2025-06-22: Gary Sheng & Hien Nguyen - Las Vegas Hotpot & Strategy Session

Date: June 22, 2025
Location: Las Vegas, Nevada (Hotpot restaurant in Summerlin, then casual hangout)
Participants: Gary Sheng, Hien Nguyen
Duration: Extended evening (3+ hours)
Context: Follow-up strategic discussion on Dr. Alexander partnership and business development

Key Themes

1. Dr. Alexander's Tulsa Campus Vision

Campus Development Strategy:

"He wants to buy like 50 more acres in downtown. Tulsa downtown? By the river? I don't know if it's by the river or not, but it's in a good location. I think it is by the river. Tulsa has great brunch."

Comprehensive Ecosystem Design:

"Everything needed to collaborate on commercialized products. And so there's going to be living quarters, there's going to be schools, there's going to be labs. Probably wellness areas. The Google campus that's for an ecosystem of innovation that commercializes stuff."

Elite Academy Model:

"When I say schools, I more so mean I don't even necessarily mean schools, I mean superhero Xavier's Academy. We talked about this a little bit, but his mansion has the room for, I would say uncomfortably could have, if his wife is living there too, it could probably fit me and five, six other people, comfortably."

Super Genius Concentration Strategy:

"It really is a matter of just getting super geniuses to always be next to each other and have really high quality of life and all the tools and labs and financial resources to just invent the future."

2. Gary's Role Definition and Frustrations

AGI Support Infrastructure:

"He's basically AGI, dude. So I'm basically able to be... My job is to figure out how to monetize AGI. I've actually never said that. I'm saying he's AGI. Like, I've never met anyone more like that, right?"

Focus and Prioritization Role:

"One of the things that I need to have some patience in unwinding is the fact that he has prior commitments. It's going to be a transitionary period. There's no way around it. Basically centralizing everything under our shared operation."

Billionaire Experience Disillusionment:

"He is dumber than I thought... God has a sense of humor... I positioned myself as shadow founder and all this kind of stuff. And I was like, yeah, he's the only guy in Australia that'd be worthy of me actually being in his orbit."

Pattern Recognition:

"Fast forward, I've gone through like six cycles with characters like this. And now like, this is like the test of synchronicity... God always just wanted me to know that I was never meant to be in their shadow. I'm not meant to be a shadow founder. I'm just meant to be a founder."

3. Business Strategy and Market Approach

Revenue Generation Philosophy:

"I'm trying to raise a billion dollars... For what end? Humanity. I don't trust anyone else that's raising a billion dollars right now to do what's needed."

Civilizational Infrastructure Focus:

"Civilizational infrastructure... I don't, I literally do not trust anyone else to help. I don't trust anyone. I'm not going to outsource anything anymore, so."

Trillionaire Mindset:

"You are the billionaire, dude. You are the billionaire, now. I'm the trillionaire. I've got your billions. I've always been a trillionaire. Yeah, you're the trillionaire. Yeah, trillionaire. The billions are sorted."

Wordplay Revelation:

"Billionaire, take away the E, give a space between billion. It's billionaire. I am billionaire. I breathe billions. I serve billions. The air I fucking, the world, you know, the air I breathe is billions."

4. Corporate Structure and Legal Framework

Delaware Incorporation Strategy:

"So normally, when you talk in corporation, so normally there should be a holding company... If you're a Delaware officer, it's the same process. Everyone goes to Delaware. It's the same process."

Professional Standards Requirements:

"You just don't want to look like Mickey Mouse. Oh, I'm a Oklahoma LLC or whatever. And then you're going to have to talk about either capitalization or shareholdings."

Documentation Importance:

"He said 50-50. But, literally, nothing matters until it's in writing, right? Or, like, legal writing."

Legal Expertise Value:

"I know the legal process, you know, they're just very familiar with how shit goes down, someone fucks up, what they were appointed director, removed director, blah blah blah. I know exactly how it's going to happen."

5. Partnership Dynamics and Trust Issues

Dr. Alexander's Trust Challenges:

"Why is he not super fucking rich? It's because he has trust issues. He's been fucked over several times."

Role Clarity and Boundaries:

"I think a lot of this is like a spiritual and relational problem, not like a technological one. Where a lot of it is literally Gary saying, you're not going to do this anymore. You're not going to do this anymore."

Focus Management Strategy:

"Sorry, I know you love to sweat, but you're not going to take this $10 million contract and do a million dollar contract. It's literally like... Because that might be interesting."

Proximity Advantage:

"Being able to be right next to him is incredible leverage because everything that relates to the people that he's around becomes top of mind. So you and I, you and I basically moving to Tulsa would maybe literally end this fucking place."

6. Market Opportunities and IP Strategy

Healthcare Technology Focus:

"Really explore the healthcare space. Because the moat to understanding what the fuck is even happening is so high. There's so many moats when it comes to like, integrated systems within healthcare."

