Success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side-effect of one’s personal dedication to a cause greater than oneself or as the by-product of one’s surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. 

—Viktor Frankl 

We have more freedom than at any time in human history. But the majority of us do nothing with this freedom. 

Instead, we impose constraints on ourselves, despite fighting so hard to remove these constraints. 

We decide what’s possible and enforce artificial limits on our lives. 

We do this because it makes us comfortable; it feels manageable, it’s just easier. 

But as Abraham Maslow explained, the pinnacle of life is the enjoyment of “peak experiences.” 

Today, these “rare, exciting, oceanic, deeply moving, exhilarating, elevating experiences” are within your grasp. 

All you have to do is be open and available to where the universe wants to take you. 

Put away your fears and go.
After all, you’re free.
But what do you do when you have infinite possibilities? 

How do you proceed? 

The primary goal of freedom is a fulfilled existence. 

And while it’s exciting to have an endless variety of hot dogs, work- out programs, and luxury automobiles, these material elements of life have little or no bearing on your true happiness and fulfillment. 

Our powers lie within. 

The mysteries of life, the true might of the human experience, exist in life’s emotional aspects. How do we feel about who we are? How do we feel about our loved ones? What do we create and share? How do we make others feel? Our emotional worldview determines what we’re able to manifest and, most importantly, how we feel about our life experience. Therefore, the understanding of your emotions and the emotions of the people with whom you surround yourself is paramount to a meaningful life. 

While we all desire happiness and fulfillment, popular culture gives us all the wrong directions on how to reach these goals. The fulfillment we all seek only comes from being creative in our daily life and sharing that creativity with others. This doesn’t mean you need to be a painter and live the life of an artist. It means acting on your creative impulses, pursuing your purpose, whether as an accountant, entrepreneur, or guitarist, engaging in a skill you find challenging and enjoyable. 

The result of this approach will be your best work. 

From here, your success and fulfillment will ensue. 

The Age of Ideas has arrived. 

Today, applying your creativity will not only bring you fulfillment, it is the primary skill you need to create value. 

It’s time for you to be truly free. 

It’s time to spend your brief time on earth doing the things you love, surrounded by the people you care about the most. 

It’s time to share what makes you special and serve the needs of others through a purpose greater than your selfish desires. 

Now is the time to realize the gift you’ve been given.
 Today is when you make it happen.
 Do it for all of us. We can’t wait to see the magic you make. 

Moonlight. Ladybird.
The Disaster Artist. 
A Most Violent Year. 
It Comes at Night. 
Spring Breakers. 
The Lobster.
The Florida Project. 
Amy.
Supersonic
Ex Machina. 

Almost every movie that has meant something to me over the past five-plus years has been made by A24, an independent film company started in 2012 in New York. When I see their logo (an awesome one, by the way), I anticipate I’ll be taken on a journey of emotional discovery, experiencing a life or points of view that provoke deep thought and consideration. 

Early on, while admiring their logo and loving their films, I didn’t know much about A24 and how they became such prolific enablers of great creative work. But in writing this book, I began researching the company, watching it more closely, and marveled repeatedly at the way A24 has proved exceptional at strategic sharing. Not only do does this studio foster superlative films, it demonstrates a profound understanding of how digital media, storytelling, collab- oration, direct influence, and trust-building can propel a company from zero to sixty in the Age of Ideas. 

Like Supreme, David Chang, or Ian Schrager, A24 makes a product that intrigues me, that inspires excitement, aspiration, and irrational loyalty. What do I mean by irrational loyalty? I mean the willingness to pay more for a branded product or service with minimal added practical benefit. I listen to the A24 podcast and I’m signed up to the A24 email list. I follow their social media feeds. This isn’t the way I usually engage with movie companies. A24 has developed a direct-to-consumer relationship with me and become my trusted film curator. When their latest release comes out, I don’t even need to check reviews because I believe in them and the work they’re doing. They’ve consistently delivered great films, and this has led me to trust them with my entertainment needs. 

And now I know their origin story. 

