Enhanced Games and Live Enhanced Products, where we're not only going to be able to see how athletes are able to take part to see how far they can take the human body, but also how consumers at home can also find their best enhanced self. To kick things off, Christian, Sid, I'd love for you to tell us about the overall vision of Enhanced Group and its two platforms, including Enhanced Games and Live Enhanced Products.
Yeah. If I may start m ining. First of all, thanks for everybody for dialing in. Hopefully now and then post the call is even more you find Enhanced Group as exciting as we believe it is. We have two businesses, as you said, Aaron. We're building a global sports franchise, very important, much more than only one event. We have our inaugural event in 10 days, Sunday, May 24th in Las Vegas, globally televised on various platforms. Just signed a huge deal with Roku. It's going to be more than 100 million households in the U.S., but globally we're on YouTube, on Rumble, and more to come. Sports franchise with the twist that performance-enhancing drugs, politically called doping, are allowed and endorsed. Very important though, that does not mean everything goes.
It's actually a very scientific medical approach because what is allowed is everything which is FDA approved. We believe that it shouldn't be WADA or the IOC or any other third-party body who randomly defines a list of what is allowed or not. My background is in biotech. I started my first biotech company 28 years ago. It's called now Alnylam, it was a huge success. I believe can always make it a little bit better, but I think overall the FDA is a great. It's a gold standard globally for medical drug regulatory stuff. Our belief is whatever is FDA approved is fair game. What is not FDA approved is not fair game. Second, you have to do it with a doctor, obviously, to get the prescription, and you get then the stuff in a pharmacy. That's sort of the setup.
We're going to do this globally. The first event, May 24th. We're going to have monthly events post. We're going to have big in-between events. It's going to be a year-round cycle of sport events. We really want to build this sport franchise around sort of the concept. By the way, side note, which is also it's very important to us and I think it's very positive, the other big innovation we have, we pay our athletes properly. Sounds normal. Yeah. It's not. Actually in the Olympics, athletes are paid zero. Yeah. It's a disgrace. I don't want to go into that now because it's more a moral topic, but we do pay them properly. What did we achieve with that financially or in terms of value creation? I think it's still not fully understood by investors how much value we have already created.
What we found is kind of the holy grail of social media because we created an unprecedented amount already. By the way, it's going to be 100x and more than around the games of free media because the concept is so spicy still, although it's very logical, very ethical. I'm very sure we would win every debate with the IOC, whatever, but it's still considered spicy, and we love that because it gave us these unprecedented amounts of free media. As a comparison, now actually reality has caught up with my comparison because over a year I told investors, I was like, "Compare us with LIV Golf." LIV Golf is the Saudi sport golf league, which just got practically canceled, bankrupt or funding stopped. The Saudis spent more than $5 billion to make LIV Golf known.
When we did a survey, which is public so we can send it to everybody, when we did a survey in November, by the way, every day we're growing in terms of brand awareness. In November, we asked more than 1,000 people in America with a proper third-party polling agency several questions. The number 1 and 2 questions were like, "Have you heard about Enhanced Games?" and "Have you heard about LIV Golf?" as a benchmark. 61% in November last year of all Americans had already heard about Enhanced Games, which is insane because we spent zero on marketing. 42 or whatever it was only had heard about LIV Golf after $5 billion spent. That's the value practically we already created in terms of brand awareness with Enhanced Games.
Even more, those people who didn't know about Enhanced Games and who didn't know about LIV Golf, when they were told what the two sport events are, LIV Golf people were like, "So what?" It's just a copy of the PGA. No soul, no excitement. While everybody who hears newly about the Enhanced Games has an opinion. By the way, some say, "Oh my God, this is crazy." Some say, "I love it," but it doesn't let people unaffected. I think this combination of attention, free attention in our world, and sort of emotion is the holy grail of building up a sports franchise. That's I think I would say we have already achieved that. We're going to latest have achieved that post the games, I would actually make the bold claims.
Our sports franchise alone in terms of branding and whatever, it's a little bit like real estate, is actually worth some billion dollars compared what other people have to invest and they don't even get there. The second though is this alone I think would make us a multi-billion dollar sports company, but then we have our telehealth business because I actually since a decade or so I'm admiring a company called Red Bull, which surely a lot of people know. The beauty of Red Bull is if you look at the numbers, they're not public, not a lot of people do that. They have their consumer business they buy and own and build all these sports businesses, which are in itself profitable and value accretive.
I want to say it again, our sports business is not just a means to an end. I think it's in itself a multi-billion dollar business, which will be actually highly profitable. That's our plan from next year on. Side note, I haven't said it yet, in year one this year, we deliberately decided for the main event not to sell the media rights because I wanted to be everywhere on social media, on various platforms, because year one for me is brand building. Nevertheless, we have an incredible positive success with sponsoring. In year one, in year two, I think media rights will be much higher value than they would be now. From year two on, I think we're going to be highly profitable on the sports side. Again, we have the whole value.