Unique Identification Technology:

"One of the things that at least one application of it does is it can uniquely identify a life form, like a human. Based on their breath. So unique signature... in an era of deception, that's going to be really valuable."

Government Contract Opportunities:

"I introduced him to Someone connected to NASA who's huddling secure government contracts for very hard science problems."

Revenue Stream Prioritization:

"It's literally just some kind of algorithm that we use to determine where the best use of time is, right? To me, what this is, is just... Creating a process and evolving it."

7. Nike-Jordan Partnership Analogy

Mutual Benefit Recognition:

"I really am. Because it really is... I mean... It really is like a merging of Nike and Jordan to create Air Jordan. Because... Both Lael and I will be okay. I don't even want to say good. His life is okay."

Transformation Potential:

"I can help him, I can just literally 1000x his trajectory. And then on, you know, it's easy for me to see how he helps me do way bigger. Like, what would Nike be without Gordon? I feel like he'd just probably be dead."

Strategic Positioning:

"I'm like, I'm just trying to assemble people that collect a great tip, for example. There is profitable software for hospitals or whatever the first target, the first revenue-generated opportunity is."

8. Operational Philosophy and Standards

Quality Over Quantity:

"Businesses are not charities. They're not welfare states. And so, we have to ruthlessly cull, block, and even have false negatives block people that..."

Performance Standards:

"The salesperson needs to make three times their salary within the first 30 days."

Process Optimization:

"What I am, what I'm good at is getting balls rolling. And realizing things such as, Businesses are not charities."

9. Geographic and Strategic Considerations

Tulsa Advantages:

"It has great shipping routes. Okay. And factory, um, to buy. Or warehouses to buy. It's also cheap land."

Local Business Network Challenges:

"I don't know how it was at Duke, but like, Oklahoma City's, uh, U.S.A., Oklahoma, OSU, but like, a lot of the business people there, they're like, they're all part of the same fraternity, and they're all fucking obnoxious."

Relationship Management:

"I've got to fix my relationships there, but um, it's all framed as well."

10. Faith and Patience in Business Development

Spiritual Perspective on Setbacks:

"I have two of them. This is almost like a confessional... A day and a... I think a day and a half ago, him and his wife in a WhatsApp group, and we're like excited, excited. I said, it's time, and then the wife said, it's time."

Managing Expectations:

"But then like, I'll be like, Overthinking it, where like I call and it goes directly to voicemail. I haven't heard back for like the last day and a half."

Weekend Timing Reality:

"Well, it is Sunday today. Yes, it is. Like Friday, Saturday, Sunday. So day and a half, Thursday, Friday. So they would have been winding down."

Class and Insecurity Issues:

"It's also Juneteenth, Easter, Autumn... Okay, but you're feeling insecure. Yes, and I... I have, like, my own set of class issues."

Strategic Insights and Outcomes

Business Development Philosophy

The conversation revealed Gary's evolution from seeking validation through "shadow founder" roles to recognizing his calling as a primary founder and strategic leader. His experience with multiple billionaires led to the insight that his unique value lies in building rather than supporting existing structures.

Partnership Structure Recognition

Both Gary and Hien recognized the Nike-Jordan analogy as accurately capturing the mutual benefit potential of the Gary-Dr. Alexander partnership, with each bringing essential but complementary capabilities to create something greater than either could achieve alone.

Corporate Structure Readiness

Hien's legal expertise and Gary's strategic vision aligned on the importance of proper corporate structure, with clear understanding of Delaware incorporation benefits and professional presentation requirements for serious fundraising efforts.

Market Opportunity Assessment

The discussion identified healthcare technology as a priority sector due to regulatory moats and Dr. Alexander's relevant capabilities, while also exploring government contracting and unique identification technologies as potential revenue streams.

Operational Focus Strategy

Gary's role crystallized as the "discipline guy" who would help Dr. Alexander focus on highest-value opportunities while building the infrastructure and team necessary to scale their collaborative efforts.

Next Steps and Action Items

1. Corporate Structure Implementation: Formalize 50-50 partnership through proper Delaware incorporation and legal documentation
2. Tulsa Campus Development: Begin planning for physical infrastructure development and team assembly
3. IP Commercialization Strategy: Develop systematic approach to evaluating and prioritizing Dr. Alexander's technology portfolio
4. Healthcare Market Entry: Explore specific opportunities in medical technology and hospital systems
5. Government Relations: Pursue NASA and other government contract opportunities through existing connections

Conclusion

This conversation marked a significant maturation in Gary's understanding of his strategic role and the concrete steps necessary to realize the Alexander Sheng partnership vision. Hien's corporate expertise provided crucial validation and practical guidance for structuring a professional, scalable operation capable of attracting serious investment and achieving the ambitious goals outlined in their shared vision.