“You got two choices if you want to survive in this business: Either you hunt with the Lions or walk with the Lambs,”
Michael D. Morris whispers to me, as the other business professionals take their seats around the conference table at The Umstead Hotel and Spa in Cary, North Carolina. It seems Morris has his work cut out for him this morning, given that these industry professionals are on time and focused on the agenda.
Morris begins making his case to the tough and shrewd executives, who proceed to bombard him with a flurry of questions that cast doubt on his ideals, his products, his business plan and his sanity.
About an hour and thirty minutes later, however, the executives seemed to think differently. Now they are talking about contracts, partnership opportunities and setting up dates for more meetings. It seems like a strange turnaround to me, but on the drive back to Raleigh, North Carolina, Morris doesn’t seem all too thrilled.
“Most of these company heads are old school. They minds are stuck in the 80’s. The only reason they are still around is because they are living off of old money. They’ve lost their ability to evolve and understand new methods and new innovative ideas. I present something unique and profitable for all parties involved. We all win with me. Either we do business or I’mma put them out of business,” he says.
Having already seen Morris in action on multiple occasions, I understand him completely and I understand his frustrations. Uncompromising investors, confused customers, incredulous business owners and partners, - Morris has an uncanny ability to convert them into active and interested supporters. And although many of them aren’t so quick to sign contracts and checks, some are so close in doing so.
"Alot of companies and industry professionals are intimidated by my ideals and my ambitious nature. Some people hate what I stand for. I've been called a male feminist, because I choose to empower women instead of destroying them. I've been called many names, because of my stance on rape and child molestation and abuse. Some industry professionals have actually stopped working with me because of this. But irregardless of how they feel, I will continue to stand firm in what I believe," says Morris.
Morris, the Founder and CEO of Phamous Models, is pitching his plan to infiltrate, to conquer and to control the arts and entertainment industry. Phamous Models is divided into five divisions: Films, Modeling, Music, Publishing and Merchandising, which also includes a non-profit organization called, “We Will Never Forget” Foundation for The Child Abused and The Neglected.
In 2011, he has racked up close to 75 deals and he shows no sign of fatigue. This in spite of the fact that his company began as a mid-size start-up operation in Milwaukee, Wisconsin and now competes against some of the most successful and the most reputable names in the entertainment industry, including Time Warner and Sony Music Entertainment.
"I Did It My Way will change the way films are made forever, because of it's graphic and provocative storyline and imagery. Most movies now are so predictable. Most people can figure out what will happen at the end in the first fifteen minutes of watching it. You won't be able to do that with I Did It My Way," he says.
"I promise you...this movie with extend beyond all ethnic and religious backgrounds. It will make you laugh. It will make you cry. It will make you empathize with the characters. But most importantly, it will give you new choices and new alternatives on how to live your life and survive in the "jungle of life". The world is about to witness something cruel and unusual, yet beautiful and inspiring."
Still, watching Morris work his prospects is to understand that even a great product or service doesn’t sell itself: It takes an even greater visionary and salesman to create the desire to buy and overcome a blizzard of hurdles and obstacles. “If you had 100 business meetings in a month, the one you’ll remember is Morris’, says Usha, the product development manager at a prestigious Los Angeles based manufacturing firm.
“He takes ideas that are unfamiliar to us and the market and paints a vivid, detailed picture of how successful it will be with the right talent, discipline and loyalty,” says Calvin, the CEO of a prominent art gallery in lower Manhattan that caters to the most demanding art collectors in the world, puts it even more simply: “He is probably the most ferocious businessman I know right now.”
Another afternoon, another meeting.
Today’s meeting is taking place in an extravagant conference room at The Mansion on Turtle Creek in Dallas, Texas. Morris, 27, is wearing a white t-shirt with the words “PHAMOUS” in the middle of his chest and a pair of navy blue Prada jeans, matching a pair of blue and white Prada running shoes. He looks more like a college freshman than an accomplished businessman.
Today’s prospect is in the fashion merchandising business, in which many executives are expected to wear a suit or something appearing more casual.
“I’m not some uptight business executive most companies are used to doing business with. I want my prospects to know that they don’t have to feel inferior if they do business with me,” Morris says.