We're using that, like Red Bull does with its sport assets, to fuel their consumer business. We're using the free attention we're getting, and I believe actually eyeball-wise, we're going to have billions of eyeballs on social media on our games next week to translate these eyeballs into customers for our consumer business. Which is practically, if I want to make it for investors very simple, our consumer business is literally like Hims. Or Ro, all these platforms. They have to spend, I think the number of Hims, I think it's $900 or something customer acquisition costs. We practically have these almost free customer acquisition machine. We are bringing customers to our Live Enhanced, it's called, telehealth platform. By the way, last sentence, because maybe there are some people who own Hims.
I think actually while, yes, we're a competitor, I think actually what we're going to do for everybody, we're going to increase the market dramatically. All the existing consumer health platforms like Hims, Ro, whatever, how their marketing works, simplified, you know that you would type in peptides, I'm interested, and the next day something pops up like a marketing. They don't really work on increasing the market. They work on serving the people who have already interest. Sport is this universally loved thing. I think we're going to have millions and millions of people tuning in next week on the platforms and socials because they're just interested. They're not primarily, "Oh, I want to get enhanced myself," but they're going to learn about enhancements.
We have this huge educational factor to bringing actually the idea of human enhancement, medical human enhancement, out of the fringe into the very mainstream. Obviously I hope and want that the majority of sort of the attention and people we reach to translate that in customers into our own telehealth platform. I do think actually we're going to increase the market for all of them. That's it. I think that's the sort of beauty of a very synergistic business model. Here we are.
Fantastic. Thanks for that overview, Christian. Audience, if you guys have any questions for Christian or Sid, go ahead and type them into the chat box. We will have a Q&A session at the end. Christian, let's start with the games. High level, talk about the events you're going to be having, how it's similar but different to Olympics, and then also talk about the caliber of athletes that will be participating.
Yeah. Maybe Sid, do you want to take it?
Yeah, sure. First of all, games are 10 days out. We're super excited. They're going to be on the 24th. I would say to take your questions one by one, I'd say the major difference between what we're doing and the Olympics, one of them, and there are several, but one of them is we don't have athletes that are trying to circumvent a rule, right? Given everything that we're doing in terms of what the athletes are on, most of them are on optimized protocols, right? Where they've been spending the last months training, and they've been training and then having these protocols. You will see optimized athletes from a medical standpoint in terms of the protocols competing against each other in a few different sports.
They'll be competing in the pool for swimming, they're going to be competing in track, and then they're going to be competing in weightlifting. We expect that there will be world records broken. We expect that there will be hundreds of millions of views, if not billions of views because of what we're putting on. I think the other difference in how we're doing it is we've got this, what I'd call a modular stadium that we're putting up in Vegas. It can be put up in four weeks and taken down in three weeks, and it can be moved across the globe to have additional events. It is tailor-made for what I think is the modern audience. Which is to say that everything in it, including the content of what we're doing, right?
Each of these races is under a minute, so they can all be seen in an Instagram Reel, a TikTok, et cetera. Everything that's going to be on there is tailor-made for social media. What we've designed in terms of the stadium, it has 2,500 capacity. It is invite only. You can almost think of it, to some extent, like a Formula 1 networking event because everyone there is curated. Every person that's invited, which we're going to have hundreds of influencers that are coming, they all have specific audiences.
Audiences that we think are good for both the sports part of the business and also, as we think about the Live Enhanced platform and sort of moving into the consumer business, really helpful in terms of getting that audience involved and excited about what we're doing as it relates into enhancements, right? The way that we're putting it on, both in terms of what the athletes that you expect to see, what their training looks like, will be very different. The stadium in which we're doing it will be very different. How it is that we're going to be distributing it, our clipping strategy, who's going to be there, what it's going to look like. It will look and feel very much like a live event, more like a Super Bowl than Olympics that goes over a couple of weeks, right?
You will get those stories that make you so excited. If you think back to the Olympics, the sort of Bob Costas moments from the '80s, right? They'd give you these really long stories about where the athletes came from, how they got there. You are going to see those world-class athletes there. The difference is that we have people like Bryan Johnson, who, when you think about commentating for sports, you will get the ESPN folks who are going to be talking in play-by-play, giving you what's going on with the athletes, telling their stories, but you will also get a perspective on enhancements, right? All of this, as Christian sort of described earlier, is to inspire people to think about enhancements and what they can do for themselves, which leads us into sort of the other part of the business.
We think that the games, and as Christian said, it's a really important part of our business. We think it's a massive business and very differentiated from anything that's out there from a sports franchise perspective and very different than the Olympics. We think it leads into inspiration around enhancements, which is going back to the mission of the company, is to give everyone the opportunity to live enhanced.
Okay, great. Sid, really appreciate that. Christian, you talked about in your prepared marks a bit, the compensation for the athletes, right? Olympians are undercompensated. You're looking to change that. Can you talk about the compensation structure, potential bonus payouts, and how that's a key incentive to bring on athletes to the platform?
Yeah. Again, for the numbers I give to Sid, just saying one thing is, again, we have this love for sports, and it's heartbreaking. I don't mean it really as emotional. I met guys, there's this German guy I became friends with, he's a multi-medal winner. The first thing when I met him, he was like, "I'm so grateful." He's 29, by the way. He's not 16. Like, "I'm so grateful I have a salary now for the first time. I have a healthcare insurance, and I'm not sleeping in a bunk bed with three other guys in the room." I was like, "What the fuck? You won gold." "You are not a 16-year-old high school athlete," yeah? That's how the IOC is treating these people. By the way, also a number, because they will always lie and say things.