In 2012, Daniel Katz, David Fenkel, and John Hodges left their jobs at Guggenheim Partners, Oscilloscope, and Big Beach, respec- tively, to start a new, independent film company aimed at redefining the way indie movies were made and marketed. As Katz explained, “I always had dreams of [starting a company]. And on some level, honestly, I was afraid to go out on my own and try to make it work. And I was with a bunch of friends [driving] into Rome and I kind of had this moment of clarity. And it was on the A24 [motorway]. And in that moment I was like: Now it’s time to go do this.” 

Katz and his fellow founders had been great admirers of 1990s independent cinema and felt there was now a void when it came to films with that kind of boldness and artistic quality. They decided to start a New York-based company focused on “the films and filmmakers, not us.” This meant they would give the creatives—the directors and the writers—control of their work. As Harmony Korine, director of Spring Breakers, puts it, “Hollywood is run by accoun- tants at this point. And so anytime you speak with someone who’s not a pure accountant, is not a pencil pusher, it’s exciting. They had heart to them.” 

And that heart has made all the difference with filmmakers. While this approach is not new or novel, it’s rare. Entrepreneurs and business leaders who are open-minded and intelligent enough to enable creatives while providing them support and expertise to realize a truly differentiated vision are few and far between, but the ones who do it well are able to leave their mark on culture and exponentially improve their returns. 

Viewed through the lens of our Age of Ideas thesis, A24 represents a prime example of the Creator’s Formula in action. The studio enables gifted filmmakers—experienced creatives—to tell distinct, emotionally generous stories from a personal perspective. 

When I was first appointed chief marketing officer of a hotel com- pany, I was presented with an interesting situation, one I’m quite sure many marketing professionals have experienced in some form over the last five to ten years. 

It was Fashion Week in New York City, and we’d allotted a small budget to offer complimentary rooms to some social influencers. It was 2014, and this type of marketing wasn’t as common as it is today, so we didn’t pay any fees, and the lost potential revenue for the hotel was minimal—maybe ten thousand dollars max. The influencers were engaged through the relationships of our head of social media. We invited fifteen, ten accepted, and they stayed for two or three days each in exchange for multiple daily posts show- casing the property.

During the same week, another one of our hotels was featured on the Condé Nast Traveler Gold List as one of the best hotels in the world. For years, this list was paramount when it came to attracting high-end guests willing to pay a premium for your property. 

The entire executive team of the company was ecstatic at the hotel’s inclusion on the Condé Nast list. High fives! Congratu- lations all around! Meanwhile, no one made a single positive com- ment about the ten influencers we were able to get, at a minimal expense, to stay at our hotel. We’d spent more than one hundred thousand dollars on public relations agencies to be included on that Condé Nast list and less than 10 percent of that cost to acquire those influencers. Now, at the time, Condé Nast Traveler had no more than 300,000 followers on their Instagram feed and a rapidly diminishing print circulation, while the ten influencers had well over 10-million-and-growing engaged followers on their social media platforms. One of them was Aimee Song (@songofstyle), who boasts 4.9 million followers on just her Instagram platform alone. And these influencers didn’t just post once, they posted multiple times daily on their channels. Though we didn’t at the time have the digital analytics to measure the full effect—traffic and bookings—of both channels, I believe the return on investment from the influ- encer posts was significantly higher, considering the cost, number of followers, engagement levels, clickthroughs, and reposts. 

This experience is a prime example of how marketing has changed in the Age of Ideas. 

Influence isn’t a new concept born from influencers; all adver- tising and marketing has always been based on influence—it’s why we used to buy full-page magazine ads, TV commercials, and vie for the attention of magazine editors. But with the democratization of communication and technology, there has been a shift in who has the influence, a fragmenting of influence, and without a doubt this will continue to evolve. While some influencers are highly valuable, some are not. While some magazines and newspapers are highly influential, some are not. As marketers and entrepreneurs, we need to move away from relying on any one outlet or person who at the moment may have the power and instead build our own influence, like Supreme does. You can do that by establishing a strong direct relationship with your audience. 