He is meeting with Alejo, who works closely with the Alumni at the prestigious Fashion Institute of Design and Merchandising. FIDM develops graduates for the global industries of Fashion, Visual Arts, Interior Design and Entertainment. One of their educators has connections in Shanghai and is interested in doing business with Morris, because of his uncanny ability to turn creativity and products into profit.
Alejo finally arrives. He’s friendly with a cool and calm demeanor. He is wearing a brown suit with a gray power tie. Morris immediately get’s him talking about a recent fashion show event in Madrid, but it’s not exactly small talk: The topic is what designers were present, what celebrities were present, which models were most talked about after the event, what companies made the most impact and which models made the most money; and that line of conversation quickly, and not coincidentally, leads Alejo to answer all his questions.
It’s barely twenty minutes into the meeting before Alejo is enthusiastically talking about a new marketing and promotional campaign for a potential client. The client recently designed for Prada.
“It appears you want to open the market up and explore new potential customers. I got some people in Shanghai that can aid and assist in your vision,” he says.
Alejo responds enthusiastically, explaining his client is considering ways to generate her own power instead of depending solely on the fashion industry.
“You’re looking to build a kingdom?” Morris asks.
That sparks even more enthusiasm from Alejo.
“Let me tell you what we are all about."
Even though the meeting started an hour ago, it’s the first time he’s mentioned his company. He starts by dropping the names of several European companies and modeling agencies with which Phamous Models has business relationships, and he ticks off some of Phamous Models' executives, board members and advisors, including a retired VP and the Chairman of an exclusive advertising firm. Then he provides a brief rundown how the costs of the plan designed by his company stack up against the major players in the industry.
Morris gives quick insight of how his plan will work. “The specifics are somewhat boring,” says Morris. “Give me two days and I’ll have a representative from the company send you all the detailed information.”
This is Morris’ excuse for follow-up contact.
“The big question you’ll get from your customers,” he continues, “will be price, quality and availability.” And that just happens to be Phamous Models’ strong point. He goes on to describe how the more conventionally designed modeling agencies don’t offer enough diversity to compete in the “new market”. Companies like Uno and Traffic Models don’t offer enough diversity in their talent.
Later, outside The Mansion, I see Morris leaning up against the wall, drinking a bottle of Bling H2O. In the meeting and in his conversations with me, he seems distant but relaxed and confidant. This isn't the first or will it be the last time I see him like this.
“For the past three to four years, I been on the road fighting this war to be successful,” he says. “It's hard to relax and enjoy myself. But that's the nature of this business. I guess I'll enjoy myself in a few months when I take that trip to Barcelona.”
But knowing him, he won't rest. He will probably be trying to do business with every businessman there.
They say kings are born, not made. That appears true, says his longtime childhood friend, Sara, who oversees his International Public Relations. Morris, she says, probably got his insatiable appetite to do business from his mother - a graduate from The University of Kansas, who successfully ran a chain of day care centers in Milwaukee, Wisconsin for over twenty years.
“I really admire my mother, even though we have our differences. She came from the Cochran projects in St. Louis with a dream and a vision”, says Morris. “And she stayed aggressive and persevered through all the craziness until she accomplished her goal. I watched her cry. I watched her succeed. This is probably why I have a different appreciate for a women's struggle to be successful. I remember being fifteen years old, sitting in on her zoning board meetings. I remember them telling her she will never open up a day care in Milwaukee. But to see her do it with them working to stop her...changed me completely."
After Morris graduated from college, he realized that there was no real job security in America. He felt that in order to survive, you had to look at what gifts and talents God gave you and use them to create business and financial empowerment.
“God gave us all unique gifts and talents in order to survive in this world. It's up to us to find out what those gifts and talents are and use them effectively in order to create happiness for ourselves,” he says.
Shortly after college, Morris went to visit his mother in Orlando, Florida and decided that is where he wanted to build his kingdom. He created Phamous Models, an image and marketing company that specialized in creating “industry buzz” for people in the arts and entertainment industry.
Phamous Models crawled forward until 2007, when Morris decided to implement selling products for his clients. He set out to control and to dominate the arts and entertainment market with a set of “rules” and a code of ethics similar to a military strategist. His ambitious aura is addictive.