The IOC makes $4 billion cash profit every four years. That shows you, on the one side, how disgraceful it is what they're doing to the athletes, on the positive side, that's the $4 billion over time I want to make with our sport event, because that's what is in the sport.
Yeah .
Maybe we're only going to make $3 billion because we're going to give a billion back to the athletes. By the way, like many other sports, if you look at NFL, NBA, all of that stuff, around about a quarter of what is in the pot, so to say, goes to the athletes, and I think it's the right thing. We just save the heart and soul of it, and then there is still enough in it. Meaning the $4 billion in the IOC is just so corrupt, this goes to some sources.
We're going to pay them simply, we're going to pay them a salary. There is a prize money for gold, and then for world records is a special one. Sid, if you want to take the numbers.
What we published in our filings is we're going to have $25 million available for athletes. That includes what they're effectively going to have from them being on staff, to prize money that they have available to them based on achievement, right? Based on how they do in the games. What that doesn't actually contemplate is all of the other benefits that we give the athletes. That compensation is one, as Christian said, super important, and just to give you a sense, right? We did a documentary where Kristian Gkolomeev broke the world record. Just to give you an idea of what his background was, he was top 10 swimmer in the world, 14 years, total career earnings, just over $200,000. In that one swim, he made $1 million. Call it five times what his career earnings were in one swim.
That's the kind of what I would say is life-changing compensation that they have. Beyond the compensation, the other part that I think is really important that probably isn't talked about as much is access to world-class facilities. That doesn't happen in every country on the planet. Having world-class coaches. Brett Hawke is one of the best swim coaches on the planet, and every single one of our swimmers has access to him and is being coached by him. Nutritionists, doctors who are thinking about every single piece. What's interesting about the protocols for the athletes is they effectively change daily, right? Because their needs change daily, what they might need change daily. All of that is covered by the company in addition to their compensation.
The idea behind it, at the end of the day, is that each one of these athletes can then focus on their sport, right? Which they haven't been able to do. To Christian's point, if you're not living in a way where you have to think about paycheck to paycheck, then you're not thinking about your sport as much, and you're obviously not going to be able to achieve the same level of performance if that's what's on your mind most of the time. That's the idea sort of behind it. The last thing I'd say on it is what's really important to us is that these athletes, their profiles are raised. We are thinking about all the different ways that we can raise their profiles through our own platforms, through their platforms, through them thinking about commercial opportunities.
That's also really important for us. They actually begin to, over time, create beyond what they already have, more commercial opportunities for themselves as well.
Really appreciate that. Talk about the cost of the games a bit. You mentioned $25 million compensation to the athletes. How about the modular structure that you alluded to before? How do we think about overall cost of the games and maybe being able to leverage that initial CapEx for future games?
Yeah, it's a really good important part of it. Total cost, the way to think about it from our perspective, is about $50 million. About half of that goes into OpEx and CapEx related to structurally the games, the stadium, the competition complex we're building, all the sort of costs and expenses that come with that. The other part is the athlete compensation of the $25 million that we're talking about. On the $25 million that's related to OpEx and CapEx, a portion of that we are putting in CapEx. For example, we have CapEx around track, around the pool, around the roof. That CapEx that we're doing for the stadium, our expectation and what we're going to be doing going forward is we're going to be reusing that stadium over the next two years.
If you look at what we're spending in comparison to putting on an event like the Olympics, where they need to actually build stadiums that go into places, ours from our perspective is much more efficient. We're building this business overall to be capital efficient and effectively asset light. Beyond what we have in terms of that CapEx related to the stadium, most of the other parts of our business in terms of how we're building them are relatively asset light in terms of how we're thinking about them. That's sort of the philosophy. We think we can use what will be this purpose-built stadium over the next two years. We have a three-year deal with Resorts World, then we can also use it in other events that we choose to do down the road.
The idea behind the sports business is not the one event, obviously, it's not just the stadium, but we will continue to have events throughout the year. Each one of those, the part that we focus on in terms of what do we get out of each of these events is the content. The content is really important for us. We think of ourselves as a content engine machine, where every time we do one of these events, we're creating content around it that's exciting for people, and that gets them sort of inspired to think about not just only sports, but also enhancements.
Fantastic. Thank you. Before we move on to the product side, just lastly, you talked about the games being profitable, not just a cost center. Maybe talk about some of those avenues, sponsorships, media rights. You mentioned no media rights initially, I'd love for you to talk about those opportunities.
What is the business of sports in general? You have three ways to make money. Ticket sales, not really relevant. We're not going to do that. Sponsoring, big, and then media rights, big. When we started, though, everybody told us, "Prepare for like $5 million, $10 million in the first year of sponsoring." Again, you need to make your name, people want to see the first event. Of, again, the quality and the spiciness of our idea, our guidance is more than $30 million-$31 million.
Yeah .
