A Wild End to a Wild Life: Tony Hsieh’s $50M Spending Spree

Rembrandt Brown

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Tony Hsieh’s $50M Utah Spending Spree Was a Wild End to a Wild Life
The visionary but troubled former CEO bought up swaths of property in Park City. But his world collapsed as he experimented with oxygen and sleep deprivation, drugs and alcohol.
Tom Sykes
Updated Dec. 09, 2020

The multimillionaire former CEO of shoe company Zappos, Tony Hsieh, spent at least $50 million on properties in Park City, Utah, in the months before his bizarre death in a shed fire.

DailyMail.com has details on what it says was one last buying spree. Hsieh, it appears, hoovered up at least seven multimillion-dollar homes, a private club, and a vacant lot in the months before his death. He paid at least $35 million for the properties, using a real-estate company he named Pickled Investments. The transactions were in addition to his previously reported purchase of Crescent Ranch, a 17,350-square-foot mansion on a private lake for $15 million.

He also had plans to buy more property in the town made famous by the Sundance Film Festival, according to one real-estate source who spoke with the DailyMail.com, “He hadn’t finished buying when he died. There were other deals in the works which sadly will never now come off.”

The reports mesh with claims by The Wall Street Journal that Hsieh “had offered to pay friends to move to Park City” while other people close to him said he gave these people “jobs with vague descriptions; some collected salaries while doing little and living in his homes, and encouraged his drug and alcohol abuse.”

Since his death, bizarre stories of Hsieh’s increasingly eccentric, reclusive, and drug-fueled behavior have come to light.

Hsieh, 46, sold Zappos to Amazon in 2009 for more than $1 billion, but stayed on as CEO until August this year. He wrote a bestselling book on his unusual company culture entitled Delivering Happiness, saying that shots of Grey Goose vodka were a company tradition.

“Ultimately happiness is really just about enjoying life,” he wrote in the 2010 book. “When you need to party, you party. When you need to produce, you produce.”

Hsieh, however, went into a dramatic downward spiral in the final six months of his life. On the day before the fire, he was making plans to check into a rehabilitation clinic in Hawaii, the Journal quoted friends as saying.

He apparently became obsessed with candles; Paul Benson, a real-estate agent said he discovered 1,000 candles burning inside the Crescent Ranch mansion when he stopped by. Hsieh was apparently interested in the effects of oxygen deprivation. He died from smoke inhalation after locking himself into a wooden shed at his girlfriend’s house in Connecticut where he was reportedly using a heater to lower the oxygen level. His death has been ruled an accident.

The Journal said Hsieh starved himself of food. His bizarre challenges included trying not to urinate and going on a 26-day alphabetized diet, only eating food beginning with the letter A on the first day, B on the second, and so on.

“The final Z day amounted nearly to fasting,” one friend said. His weight dropped to under 100 pounds.

Hsieh was said to be experimenting with extreme behavior, including sleeping as little as four hours a night. He also attempted daunting physical challenges; he once climbed the three highest peaks in Southern California in a single day.

Friend Scott Roeben told DailyMail.com, “He went down the same rabbit hole as Howard Hughes and truly lost his way.

“His life changed over the years. When he started, his drinking and drug use were perceived as fun and upbeat, but that all changed when he moved to Utah where it got much darker.

“But he had built a cult around him—he paid people to be around him and there was no incentive to tell him to stop because he would put people on time-out and ice them out of his life. So the gravy train would come to an end for anyone who tried to stop him.”

In Las Vegas, where Hsieh moved Zappos headquarters, he invested $350 million into revitalizing the city’s downtown, including the Container Park retail development. Shoppers are welcomed to stores, housed in refurbished containers, by a 40-foot praying mantis that shoots fire. Hsieh brought the beast back from the Burning Man festival.




In Vegas, he lived in an Airstream trailer on a compound with friends. The property was notable for his pet alpaca, Marley, which roamed around the premises.

In a written statement, the Hsieh family said they were “deeply grateful for the outpouring of love and respect shown in the wake of Tony’s passing. It is clear to us he had a profound impact on countless people all over the world.”



 

largebillsonlyplease

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Ironic considering his image:


And that's all it was.
Cause in his death we see he's trying to buy the entire city that they hold film festivals in... and had MORE property to buy in the works while paying people to live in them etc etc etc etc

complete fake life and went into experimenting with something that killed him

you have to be bored to get into lowering oxygen levels.
 

