I sort of developed some pretty thick skin from 20 years of competition within golf. And when I wasn't good enough to go pro, that was, which was my original goal is be a pro golfer. It was a fairly easy transition to taking that same level of determination and grit into business. Determination, stoicism. Maybe. Maybe. Yeah. My goal this year is to break a hundred in golf. She loves golfing. I love, well, I started recently. That's a great goal. Yeah. I haven't played 18 holes yet, but projecting from the nine that I have played, I'm a 48, so times two. The back nine is a whole, is a whole other game. We're getting there. You gotta tell her. You gotta let her know. Just work on short game. Yeah. Avoid mistakes. And practice. Yeah. I'll get your recs for places to golf in LA. Definitely. Okay. So now we're going to get interesting. So talking about transition and leadership. So Dave went public, which was an incredible, like massive goal. And then you saw it stock collapse. So that's the kind of moment that could really break a company or a founder. So how did you personally stay steady through that, that whole storm? Well, I think first and foremost, I never started the company thinking it was going to be a public company. We started the business with a real mission to disrupt overdraft fees. We didn't really know what that was going to look like. if you go back to the C deck of data, We talked about the product roadmap that we thought we would ship. But it was never a, here's how many years to get to an IPO. It was really about just the disruption. And so I think from that perspective, we built a very mission-driven culture where we have values-aligned company. And so when the stock did drop, we got to really rely on the fact that we had a very clear mission and vision, which the company was going after, not to mention our values. And so we saw such little churn when the stock went down 98%. And so I think it's really important for founders, when they think about their business, that they do have a really strong mission. We have a very published vision, mission, strategy, and even down to our audience of who we serve, which helps us guide the business. And great high stock price is just sort of a byproduct of the business doing well. But it's not everything. Because even when the price was going down, we were still helping millions. We were helping millions of consumers buy gas and groceries. And that makes our team feel really great. So by churn, you mean the customer base stayed consistent, even though the stock price was volatile? Yeah, the customers had no idea that the stock had gone down. They're not owners of the Dave stock. I mean, no churn from our employees leaving the business. And so I think most companies, I think if you didn't have a clear mission, you might see that. If it's a very financially motivated team, you have. But we just had a really nice mix where the equity. Part of the story was a by byproduct of doing right by customers. Yeah, I mean, you seem to be a really, like, even keeled kind of guy where you like internally pissed. Were you like, why doesn't the market see our value? Like, why? What are they not understanding? Were you like, it's my fault because I'm not communicating it correctly to the market and the equity analysts or like, what were you what were you thinking? Like, bring us into your mind. Well, pissed from the sense of it was just poor timing. We had an opportunity to go out, go public earlier. I'm not mad at going public via SPAC. I think that's a perfectly reasonable way to go public. It really was. The market fell out from under us before we had a chance to really build a solid foundation of investors in public markets. And that's so key because public market investors are so different than venture capital. Most of your venture capital investors are looking for the exit door and you're trying to rebuild. And if you have to do that all in a very short time frame when interest rates are going up and everyone's selling down growth stocks, not a great place to be. So that part was upsetting, I think, where we back to me being even keeled, I mean, that helped get us through it because you're never going to see me get super excited about the stuff, but you're also never going to see me get really down in any news either. And so I just really knew that if we kept focused and delivered on our growth plans, we would ultimately get there and investors would eventually see the story. I think that's when Imran was a quite a big help for us, because when he came in and invested, we started to really. Unpack what is the sort of profitability story and look like for the business. And we really simplified that down to one clear metric, which was once the business grew to two point one million monthly paying members that the platform would reach profitability. And so every quarter we started just communicating our progress towards that. And once we hit it, the stock went up like nine hundred percent in that year. That was what the analysts were looking for. Yes. Yeah, that's right. So you were yeah, you were able to sort of predict that, understand it, benchmark to it and then build for it and perform. That's right. That's pretty cool. And profitability was so