For sponsoring sports-related income, which we're very, very confident. I mean, you saw one news only this week, at the beginning of this week, Zoop is $10 million alone, which is roughly a third of that. I think we're going to exceed it. Again, we decided not to do media rights, because if you sell it to Netflix, we had offers, but, in the first year, they don't pay a lot because they normally know we're different, that young sport events need the money, so they sell out. Even if you're Netflix, sounds great, but it's like they only have some 100 million subscribers. My goal is really billions of eyeballs, when you sell it for money to Netflix, as an example, placeholder, Paramount, whatever, then they also own the full rights, so you can't put it on social media.
We couldn't have streamers, whatever. We're going the opposite way. We went to all these platforms. For example, Roku at the end was very happy to do a partnership, said, "We don't want any money, anyone." We give it to you, but you have no exclusivity. I want it to be with Roku, I want it to be with YouTube, various others, which will be announced the next days. Almost more important, we are flying in almost 500 streamers and influencers who are going to live stream and tweet and post the event on Twitter, Instagram, TikTok, Twitch, and all of that. That's where, as Sid said, because it's all these one-and-a-half-minute events, that's where we're going to get the eyeballs.
That's also boosting our sort of value of the sports property. That's what I would say next year we want to do a media rights deal. I'm going to get $50+ million f or it. We're going to be a highly profitable sports event. Again, always plus the telehealth business.
I would add one thing that I think is important as you guys sort of see the announcements that we come out with on the sponsorship side. We'll take Zoop as an example. They are both obviously big deals. A $10 million partnership deal is obviously like a sizable deal relative to the forecast, as Christian laid out. They're also very strategic in terms of the capability that we're trying to get from this in particular partner. These partners are very aligned to us. If you think about Zoop in particular, what is it? It is a creator-led platform where the whole idea behind it is that creators have been effectively left behind. Relative to the value of their content, they have not been paid as much as they should.
The idea behind the partnership, going back to one of our objectives with our athletes, is we want to raise the profile of our athletes. We want the athletes to get compensated better. We want them to have commercial opportunities. Zoop, from that perspective, fits so many of what our objectives are for the athletes, for the sports part of the business. It also provides us with a $10 million sponsorship opportunity. Each of the ones that we're doing with the ones that we will announce will have this component of a strategic reason for why we're doing it and how it's aligned with us, in addition to what it is that we're doing. We're being very, very purposeful about that.
Fantastic. Appreciate that. Let's switch over to the product side of it. I'll turn to you guys, why don't you tell us about the Live Enhanced product segment, and the different offerings within it?
Yeah, why don't I start? Live Enhanced is the name of our platform. The way that we describe it is it has two pieces to it. There is the OTC side, so the supplement part of what we have. These are supplements that you would go out and very similar to sort of like an AG1, right? These are supplements that you could take on a daily basis. The other side of our business is the prescription side of the business. On the prescription side, we have hormone therapy, we have peptides, we have GLP-1s. That side of the business is all sort of prescription-based. The idea behind both of them is that over time they will become more and more personalized. On the supplement side of the business, at first, we have these two static supplements. They're called Stronger and Longer.
Both of them, one of them obviously is more on the longevity side, and the other one is more for strength and recovery. The ingredients reflect that. One of our investors, for example, is Bryan Johnson. He saw both of these from an ingredient perspective and was super impressed with what we're able to package at the price that we're able to do it. One of the things that we're thinking about in terms of what's the design of the products that we're putting out is that they bring value to people, and that they also are doing something that other ones aren't. You can say something like an AG1 is sort of all things to all people. These are not. They have very specific objectives in mind. From a value perspective, just as an example, one of the ingredients that we have is called urolithin A.
It's for mitochondrial support. It is one of those that is used in other supplemental packs. The difference is we give you an entire gram of it in terms of your daily scoop that you take. If you compare that to sort of the next guy out there, Mitopure is one of them, there are others that put that ingredient in their supplement stacks. We are charging $100 for our supplements, and they are putting about half of that amount of Urolithin A into their supplement stack. Then we have another 20 different ingredients that contribute to either Longer or Stronger in terms of the objective.
The other part that we're trying to do in terms of design is give you ingredients that you can't get at the value we're able to give them to you with an objective that's very specific in terms of what they can do for you. Similarly, on the prescription side of the business, the way we're approaching it is very similar to our athletes. By the way, our athletes also take the supplements that we're taking. On the prescription side of the business, what we do is you come in, you tell us where you are from a medical intake perspective, you then will be eligible for different indications. The idea is you would speak to a doctor, tell them your goals, and what we will design for you is a protocol that meets your needs in terms of you as an individual.
The idea behind both of these to be very personalized, very similar to the way that we work with the athletes. From a design philosophy, for the supplements in particular, we're trying to give you value for the dollars you're putting in and have something very differentiated and unique to the marketplace that is more related to performance, versus making you less sick, which is sort of like the philosophy behind most prescription and other telehealth platforms.
Maybe before we go on, because we switched now to the telehealth business. What I'm doing, I think we don't want to use the time now to show it, but whoever hasn't seen it, I just posted in the chat the video of the arena we're building. I think one thing is we talk about it, but the other thing is seeing it. What you're going to see is like, yeah, maybe we could try. Can we share stuff here maybe for a second?
Maybe, the team in the background might be able to get it pulled up from your. While you continue talking, my team in the background can get it pulled up.