Sharing puts the audience first, while advertising or marketing in the classic sense of the word is selfish—it puts the needs of the indi- vidual or organization first. To be a great creator, to share yourself or your ideas effectively, you must share them without selfish inten- tions; you must put the audience first. Consider the current retail conundrum. For years, stores had seasonal mega-sales. Instead of improving their product, building bonds with their customers, and creating value, they chose to manipulate customers into action with discounts. 

The result? 

Customers only shop when there are massive sales, profits are eroded, loyalty becomes nonexistent, and, eventually, businesses close. While this applies to the many, a select few have discovered the antidote to this apathy. 

In a world where most consumers value meaning over money, experiences over material goods, and crave meaningful connec- tions, the only way to break through is to share, not sell; to be selfless, not selfish. 

The components of an effective sharing toolkit—our package of marketing tactics—have changed. For instance, traditional public relations efforts have lost significant influence over consumer behav- ior with the introduction of social media. As we explained, what used to be a controlled, one-way message, like a restaurant review or gossip column placement, has turned into an active dialogue between brand and consumer: your Instagram or LinkedIn feed. And that dialogue happens primarily through the three critical elements of modern marketing—creative, distribution, and experiential—and you’ll need to master them to effectively share your ideas. 

Creative 

“Creative” (as a noun) encompasses everything from your logo to your social media photos to all the content you produce—vid- eos, photos, blog posts, email newsletters, printed flyers, business cards—and even the way in which you communicate your message. Creative is expressed through content, which is directed toward specific audiences via any form of media, from television to the Internet, smartphones, books, e-books, magazines, and live events. Creative is the product of transforming your idea into sharable forms of messaging people can interact with, relate to, and use, whether on Netflix, Instagram, Spotify, iTunes, YouTube, or any of the other modern platforms. 

What does this mean for you? 

Consumers, especially those under the age of forty, don’t pay attention when they’re being sold to directly, especially when the source isn’t a trusted one, so your only way in is to entertain and creatively engage them. Your brand must be a wellspring of inspiring, beneficial, and interesting content that reinforces your core value propositions and beliefs—and once you have that, you have to amplify your creative and get it in front of the right eyes. 

This brings us to distribution.

Distribution 

Sharing is good, and with digital technology, sharing is easy. 

—Richard Stallman, Internet activist 

Distribution refers to how you share your creative with the con- sumer. How do you get the word out? Think of your creative as a tree falling in the woods. You can have the best content ever made, but if you can’t get eyeballs on it, no one will ever know. In the mod- ern world, digital is the primary way for you to get that message to the most people at the least expense. It is highly efficient, requires minimal investment, and provides instant feedback. 

In the Jewish religion, a bar mitzvah is the ritual induction of a boy into manhood at the age of thirteen. It’s recognized as the time when he, not his parents, becomes responsible for his actions. 

Ronnie Fieg took this transition quite seriously. 

Fieg’s first cousin is David Z, a legendary sneaker and sports- wear retailer in New York City. Ronnie’s parents were paying off his bar mitzvah celebration with the gifts from the guests, and as is customary, David came to the celebration with his gift in hand: an envelope of cash. Ronnie saw this as an opportunity and said to David, “Thanks, but no thanks; I’d rather have a job working for you instead.” The next day, Ronnie started as a stock boy at David Z. 

In the late 1990s, David Z was located on Eighth Street in Greenwich Village, one of the most influential blocks in the country for street culture. All the big hip-hop artists spent their weekends hanging on the block. They would start on the corner with a Gray’s Papaya hot dog, maybe grab a pair of Parasuco Jeans in one of the lesser-known shops, and end up in David Z’s buying a pair of GORE-TEX boots. 