different than what investors were looking for in 2021 and 2022, and it was kind of growth at all costs. Growth was far more rewarding than profitability at that time. But we did have to make our shift. And ultimately, when interest rates went up, any company losing money, investors sort of wrote them off to zero because they were worried. They were worried about their need to raise capital and how dilutive and expensive raising capital would have been. Therefore, we had to get the profitability. That was the only thing that mattered. And what's unique about Dave is we didn't have to do any layoffs to get there. We just focused on building our gross margins and again, getting that clear growth plan communicated to the street and everything else kind of followed suit from there. Yeah. It seems like you were very methodical about it as opposed to being like, I'll show you guys. Yeah, we never had like, you know, I'll show you or I'll get back at you mentality. There was really no one to point fingers to, right? You're looking at like tens of thousands of investors. It's such a macro driven event. We couldn't really point too many fingers other than the investors that sort of sold early before we had a chance to get our foundation as a public company. Well, you showed them. Showed them, that's right. If I could say so. You could say so on Jason's behalf. Yeah, I'll say so on your behalf. So, Cherie, how do you think about your checking? How do you think about your savings account? Because for me, checkings is money that I need to use in the next three to four months. And then savings is everything after that, like long term. And because of that, I feel like most of us don't think about the interest that we could be earning on those accounts. Well, the problem is most banks give you next to nothing, like a fraction of a percent. And all the while they're making money off of your deposits. So that's where today's sponsor, SoFi, comes in. 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SoFi checking and savings is offered through SoFi Bank N/A, member FDIC. And now, back to the show. This goes more to. I guess, what we're picking up on when you said, like, you're not too high, not too low, like, very even keeled, which is something that I aspire to. When you're leading in the middle of a crisis, how do you decide what to share with your team, your investors, and your customers? Well, back to the customer perspective, all we cared about was making sure we were serving our members. The members didn't care. As long as we were keeping the lights on for the business, that's what mattered most to them. And I don't think any customers ever wrote in asking, "Is the Dave stock okay?" They were like, "No, we're not going to ever recover." And so, I think, when it comes to the board and the team, you have to take a very calm and collected approach, you know, really unpack what's going on. I think what's unique about Dave in this scenario, though, is there was never any issue with our business. It was such a macro-driven event. It wasn't like we lost some big customer or we had some customer churn problem. The business, it was better six months after going public than it was pre-going public at the value it dropped. And so, we never really could look at ourselves in the face around the business, like, what did we do wrong? Obviously, margins could be improved, but we always had a plan to improve margins, renegotiate our contracts. It's just we had to do a lot of that stuff on a more expedited basis to save the market cap of the business. But I'd say we were always fairly calm and collective. So, you were basically, you were always confident in the fundamentals so that it sounds like it made it easier for you to communicate with everyone because, you were basing all of it on the fundamentals. That's right, but the downturn actually had some benefits to us as well. If you think about high interest rates, that meant that a lot of big banks were cutting off access to credit for credit cards and personal loans. And so, that brought to us a lot of customers that now can't get approved for traditional credit. So, they start using our product, which was great. And obviously, Dave was one of the poster childs for successful fintechs in '21, and when you saw a business with 12 million consumers and a market cap of 50 million, the entire venture capital market shut off for all of our smaller competitors. And so, it actually helped create more of a moat for us at the top. And so, we've seen a lot of bigger winners take more market share as a result of this very short-term fintech winter that we really grew out of. That's so interesting. It's like, even though it hurt your market cap, it ultimately made your company stronger. And so, you know, I said to be patient, but the patience was well worth what it's now turned into, which was more customers, better positioning in the market, and bigger moat. That's one of my weakest. One of your weaknesses? Yeah, patience. Unrelated, yesterday, when we were at the comedy barbecue thing, you were asked, like, when did you last interview for a job, right? Mm-hmm. I thought that was hilarious. I was just like, do they. Wait, you were literally, you've never interviewed for a