We're going to reinvent also how you watch these sports because it's very optimized for social media. It feels very futuristic. Then second, Aaron, I think you're coming, correct, to the Games?
Yes.
Yeah. If anybody in the chat, sorry to interrupt you, if anybody of the participants wants to join us in Las Vegas, it's worth it for so many reasons. It's going to be an insane event. It's going to be a great networking event for business. We're going to have amazing performances, like music ones. Text Aaron is very happy to be your host on the ground. We're very happy to extend an invite for you plus your partner. Just let us know, let Aaron know, if you want to join. We can share it. I think it's worth it for a second because then you see actually the quality we're producing there. Yeah, if you could share the video. Whoever wants to join, please send Aaron an email, we issue an invite.
Okay, fantastic. All right. We got it showing here now.
That's just like, as Sid said, again, it's optimized for social media. It's only VIP guests. We have around about 50 Hollywood A-list celebrities coming, by the way, all for free because they love the topic. We have politicians, we have business leaders. We have other athletes from other sports, from NFL to NBA. Because actually of the fair pay we're promoting, we're very loved across different sports as the good guys. That's how it looks. Visually and performance-wise, it's going to be very stunning.
Appreciate that.
Sorry.
No, of course. No, I think that's great. On the prescription business, can you talk about how you utilize an asset-light model and some of the partnerships that you have?
On the prescription side of the business, the way that we're designing it, because people do it differently in the way that it's structured, is we have specific partners. Beluga is a partner, as an example. OpenLoop is a partner. The way that we've structured it is those partners are licensed in 48 states, they have medical doctors on staff, and they also have partner pharmacies that will help us with all the shipping and logistics that ultimately come to our customers. Effectively, it's a partnership where we, as Enhanced, and if you're an Enhanced customer, what you will only see basically is our branding, and you will go through our experience. The part that you will be unaware of as a consumer is that we've had this structure in the background where we have these partners that will deliver for us.
The idea behind it is that, as an example, you would pay on a monthly basis. Let's say, for example, you're paying $300 a month on a subscription basis. About 60% of that would stay with us, the remainder would go to our partner, and they go to our partner to fulfill all the different pieces of your consumer experience that involve them. That is being able to talk to your doctor, being able to get specific prescriptions to you at the right time in terms of logistics and shipping, and then being able to go through that process with them. Everything that you would see comes from us in terms of acquiring you as a customer, everything that you're going to see around the site, all of the information.
Effectively from our perspective, it's developing that trust through our brand, which then we can fulfill on the back end. It's asset light in the sense that we don't own the pharmacies, we don't own the compounding pharmacies that are producing drugs that ultimately get to you, and we don't own the infrastructure around or have the licensing needs, which in many ways, people see as the risk of being involved in all of those parts of it. From a risk perspective, that risk is on the part of our partners, ours is really about being able to bring in customers that have the experience that we'd like them to have.
Okay, great. Just high level, how are you looking to price, either for prescription or supplements relative to peers?
Yeah. Part of this on the supplement side, we talked about a little bit. The idea is that we have premium pricing, but with premium pricing, you are getting more value than you would get in other places. We are constantly in the market, seeing what's out there. In fact, before we even went public and developed the concept around the business in general, we did surveys, both primary and secondary research around all the providers that are out there. Everybody that's providing supplements, everybody that's providing prescriptions, and our goal in general on the supplement side is to provide you with products that you can't otherwise get in the marketplace from a differentiation perspective.
I think the idea on the prescription side, which then feeds into the rest of it, is that we also have the benefit of what we learn from the athletes. Thinking about, again, what's unique to our model, we have athletes on the sporting side. We're going to be publishing results on what they're taking from a protocol perspective, and we will be using that to inform prescription guidelines, formulations, what's working, what's not working, so that our consumers have the benefit of learning all of that. If you think about our product portfolio in general, what we're trying to do is give people that personalized experience with us and have them have the benefit of everything that we learn from the athletes being part of their experience with us. As I said, we think pricing is an important part of that.
What we're not trying to do is be, I should say in general in terms of pricing, is be in a place where we are trying to be premium over everyone else, but not providing you the value that you get from having personalized protocols with us.
That's a great segue into the next part of the conversation of how these two work together, and you talked about it right now with some of the data collecting from the athletes. I want to talk another point of how the two businesses do work together. You spoke about a bit earlier, but utilizing the Enhanced Games as a marketing tool and a lower CAC for you guys for the products business. Maybe, again, just touch on that and how you're using the games as a marketing platform for your products.
Well, very simple. Two things. The games are doing two things. The one is it's really will, I'm 100% convinced of that, increase the overall market size for everybody because still that topic of enhancements is in the fringes. I think it was JPMorgan who said they believe, and I believe it, I 100% see content. They said over the next decade or so, they think that the market size, total addressable market in America alone, I think it was 150 million, 120 million people who want any form of enhancements. By the way, weight loss. It's one side note, we're just only at the beginning as well in terms of product supply. At the moment, everybody thinks about mostly weight loss, muscle growth, and hair stuff. That's kind of it. If I look at now, I should have said that at the beginning.