This was where Ronnie learned the business of sneakers and streetwear. As he tells it, “When Lauryn Hill spits ‘In some Gore- Tex and sweats I make treks like I’m homeless,’ the week that she recorded that album, I sold her the boots. And when you see Ma$e and Diddy in the ‘Been Around the World’ video and they’re wearing Dolomites, I sold them their boots. Anytime you’d see Wu-Tang with custom Wallabies, I used to get them custom-made for them. Jay-Z was there every weekend. ‘Cruising down Eighth Street’—when he spits that on the [‘Empire State of Mind’] track, that was him every Saturday, cruising down Eighth Street. I used to help him with his Timberlands every Saturday.” For Ronnie, working at David Z was like going to the Harvard of street style. 

Ronnie worked his way up from stock boy to sales clerk to assistant manager to manager to assistant buyer and, eventually, buyer for multiple David Z stores around the age of twenty-five. As the head buyer, Ronnie had direct exposure to the brands, and luckily for him, David Z moved volume, which gave him influence. He formed a relationship with ASICS at a Vegas trade show, and the brand performed well in the stores, so ASICS decided to give him the opportunity to design his own silhouette. 

This was propitious; back in the day, his mom had bought him a pair of ASICS Gel-Lyte IIIs at Tennis Junction in Great Neck instead of the more popular Reebok Pumps he wanted. At first, Ronnie hated them, but eventually he grew to love them, wearing them until they had “holes in the soles.” He wanted to replace them, but they’d been discontinued. When ASICS gave him the chance to design his own, the Gel-Lyte III was his obvious choice. He pulled them out of the archive and created three versions, of which a total of 756 pairs were manufactured. He called in some favors from a few friends, and they threw an event at David Z. The next day, they sold a few pairs, and he shared the story of the shoes with one of the buyers. The day after that, Ronnie’s mother called him, exclaiming, “Your shoe is on the cover of the Wall Street Journal!” The guy Ronnie had told the story to was an editor at the WSJ, and he wrote a story about limited-run sneakers. The next day, there was a line around the block. That same day, the president of Adidas America showed up and, as Ronnie tells it, “I told him the story, and that’s how we started talking about working on a shoe called the Black Tie.” Ronnie had begun to build his following. 

Ted Williams was an exceptional baseball player. During his nine- teen years playing for the Boston Red Sox, he made seventeen trips to the All-Star Game, was twice named the American League MVP, was the batting champion six times, and won the Triple Crown twice. At the end of his career, he had a .344 batting average, with 521 home runs. Most legendarily of all, in 1941, Williams ended his season with a .406 average, making him the last player ever to hit over .400 for a season. Ted Williams is without a doubt “the greatest hitter who ever lived.” 

Now let’s take a look at Williams’s statistics from a different perspective. Although he was baseball’s all-time greatest hitter, he was only successful at getting a hit 34.5 percent of the time. That means the best-ever batter failed more than 65 percent of the time throughout his career. For every attempt he made, two out of three times, he failed. 

But maybe that’s just baseball. Let’s check the application of this theory in another sport. The greatest basketball player of all time is Michael Jordan. MJ had a career field-goal percentage of 49.7 percent. This means that half of the time, when the greatest player and most prolific scorer in basketball history took a shot, he missed. One out of every two attempts, he failed. 

Okay, but what about the world beyond sports? 

Michael Jackson recorded and released approximately 225 songs. Jackson is recognized as one of the most prolific hit-makers in pop-music history, yet of his 200-plus recorded songs, only two out of every ten cracked the top 40 (with thirteen going to number one). 

Now, let’s look at these statistics in a different context: your work. If you told your boss or coworkers you were going to fail 50 percent of the time like Michael Jordan, 65 percent of the time like Ted Williams, or 80 percent of the time like Michael Jackson, do you think you would be looked upon favorably? The answer is without a doubt no. We’re taught to believe that mistakes are bad, and that when you fail, you’re considered a failure. This simply isn’t true. Without failure and mistakes, it’s impossible to become great and achieve something different, special, or innovative. It’s like cooking; the first time you make something, you might fail—it might not come together—but with experimentation and practice, it often becomes great. I’m not advocating that you bet your future or your organization’s future on moonshot ideas. What I am expressing is the belief that we must encourage, not punish, experimentation, exploration, and learning through experience. 