job. No. Well, because he's been an entrepreneur. I know, that's funny. Serial entrepreneur. I was like, he's asking the, like, literally the worst person to ask that question to. Yeah, I tried to answer in the least, I don't know, offensive way possible, but, yeah, I was not the right person to ask that question. You were like, well, my first job, I was a caddy, so I worked for myself, and he starts doing, like, a dialogue. Yeah, and then goes down, he's like. Yeah, and next. Yeah, that was funny. So. We have to ask you about AI. No, I'm just, we're interested. Yeah. So, you've leveraged AI and data in ways that traditional banks haven't. it. So where do you see the biggest opportunities for fintech to reshape how people manage their money? Well, I think where we're really helping consumers with AI is around just better access to credit. So we really pioneered back in 2017 using customers' cash flow information to underwrite them for credit. Typically, banks are charging you a $34 fee for overdraft, very unintelligent approach, charge every customer the same fee regardless of how much you overdraft your account. And so using the cash flow information gave customers who didn't have a high credit score or thin file credit score the benefit to be approved just by the virtue of their paycheck and how much income and solvency they have between paychecks. So carry that forward several years, we started to introduce AI as another way to analyze all this transaction data because we're starting to generate billions and billions of consumer data points around how much they get paid, their employer. ATMs they go to, there's so many data points now. We have hundreds of features on our models which we call cash AI, which helps customers get approved for credit. And we've seen loss rates now get down to nearly 1% with our own proprietary model that doesn't use FICO scores at all. So that's been a really exciting thing that we've really pushed the needle on and we could not have not have done that without AI. How does the 1% compare to like an average benchmark default score? Like what is the average? What would you benchmark against? Well, the thing about Dave and our launch, our loss rate was 10 to 20% back when we were just using a basic rules-based model. And the average size of our micro loans effectively was $50. Now we have 1% loss rate with average loan size of over 200. So 4x the origination size and 90% better on the loss rate side. That's really cool. What are some of the features that have surprised you that are like overweighted that you didn't think would be a strong indicator or I'm just interested? There are so many, to be honest, but honestly, even just depending on where you bank, the types of merchants, the time at which you can buy food, like all these things could be really interesting inputs into your default behavior. Wow. The time at which you buy food. I can't say that's an exact feature of the model, but like that could be something you could input into an AI model at the company. Yeah. Have there been any interesting trends that you can share? I mean, other than just every time we ship new features in the model, it's gotten consistently better and better. I think for the last eight quarters in a row, we've seen steady loss rates just quarter after quarter. And it's just been a huge boon to the business. And because we're originating so much per quarter, nearly $2 billion per quarter at this point, every 10 basis points of loss rate improvement does really mean a lot for us in terms of profitability. And that was a major lever we had to get to profitability faster. I think this model is really interesting. I'm like, I want to like dig into it. Send us a code. We're interested in it too. And we're really excited about how we can take the same underwriting to get into other lending products too, because it is a really great way for people to get better access to credit and not just using FICO. More personalized. So you mean just like larger origination sizes, like bigger loans? And longer duration too. Right now, the microcredit we're giving out is due on your next paycheck date. And so by nature of how fast the payback is, that tends to lead people to where they use it. And so it tends to be for gas, groceries, rent, things more like you're doing to smooth over your income. But if you wanted to buy an airplane ticket or books for school, you want a little more duration than your next paycheck date. And so I think we really aspire to service our customers in many different parts of the credit spectrum. Would you ever turn the model itself into a product like B2B? We've been asked about that a lot. I think when it comes to the public market investor being very specific on who we serve, which is a direct-to-consumer company, gets a little bit messier when you start to become a B2B business and how you should think about talking to customers and to investors. I think right now, given we're still in this recovery mode, we still want to just get the valuation up and up from here. We benefit from more and more investor clarity. I thought my question was so original. Everyone wants some insight. I think another really interesting part of your experience is that Dave's entire experience has