I have these dual role. I'm the Founder and Chairman of Enhanced Games, but I run my own family office. We have a broad portfolio. Biotech is our core business. That's how I started. If I look at my portfolio only in Apeiron and then all the other funds I know and friendly with, there is so much cool shit coming. The one example I'm always using because everybody loves it is we have a phase IIb company, private, going to take it public somewhere, and we found a drug with zero side effects to prolong the time for any man to have sex for seven minutes. Now you might ask, why is Christian working on that? Because there is actually a fairly big medical market, which is called premature ejaculation.
Yeah. Sucks, yeah.
We're curing that. We found out if a healthy person who has not premature ejaculation is taking it's always adding seven minutes. Why I'm saying that is there is dozens and dozens of different categories of drugs in development, which are going to come out the next years, and they're going to broaden also the product field. Practically, we are growing with Enhanced Games, the interest and awareness in general of that really novel view, which I believe in since 20 years, is medicine should not only treat sicknesses, but also help us. Whatever it is, what we all want to become, it's very subjective, lose weight, whatever, but at the same time, we're going to see a growing product offering as well, and I want to be, with Enhanced Games, the premier platform where people go to find scientifically validated good stuff.
Long story short, what do the games do? They increase market awareness and market size for everybody, but hopefully mostly us. As we said, they're going to be a free funnel. It's not going to be zero customer acquisition costs because we want to pay the athletes a bit. We have referral programs, whatever. We believe instead of the, I think Sid said it's $900, yeah. I think our customer acquisition costs will be around about $200 at the end, which by the way, if we get that done, we're going to get it done, we're going to kill it. We're going to build up a multi-billion dollar consumer business within a year or so. We have a multi-billion sports for property plus a multi-billion consumer business.
Maybe lastly, I haven't said that yet because what I'm about to say now, I want to say with just like what we have is the Enhanced Games and the sport property, and what we have is the telehealth business. We have a third business, which I just want to say with the disclaimer, we're going to talk more about it towards the end of the year when I just have even more sort of science or anything. We have the data, and we all know data in general is very valuable. What we did is we structured our training camp with our athletes, who don't forget, are our employees. We pay them so we can much more sort of better work with them. We structured the training camp like a full gold standard clinical trial.
We're collecting every day various data points, various biomarkers, whatever. It is actually, to my knowledge, the biggest trial ever done, proper trial, for performance-enhancing drugs. At the minimum, we're going to get a lot of marketing out there. Plus, we're going to learn even more, which will allow us to differentiate us in the telehealth business with our prescription guidelines. At the best, I think I can make that's the disclaimer, I will know end of the year when I see all of the data. At best, we can even create intellectual property around peptides and other out-of-patent stuff. Like some on the call might know the other big company I'm really proud of, which was kind of a similar controversial thing. I had the original idea of bringing psychedelics back into the medical world.
I built the two biggest companies in the field, Atai and Compass, the key to that, among many things, was like creating patents. When I said I'm going to bring psychedelics back, a ) people said it's crazy 10 years ago, the ones who were a little bit more sophisticated said, "Well, even if it would work, you're not going to own it." Because these were medications in the '70s, like psilocybin, whatever. They were kind of off patent. The whole strategy of Atai and Compass was to really, we achieved that so we have a huge solid patent pool, yeah, was to recreate that. I would say I have a little bit of track record in sort of recreating patents and whatever.
I don't want to promise it because I need to see more, but my feeling, what I'm seeing and what we have in mind is I think we're going to create some market exclusivity data, whatever. Then we will kill it because then we would really own some of these markets more than only being the distribution platform. We're going to update people post the games when we release the data.
No, great. Thanks for that, Christian. All right. We're going to jump into some Q&A before we close things out here. First question here. What are some indicators you're looking for to determine if the games were a success?
Two things. We need to break world records. By the way, not for everything, but our internal is like three or more. Definitely there needs to be world records be broken, and then hundreds of millions, if not billions, of eyeballs, including social media, who've watched it. These are, from my point of view, the two what I want to see on Monday, 25th.
Okay, great. Economics. I think you answered this question, Sid, in terms of economics with your prescriptions. I guess a question here now, with your reference towards Red Bull. Can you talk about maybe the infrastructure and how it might take years to mature and some of the potential strategic partnerships or M&A that might fit into the playbook for the company?
Well, we have the infrastructure, so it doesn't take years. I mean, the sporting event is going to happen in a year, in 10 days. The telehealth business is online, so the products are there. We obviously are going to grow. Would we buy something maybe in markets outside of the U.S.? In the U.S., we really have everything and organic growth is. Again, don't forget, for us, organic growth is much cheaper than for anybody else because we almost have no customer acquisition costs. Would it make sense for us in the U.S. to buy, let's say, a smaller telehealth business? No, because they want to charge me for the pain they had to get their customers, which they mostly paid $1,000 or more, and I'm going to say no, I value a customer with $200 because that's what it costs me to get it. Yeah. Simplified.
It was an exemption to the rule. Outside the U.S., I could see it that we partner or buy something.
Okay, great. Another question here. Are there any bottlenecks in your ability to ramp up the Enhanced product segment, and would that differ between your OTC supplements versus prescription?