Pixar is the closest thing in modern business to Ted Williams, Michael Jordan, or Michael Jackson. At the time I am writing this they’ve released twenty movies since their inception, and every single one of them has been a commercial and critical success. Surprisingly, underlying their nearly perfect record is the fervent belief that it must be safe to make mistakes or fail. Pixar’s founder Ed Catmull said, “Failure isn’t a necessary evil. In fact it’s not evil at all. It is a necessary consequence of doing something new.” He continued by saying, “Similarly, it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them.” 

In other words, to achieve unbelievable success, we must create an environment where experimentation and the occasional failure are permitted and encouraged. Failure is painful, and our feelings about this pain confuse our understanding of its worth. We must learn to separate the good and the bad feelings related to failure and accept it as a critical component on our journey to greatness. Embrace uncertainty; dance with your fear. Because you will fail—but it is only failure if you fail to learn from each attempt. 

The ultimate step in your manifesting process is to take your brand and turn it into a product and your storefront(s).

Your product is a good, idea, method, information, or service created as a result of a process that serves a need or satisfies a want. It has a combination of tangible and intangible attributes (benefits, features, functions, uses) that a seller offers a buyer for purchase.

Your storefront is your website, app, or presence on a platform such as eBay, Amazon, etsy, or iTunes, where you can sell your goods, services, or content.

Now is when you take your defined idea and start turning it into something real and sharable. For instance, if you want to start a T-shirt company, this is the stage where you have your T-shirts designed, find a manufacturer, and put them up for sale on your storefront, i.e. your website. We will get into how to share in the next section, Strategic Sharing, but before you share your idea you have to make it real.

Will your product be perfect at first? No. Will it fly off your website on day one? Probably not. The manifesting process is iterative. In the Age of Ideas you bring something to market, test it, analyze the response, and continuously refine. It is an ongoing feedback loop—share, listen, refine. The difference is that today the feedback loop is much shorter and more accurate: the everyday entrepreneur has access to data analytics platforms they can use on their websites to help them identify opportunities and mistakes and make changes to their products and platform almost instantly. It used to be that if you designed the store wrong you were screwed, but today you can test five homepages on your website and optimize performance in real time. Make some T-shirts, send an email or share them with people you trust, and get their reactions. Or build a website and have people try it out, see what journey they take and analyze where they drop off. The more interactions you have, the closer you will get to something that works—we call “something that works” a product-market fit.

The key to successfully manifesting is perseverance. Most people quit when the feedback is not good or things get difficult. Those who succeed are the ones who can overcome pain; they get past it by realizing it is not a statement about their self-worth. They continue to believe in themselves and their ideas and trust that, whatever mistakes they make, they will figure it out.

The Product

While some businesses may require physical locations, such as retail shops, offices, or factories, the majority of businesses today are housed virtually. Whether you are manufacturing a product or providing a service, in the modern market products should be tested in the virtual marketplace prior to existing in the experiential marketplace. For example, if you wanted to make a new hot sauce, you could produce a small quantity and offer it for sale to both retailers and wholesalers on your website. After you gauge the market demand, you can then decide the best secondary methods of distribution. This was not possible prior to the Age of Ideas.

The same strategy can apply to professional service providers and freelancers, from artists to writers to accountants. Why do you need a physical office when you can put your service online, generate leads, and start by taking meetings at a co-working space or even a coffee shop? Even if your product is an experiential or retail-based business, you can still test it with a pop-up or mobile shop prior to going all in on a retail location. Ali Webb and her partners started Dry Bar, a hair salon focusing on blow-drying hair, with a mobile blow-dry truck. The demand for the service was off the charts, so after a lot of strategic consideration they opened their first retail location. Now they have over seventy Dry Bar locations.

Practical Magic

Keeping our bedrock principles of manifesting in mind, now let’s get into some practical information, starting with a step-by-step look at how to manifest your ideas.