become kind of like a real-time case study in startup risk and consumer protection. So what do you think founders and fintech leaders should learn from how your company navigated this regulatory challenge? You think you know a browser, but Gemini and Chrome, that's new. CheckResponse has set up required compatibility and availability varies 18 plus. Tammy regularly hauls stuff to her kids at college. That's why she shops at BJ's Wholesale Club, saving up to 25% off grocery store prices. Beef jerky, microwave meals, laundry pods, even they can't screw up. Have you met my kids? And with BJ's gas, she gets there for less. They call me the road warrior. This is your home, road warrior mom. Home of the save. Join for just $20 at bjs.com/mesquite and save 10 cents per gallon for six months. Open soon. BJ's, home of the save. Well, regulatory challenge from what perspective? Basically, all of the interactions that you guys have had with the FTC and DOJ and navigating that whole part of your history. Well, we do operate in a highly regulated industry. Regulators do ask questions of all people, especially when you're dealing with over 10 million customers like we are. I think you just have to be very mindful and very conscious at the end of the day that you believe in the products and services you're shipping to your customers. And that's what we believe. And so at the end of the day, that's all we can really do. Yeah. I feel like several times in this conversation, you've circled back to the customer, the customer pain point, the member need, and I can see how it's at the forefront and also like at the center of what you guys are working on. Especially as you tell, like, I guess the individual stories of like, you know, a student needing to buy books or people needing to make ends meet to buy a plane ticket. Those are very real individual moments. That's right. And to try and educate regulators who are used to legacy products, you know, it's not always the easiest thing. If you look back to the first version of Dave, you can actually borrow money from us entirely for free. If you wanted to give us a tip for borrowing, you could do that. And so that was one of the reasons why regulators took an extra look at the business. Like, wait a minute, who would ever tip a financial institution? But when you peel back the layer of that, when you're dealing with a customer that's on average paying $400 a year in overjet fees at their bank, and then someone's now going to show up to their front door and offer them credit for free, it makes a whole lot of sense to me why somebody would offer up an optional tip, which on average is, you know, only a few dollars. Yeah. I mean, and your first job, was largely tips-based. Is that where it came from? Yeah. Survived on tips. That's right. 100% tips. Yeah. It actually reminds me of when like Uber and Lyft first started, the rides were technically free and everything was based on a tip. Interesting. I didn't know that. Yeah. That was back in the Bay Area. I think it was very short-lived. It was in like 2012 or 2013 maybe. I remember, yeah, we got into a Lyft and we didn't have to pay for it. Well, you just pay whatever you want and it was technically a tip. And we happened to also pair any tip, we would donate a portion of that to Feeding America. And we've given over $20 million of Feeding America since inception. So that was also sort of near and dear to us that we give back as we're helping people too. And it's been an amazing model, but again, educating people on that, not as easy given how unique it is. Yeah. I can see how the, I mean, when it's a very traditional industry and there's education around new models and different ways of thinking about it, I can see how that could be an uphill battle. Yeah. Okay. So wrapping up, this is our last question. So for someone listening right now who feels stuck financially, maybe they're in debt or maybe living paycheck to paycheck, what's one bold step or maybe a power move that they can take on right now to start shifting their money story? Well, I'll take this one from Mark Cuban, who always says the best return on investment for people that are paycheck to paycheck is to cut down on expenses. That's it. It's not some magical investment or crypto token you're going to go buy. It really is a lot of cutting out of expenses. And it's so amazing we see in our customer data because when people connect their checking account to us to get approved for our extra cash product, we can see their checking account information and they are spending $400 a year in bank fees. Like that's a good place to start. And so I'd say that's also a major return is if you can just save 10, 20% of your expenses. If you can, that's a great place to start. I like that. That's very practical. It's very tactical. People don't really say that. Usually they come with like investment advice or something, but you have to start with managing expenses. That's right. Cool. Cool. Awesome. Okay. So now we have a fun little segment. All right. It might get spicy. Watch out. Okay. So we have these fortune cookies that have questions inside. We have both with mild and I'm holding wild. So you can choose one of each and they're kind of ice breakery, but yeah. - All