Listen, the two things around, I would say, the history of telehealth really has been supply. Your ability to have supply, and then your ability to scale. Right? I think one of the advantages of being us is we are starting in a place where we're infusing AI into everything that we do. One of the advantages of having our model is that we can get a lot of that paid for via sponsorships if we do it strategically. Right? I think one of the things that's really interesting is that, one, we're not in a place. If you think about a legacy telehealth platform and how they need to scale, many of them did not scale with AI because they just weren't around when AI became prominent.
As they are now, they have to retrofit a lot of what they're doing with AI such that they can modernize their platforms, which then helps their sort of ability to scale. On the supply side, many of them have bought pharmacies in the past, as an example to sort of vertically integrate their products. In our case, which I think is really unique to us, is we have many of our suppliers coming to us because they feel so strongly about our ability to acquire customers.
Going back to what Christian said, we have this ability to acquire customers because we have this incredible sports business, and the event will happen in 10 days, where we get so many eyeballs that are focused on looking at us, that those people that are on the supply side understand that we are going to be one of the folks out there in terms of a platform that's going to be able to provide them with sustained customers over time. I'd say those are the two big things on the product side, at least as it relates to the two products that we have now.
We're going to continue to expand because as people become more and more aware and inspired to do enhancements across their lifestyle, our idea is to continue to offer products across the enhancement side in terms of being able to provide those to customers. We're going to continue to expand our product portfolio. I think for the two that we have now, we have some real structural advantages that other people don't.
Okay, great. I think one thing that we did want to touch on as well is just bring it back to the financials, right? You guys recently had some pro forma. Can you talk about how to think about revenue and profitability for the business over the near to medium term, and how it's different between the two segments?
What I think is really interesting, and we haven't focused on, Aaron, sort of your perspective in many of like, are you going to have kind of P&Ls by business line? In our minds, these two business lines are very much intertwined in terms of how they work together for all the reasons that we talked about. We've put out some guidance that we referenced earlier. For this year, we're just under $60 million in revenue. That's about half and half to the two businesses, sports and then Live Enhanced, the consumer platform that we have. Over time, we expect that 50/50 split will move to more two thirds the Live Enhanced consumer platform, and then the balance coming from sports revenues, all the different sort of revenue line items that we talked about, sponsorship, media rights, et cetera.
From a profitability perspective, this is where I think it starts to become really interesting. As we talked about, just think about sort of subscriber economics, right? Having marketing be actually profitable. If you take those two concepts and then think about how subscriber economics move over time, we think that we will have a structural margin advantage over what the telehealth providers are able to come out to the marketplace. Which I'd say they're probably in the 15%-20% EBITDA margin range in general. We think we can be superior to that margin profile because of the fact that both of these business, from a business model thesis perspective, are intertwined, right? That we can have marketing that's effectively profitable for us and we can raise awareness and then have that drive into subscribers.
We don't expect to be profitable, obviously, in this first and second quarter of this year. A lot of that has to do with getting started in the two businesses and putting on our first games. We do expect to be profitable towards the end of this year going into next. We expect sort of from a margin profile perspective is that as we moved over the next two to three years, that you will begin to see structurally that our margins are superior to those of telehealth providers and are closer to those of sort of sports franchises.
Okay. All right. Great. I appreciate that. Last question here. How should we think about overall competition within the product enhancement category? Obviously, a lot more in testosterone, GLP-1s. How should you think about the competitive landscape and how you look to differentiate yourselves?
Well, two things. By the way, I probably can go on for a bit. Like whatever, if there are more questions, I love questions. No, I don't know when you have a cut-off, but I'm just saying, it doesn't need to be the last question. First of all, it's quality. Like a lot of the stuff actually gets shut down because a lot of the peptides was this kind of gray market research blah, blah, blah. Yeah. What Sid said, just can reiterate on that, we want to be the premium quality destination. Why? Because that's what people expect. You're going to see best athletes in the world getting enhanced, and the consumer will give us a lot of credit and say. By the way, I think they're right to do that because we do know what we're doing. We have the best medical commission in the world.
We have the best doctors. We really understand that we're not only a platform which sells random stuff. We also, by the way, are not selling everything. There will be peptides which maybe will be allowed by the FDA, which I'm not going to put on because I'm only going to put on stuff which I would take myself. Yeah. I think we have that sort of scientific credibility, we have the ethic credibility, and that, I think, will make us the quality leader from any perspective of quality. That's our positioning. Yeah, there will be others, but again, I think we're going to be very quickly one of the biggest ones in terms of volume and the number one in terms of reputation.
All right, great. In thinking about athletes and getting them to participate in the games, how should we think about the incentives? There's obviously compensating them. How should we think about other incentives? How do you look for this inaugural games to then potentially be a catalyst to get even more athletes interested in participating in the next games?
All right. In any way, these games will be an insane catalyst. I know that there are still so many people out there who really think this was a joke. I don't know what they think, but if and when people next week see these games, which by the way, also for every investor. I can tell you for yourself, that's why I said whoever is in the call, come and see it. If not, watch it. I think for every retail investor, I think we're going to blow people away. It makes it real, more than a rendering, more than me telling the story, yeah, whatsoever. That will have an enormous positive impact on everything. We already have amazing athletes, but in year two, we're going to have even more and better ones. We already have great sponsors, more than everybody would tell me we can get.