Step #1: Define Your Concept

The first step when manifesting an idea is to marry the emotional and practical elements of your idea into a defined concept. If you’ve worked through the process in Parts 2 and 3, you know your purpose and have a clear, concise statement of that purpose—one that should be entirely emotional. Now you need to connect that emotional purpose with a practical application.

As an example, let’s look back at Ikea. Their purpose is to “create a better everyday life” for many, but their concept is to “support this vision by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.” While the two are related, they are quite different. One is a feeling, and the other is an offering.

Purpose Statement = Emotional

Concept Description = Practical

To define your concept, write down two to three simple, clear sentences describing what you are trying to create. The best way to do that is to write down everything in your mind without overthinking or letting the monkey-mind limit or confuse you. You know your purpose; just let the concept that comes from that purpose flow.

Write Concept Description Below

Once you have done this, refine your concept description by considering the following questions:

1. Is this aligned with my purpose statement?

2. If not, how can I align it with my purpose?

3. Is this my highest and best challenge right now?

4. How can I set this up in a way where I can meet my short-term and long-term needs while making it a reality?

Let’s look at an example. Say you wanted to open a fried-chicken restaurant. Well, the first question would be: What makes your fried-chicken shop different from other such shops? We call this your unique value proposition, or UVP. For our purposes, let’s use the following features as the ones creating your chicken shop’s UVP:

1. We only serve chicken fingers.

2. We have 20 homemade sauces.

3. We use organic farm-raised chickens.

4. We only do takeout and delivery, no in-store dining.

5. We employ former foster children for all non-managerial positions.

With this in mind, your concept description would be as follows:

We are opening a casual, quick-service chicken restaurant specializing in organic chicken fingers served with our one-of-a-kind homemade sauces. The restaurant will focus on takeout/pick-up and delivery business. Our service staff will be made up of former foster children, 18-24 years of age, in order to provide them the necessary skills to succeed both personally and professionally and give back to the community.

Manifesting starts with believing. Pablo Picasso’s mother said to him, “If you are a soldier, you will become a general. If you are a monk, you will become the Pope.” Instead, he became a painter, and eventually became “Picasso.” But he wasn’t anointed Picasso when he woke up one morning. He became Picasso after years of art school, brushes with severe poverty, decades of hard work, and a bunch of luck. He became Picasso because he believed he could become Picasso, despite those obstacles. He manifested his creativity because despite every challenge he encountered, he continued to believe in himself and his vision. This same principle applies to your journey.

You must believe.

Ninety-nine percent of the stories we tell ourselves are limiting. While they satisfy our sense of self-importance by explaining our past, they set limits on what we believe is possible for our future. These narratives define how we think about ourselves, which directly impacts what we’re capable of manifesting. But there’s good news: these stories are completely made up. You can change the story any time you like.

It’s generally accepted that action is what makes successful people different. What not everyone considers is that action is preceded by thought, and how successful people think is what truly differentiates them from everyone else. Successful people believe. They believe in themselves, they believe in their people, and, most importantly, they believe that no matter what happens, they’ll figure things out. As Steve Jobs said, “When you grow up you tend to get told the world is the way it is and your life is just to live your life inside the world. Try not to bash into the walls too much. Try to have a nice family life, have fun, save a little money. That’s a very limited life. Life can be much broader once you discover one simple fact: Everything around you that you call life was made up by people that were no smarter than you.”

Stay Within Your Flow

It was the summer of 1947 when Harry Snyder, a World War II veteran, wandered into a Seattle restaurant and fell in love with his waitress, Esther. She’d recently graduated college with a degree in zoology but also had a strong affinity for the culinary arts. On Esther’s break, they sat together in a diner booth, shared a hamburger, and discovered they both wanted to move to California. Ten months later, married, they pooled their resources, relocated to L.A., and opened a little burger joint across the street from Harry’s childhood home. The fast-food business was taking off at the time—McDonald’s had arrived locally just a few years earlier—but the Snyders’ establishment stood out: utilizing a two-way intercom, it was the first “drive-thru” burger experience in California, aptly named In-N-Out.