Not that ambition alone can move a product or idea in the direction set forth by its visionary. Far more important is the ability to think realistically and critically, says Tara, a former computer software engineer. “You can teach a person the basic fundamentals of business,” Tara says. “But only an illustrious businessman can look at a scenario and analyze the positives and the negatives and come to a glorious solution that will have a beneficial impact on all parties involved. Morris creates opportunities others can see.”
Morris is a rare example of that combination of ambition and analytical problem solving, say those who have worked with him. “Whatever he needs to learn, he consumes it and thinks about it, and he's going to relay it back to you with a lot vivacity, honesty, and credibility,” says Baasim, a venture capitalist associated with Sequoia Capital. Thomas, whose is crafty and skillful financial advisor, with a client base throughout Europe, says, “Morris connects with people not only on an intellectual and emotional level, but on a level that's not attainable by most companies.”
We've barely cleared security at Dallas/Ft. Worth International Airport when Morris' phone starts ringing. The call is from Savannah, a member of Phamous Models International Board of Advisors. Morris explains to me she doesn't like to text and use emails, which means he gets a lot of calls from her.
Savannah is calling to provide last-minute intelligence on a company that can help them infiltrate the West Coast without detection. Morris looks at me and says, “I love her intelligence and tenacity. She is always prepared and punctual.”
Morris cuts the call short as Baker walks up and greets us.
Urbane and friendly, Baker walks us to Bangkok Orchid. Baker orders Grilled Beef Skewers. Morris orders nothing.
Morris is hoping Baker will become a high end investor for Phamous Models. His support would be an impressive one. It will help open so many doors in the European market, and Morris needs all the allies he can get. Europe, unlike the United States is more open to new ideals. But attacking the European market with Phamous Models would be highly profitable and challenging. Morris has no fear. He just needs Baker to have the same emotion.
Morris seems relaxed and undaunted. But given that the meeting is likely to be a quick one, he get’s right to the point: If the UK embraces Phamous Models, it will gain in excess of 10 million dollars in 2 years. But we have to be aggressive, fearless and work as a team, says Morris.
Baker listens gracefully, but it's clear he's not impressed, and he apologizes for the time being short.
Unfazed by the comment, Morris changes course and drives a different point: Most companies don't accept nor understand the international market and the needs and wants of its consumers, there are many consumers in the UK that share the same fate. With your help, Phamous Models could create a lot of jobs and new opportunities.
Bingo. Helping the people angle seemed to have ignited Bakers’ interest. “This would be a sweet product for developing countries, says Baker. “People need new inspiration. The timing is right. And the money is there.” When will you be back in Texas? Baker asks. He wants him to meet with some key people from Germany.
Baker is tough. But Morris has seen tougher. Take those four wary executives on that fiery hot day in Miami. Morris is proposing that the company partner with Phamous Models-and invest $600,000. “You have an insane business mind,” one of the executives snaps.
An executive asks why the company even needs Phamous Models. It already controls most of the fashion market in Los Angeles and New York and is perfectly capable of coming up with its own innovative designs and products. “We should be collaborating not competing,” Morris suggests calmly. “We're moving fast and we're going to be involved in different markets, and we need to figure out fast who are partners are.”
The executives snicker. They point out that Phamous Models may be buoyant and strong, but the process isn't. “We can get it done by June 2011”, Morris says
This leads to a moment of silence and some exchanged glances. Then the executives issue a barrage of technical questions about product development and marketing plans. Morris gives the floor to Victoria, Phamous Models’ Director of Merchandising and Licensing, whom he has brought along in anticipation of the meeting taking this turn.
Victoria was the captain of the debate team at Princeton and has worked with several merchandising firms in Paris and New York. Victoria immediately proceeds to bury the executives in details. Morris sits back and enjoys the show, which goes on for about 35 minutes.
Sensing the executives are feeling a bit less cocky, Morris stands up and speaks. “We have excellent connections with suppliers and manufacturers that are quick and efficient,” he says. “We have publishing connections who see us as allies. It’s all about being a team. Teamwork wins the championship.”
No one speaks for several seconds. Then one of the executives clears his throat. “Okay. I see your angle,” she says. “How much will we get back? And when?”
He reaches across the table and gives her a knuckle bump and says with a smile, "Let's make it happen."
Written by Jocelyn Novacek AP Writer (New York)