In year two, we're not going to make 30-something revenues. We're going to make, I think, $100 million of sponsoring. All of whatever, we have 100 CEOs from traditional companies coming, or head of marketing departments, the likes of Nike, whatever. They didn't do it in year one, and I understand them, by the way. I totally understand them. I never didn't even push them. I just said, "Come, watch it." Give you one example, by the way, can say that it's not for public consumption, but with Nike, we had this discussion. They're fully aware that if this event goes well, and it will, they have a huge kind of problem, positive for us. They fully understand why people love sports. I don't know if you ever thought about that. The reason why we all love sports is very genetic.
We are primed to want to know who is the fastest, the biggest, the strongest. It's like if you have children, there's this phase from 5-7 years old where they go to a hyper-phase of that. This is when they love these cards, I don't know how you call it in English, where they're like the tallest skyscrapers, the animals, whatever, but it's always about numbers, the tallest, the biggest, the fastest, the strongest. That's the time when they were like, "Daddy, daddy, are you stronger or the neighbor, or who's stronger?" It's really a phase where we go through a hyper-express time of that, but we all have it. That's when we shake hands. It's kind of, when we hug each other, this is kind of this bumping. By the way, I'm a huge fan of both science and history.
Go to the gorilla watching in Rwanda, there you see it very raw. They bump, they run. We all genetically want that. We transformed that in society into sport, but the part of the brain which is excited by that is a very primal part. Which is what is one of the things of these primal parts of the brain, it's also where fear is created and all of that, is they cannot be rationed with. That part of the brain, and this is the fascinating discussion I had with Nike, they're fully aware of that part of the brain is not able to say, "That's the most and the fastest enhanced person, and I like the natural." No, no. That part of the brain is like fear. If somebody's afraid of something, there is no way to rationalize it.
That part of the brain is, "No, no. I want to see the fastest person, whatever this person is doing." All of these brands know if this is successful next week, they have no choice than to partner with us because Nike says since decades, the fastest people in the world wear Nike. After next week, it's not going to be true anymore. The slogan, "The fastest natural people wear Nike," is very uncool. You're going to see after the game, coming back to your question of catalyst in any form, athletes, sponsors. By the way, all the big TV stations are there. All the big streamers are there. By the way, fun fact, all the other sports leagues are there. Why?
I can tell you now as a preview of the data I'm seeing, which makes me so excited, everybody thinks or the joke is always a little bit like, "oh, people are enhanced", it's only about muscles. Completely wrong. A swimmer doesn't want really more muscles because then he gets heavier, whatever. Runner, the same. What we are going to prove was always my feeling, but now again, I believe in data. What we're going to show with our clinical trial is that the vast majority of more performance is coming from better recovery. Why? Because being an Olympic athlete, being a soccer player, being all of that, is a huge drag on your body. These sports per se are very, very damaging. The more performance through performance-enhancing drugs is in fact coming from that damage being repaired quicker, recovery happening faster.
We show that data, we're going to have another huge global debate in our favor because suddenly the question will not be, are we the good guys? At the moment, we're always defensive. I love it because we want the controversy. The debate will be, is it actually morally okay To not allow performance-enhancing drugs. That's why all the leagues are coming. They already know that. We're going to change the world of sports with that, but also in year two, I would really say we're going to have 5x more revenues, 5x more sponsors. It's all going to explode.
Everything you're seeing this year is just a prelude for what is going to come after the first event, That's sort of the one thing, when we show that, a lot will change even more, By the way, we're already doing super well. Yeah, I think people have not fully grasped how insanely up-leveling having the first event will be for us.
Appreciate that insight, Christian. As we close things out, why don't you just remind everybody, May 24th, the time, how they can watch it.
Sid? What?
May 24th, the official broadcast goes from 6:00 to 10:00. You can watch it on effectively any of your favorite platforms, but Roku it will be on, it will be on YouTube, which is free for everybody, it will be live-streamed on all of the social media platforms as well. If you look, you likely have whoever is your favorite fitness person, your favorite X person that's going to be coming to the games will likely be live streaming it directly from their own channel. Just going back to our distribution strategy, we tried to make this as frictionless as possible for anybody to see this. May 24th, that's Memorial Day weekend. It's going to be Sunday night, and it'll be from 6:00 to 9:00, and it's going to be really, really exciting.
Okay.
By the way, follow us. I put my email in the chat if you have any follow-up question. Again, Aaron has it. Come to the games. Follow us, me on Twitter. It's going to be a lot of news flow till the games, and hopefully post. Let's stay in touch. Send us your email. We have an email newsletter you can go in if you go on our website. It's really worth it.
Fantastic. It's a great way to close things out. Christian, Sid, thank you so much for joining me. Thanks, everyone, for tuning in, please tune in May 24th, 6:00 P.M., Roku, YouTube, and everywhere else. It'll be on your social media feed everywhere soon after when they break records. NYSE trading ticker ENHA, Enhanced Group. Again, Christian, Sid, thanks so much for joining me.
Thank you for hosting it. Thanks, everybody, for joining.
Yeah, bye.