Fast-forward seventy years. In-N-Out has grown to 300-plus locations and employs more than 18,000 people. While that’s significant growth, it’s paltry compared to the 36,000 McDonald’s locations and 420,000 employees, or Starbucks’ 240,000 locations and 280,000 employees. The reason behind this measured growth is that In-N-Out has consciously resisted franchising its operations or going public.

All In-N-Out restaurants are west of the Mississippi River, no more than a day’s drive from their regional distribution centers. This makes it possible for the company to control the quality of their product by serving only fresh, unfrozen burgers and buns. It also allows them to control the quality of the experience, with rigorous training and people standards. Furthermore, the selective nature of their locations has led people to put an even greater emotional value on their delicious burgers. For years, customers have been begging In-N-Out to expand beyond its comfort zone, to cash in and follow society’s belief that bigger is always better. 

Our goals can only be reached through the vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.

—Pablo Picasso

The Designer Behind The Coolest Clutches In The World. - Nylon Magazine

I knew she was different when I met her. She was petite, around five feet tall and ninety pounds, with big eyes and a captivating smile that implied, “I know something you don’t, and I am not going to tell you what it is.” But beyond her beauty, she was extraordinarily creative, with the kind of energy that bubbles up without intention— it’s just part of who she is. When you combine that type of creative energy with sensitivity, kindness, and a love of family, you’re talking about my ideal woman…which is why I asked her to be my wife. But it just so happens that Gelareh Mizrahi is also a perfect example of what everyone can manifest in the Age of Ideas.

When I met her, Gelareh had recently graduated from the Parsons School of Design and was helping her cousin Aimee with her clothing brand, Queen of e.vil. The two of them would lock themselves in Aimee’s apartment for endless hours and cook up crazy design ideas that would end up on T-shirts, sweatshirts, and cashmere sweaters sold in department stores and boutiques from Dallas to Dubai. (You know that amazingly inspirational gear you pick up at SoulCycle? Aimee and Gelareh came up with the initial designs.) But before long, Gelareh, with her creative energy and desire, needed a new outlet; she wanted more.

That was when the universe (and her mother) swooped in.

One afternoon Gelareh’s mother Gilda was working in her boutique in Georgetown, an upscale area in Washington D.C. A customer noticed the python-skin handbags she had for sale and commented, “You know, I could make similar handbags for you. Maybe I could do a private label for your store.” Gilda said, “I don’t really want a private label, but you should speak with my daughter. She’s a fashion designer in New York.” And so Gelareh was put in touch with this woman, who owned a factory that produced handbags.

A couple of conversations and emails later, an arrangement was in place: Gelareh would design and sell the python handbags in the U.S., while the woman would handle producing the bags overseas, and they would see how things developed from there. I was skeptical; yes, she had a partner, but no start-up capital. Why wouldn’t she just get a job doing design for someone else? But Gelareh was determined, and when she is determined, get on board or get out of the way.

The first step for her new business was to get a booth at the Coterie show, a wholesale fashion tradeshow where all the major retailers buy from all the major producers. When you aren’t a recognized name, they don’t just hand you a booth, and most booths are committed months in advance. If a newcomer is lucky enough to score a space, it’s usually way in the back. That’s what happened here. Gelareh designed a low-cost but appealing booth for the Coterie show, and her father, brother, and I built it on-site, way in the back of the Jacob Javits convention center.

I wanted to help with the sales process, but Gelareh was not having it. She asked me to go back to work and show up when it was time to break the booth down. Each night she came home exhausted, collapsed in bed, and left the next morning at the break of dawn. When the Coterie show ended, I broke down the booth. As we began our drive home, Gelareh was silent. She had not shared any sales numbers, so I was worried that no sales had been made. I was afraid of the impact this might have on her confidence and our new enterprise. But before long a subtle grin began to show on her face.

I felt inspired to ask, “So did you make any sales?”

“Maybe,” she replied.

“How much you take in?”

After a pause, she blurted, “We made $48,000!”