right, cool. - You ready? You want to start with, this is mild. - All right. - We can start here. And then this is wild. And we don't know what the questions say. - Yeah, we don't know what they are. So we're going to be just as surprised as you are. - Let's see here. What's a compliment you've never forgotten? - Oh, that's nice. - That's so sweet. - Hmm. - Was it the one that Mark Cuban just gave you publicly on stage to 150 people saying you're like a great investment? - Yeah, that was a great one. He's been very complimentary of me, which has been awesome given he was like a mentor and I actually met him doing similar stuff to what you guys are doing today. I had a little blog that I was running, trying to write about technology companies that I was really interested in. And he happened to be speaking at this TechCrunch40 conference back in 2008. Not to date myself. And he was on stage, keynote investor. And he went over the 10 ways to get him to invest in your company. 'Cause at that time he was pre-Shark Tank, but he was starting to try and do more deals. And so I wrote this blog post on my small little blog that I had. And it got a lot of views. I emailed it to him 'cause he gave the whole crowd his email address. And that's how we started our relationship. And I never, I started bothering with different ideas from that point forward. And ultimately ended up being the first check-in in my business. - Oh, wow. - Yeah. - That's cool. I love that story. - But yeah, compliment, let's go with that. Yeah, to have one of your great mentors compliment you on stage at a great event. - Did I just give you that one though? - I did, you did. - That's okay. We still have the wild. - Okay. - We won't say anything for wild. - I'll zip it. - Organic. - Have you ever been undone by a compliment? Undone as in like offended by? - Oh, maybe offended. I was gonna be like frazzled or like, I don't know. - Or like so pleased that you like, yeah, shooketh. - I mean, I just had my 40th birthday party. - Happy birthday. - Thank you. And one of my dear friends got up and he said that he hopes his kids can grow up like me. And I thought that was one of the most amazing things that someone's ever said to me. - Yeah. - I think it's great. - That's so lovely. - Yeah. - Oh, that's incredible. - You were undone. - I was, yeah. - Completely undone. - My wife also gave an amazing speech at that wedding too. Not wedding, birthday party. Sorry, see, I'm undone right now. - Just thinking about it. - Yeah. - Okay. - Do you want another wild one? Or was that too tame or? - Up to you guys, sure. - He wants, he's addicted. - Here's another, here's wild. - 'Cause it ended up being kind of the same as the mild. - Yeah, it was like related. I don't know how that was. - What's your favorite form of destruction? - I don't know why this is so funny. Let's see. So I recently was on a summer trip and shot my first shotgun doing like clay pigeons shooting. - So fun, where were you? - In Yellowstone in Montana. And I was like addicted because I went 30 for 30 on the clays. And so now I get back to LA, which is not really known for being a gun heavy place, but I've gone clay shooting several times since getting home. - Wow. - Like a new little hobby. - You're like, I have to prove to myself it's not beginner's luck. - Yeah. And it kind of was. - Yeah. - But nonetheless, it's still a pretty challenging sport. - Yeah. - I love skeet shooting. We had a club in my undergrad called Bait and Bullet and I was a member of it and we just did a lot of skeet shooting. - Yeah, it's fun. I like the clays. I would never want to kill like an animal, but I do think the sport of shooting the clays is actually quite unique and it's an Olympic sport too. - Yeah. Something to aspire to. - That's right. - Instead of golf. - Exactly, yeah. Pretty similar to golf. - I love it. - Awesome. Thank you so much. - Thank you so much. - Yeah, thanks a lot. Great questions. Really appreciate it. - Okay, you guys have told us that you love our stats, so we have a new one for you. Did you know that over 75% of you guys who are watching are not subscribed to Tiger Sisters? - That's crazy. - What's up with that? - You're just watching our content and not subscribing? So you love our content, but you don't want to get notified when more comes? - Okay, let's change that stat. We are going to report on that quarterly until we get it down to below 50%. - So your job right now, literally this second, is to subscribe and follow Tiger Sisters podcast wherever you're listening to this episode. So that could be on YouTube, Spotify, or/and Apple Podcasts. It only takes two seconds to do, and it helps other people discover us so that we can continue to produce Tiger Sisters. - Hank joined BJ's Wholesale Club the day he became a father of 30. - I coach football. - Now, Coach Hank saves up to 25% off grocery store prices, 30 pounds of pasta, three cases of protein bars, 75 sports drinks. - And that's just pregame. - He knows teamwork, and BJ's knows savings. This is your home, Coach, home of the save. Open soon. - Fall never arrives all at once. First the air, then the light, and slowly the things you love begin to find each other. 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