Rembrandt Brown

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And that's all it was.
Cause in his death we see he's trying to buy the entire city that they hold film festivals in... and had MORE property to buy in the works while paying people to live in them etc etc etc etc

complete fake life and went into experimenting with something that killed him

you have to be bored to get into lowering oxygen levels.

Yeah, I always viewed him that way. I called his 2015 company revamp which supposedly eliminated the concept of management "the biggest load of bullshit since trickle-down economics."



I found the "he had built a cult around him" line in the OP interesting because he seemed to be a hybrid of a CEO and cult leader.
 

largebillsonlyplease

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Yeah, I always viewed him that way. I called his 2015 company revamp which supposedly eliminated the concept of management "the biggest load of bullshit since trickle-down economics."



I found the "he had built a cult around him" line in the OP interesting because he seemed to be a hybrid of a CEO and cult leader.

Just a lifetime of being fake and psuedo
which got him killed
peace out to him
 

Rembrandt Brown

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It was never going to be easy to succeed Tony Hsieh, the celebrated chief executive of Zappos, who turned a tiny online shoe seller into a $1 billion behemoth through an obsessive focus on corporate culture and happy employees. But Kedar Deshpande took over at a particularly fraught time.

Zappos, which is owned by Amazon, was already navigating remote work and grappling with pandemic-driven changes in how people shop when Mr. Hsieh abruptly retired in August after two decades, which led Mr. Deshpande to be named C.E.O. Then in November, tragedy struck: Mr. Hsieh, 46, died from injuries suffered in a house fire in New London, Conn., sending shock waves throughout the roughly 1,500-person company, as well as tech and entrepreneurial circles.

Since then, it has been reported that Mr. Hsieh had been behaving erratically for months and that friends had considered staging an intervention last summer. The revelations brought new scrutiny to the circumstances of his exit from Zappos.

Mr. Deshpande, who was previously Zappos’s chief operating officer, said that when Mr. Hsieh told him last summer that he wanted to pursue other projects, he did not push back.

“From my experience working with Tony, Tony always believed in the things that he wanted to change,” Mr. Deshpande said in an interview, his first as chief executive. “I asked him, ‘Hey, Tony, are you sure?’ And he said, ‘Yes, I want to retire’ — so that was the end of the conversation.”

Now, Mr. Deshpande, 42, is tasked with shepherding Zappos through the late stages of the pandemic and into the company’s next phase as an online retailer, without Mr. Hsieh’s guidance. He must also show whether the company’s culture of “fun and a little weirdness” in Las Vegas can survive without its chief architect.

“The Covid situation and everything else going on makes it very tough, particularly with a culture that is built on physical proximity and happiness associated with that,” Mr. Deshpande said in the Zoom interview, from his home in Henderson, Nev. But he said he was optimistic about the future, especially given the decade he had spent at Zappos in different roles. “The culture is not just one person or two people,” he said.

There was apparently no long-term succession plan when Mr. Hsieh stepped down. Zappos’s board, which consists of Amazon and Zappos employees, elevated Mr. Deshpande to the role. The company, founded in 1999, has long functioned as an independent unit within Amazon, which acquired it for $1.2 billion in July 2009 and does not disclose its financials.

It’s tough for a person to replace a C.E.O. with an outsize personality like Mr. Hsieh, said Erik Gordon, a professor at the University of Michigan Ross School of Business, who anticipated that Zappos’s culture will face some changes under new leadership.

“The person who takes over from the founder who created the culture doesn’t have the authenticity or moral authority that the founder had,” Mr. Gordon said. “Can he maintain the same spirit of fun and a little weirdness and positive team spirit?”

Zappos, which derives its name from “zapatos,” the Spanish word for shoes, was an early e-commerce success story under Mr. Hsieh, who wrote a best-selling book in 2010, “Delivering Happiness: A Path to Profits, Passion, and Purpose.” It argued that a company’s top priority should be its culture and that keeping employees happy translated into success with customers.

The company, which moved from the Bay Area to southern Nevada in 2004 and now has a campus in downtown Las Vegas, developed a reputation for being a fun, almost cultlike place to work, where employees regularly socialized at work and outside the office. The company has claimed that it is harder to get a job at Zappos than it is to get into Harvard.

Mr. Deshpande said Zappos employees had become closer in some ways in the past year as they brought family or pets into the remote-work fold.

“When we have Halloween contests, it’s the entire family that is participating,” said Mr. Deshpande, who has two young daughters. He described packages Zappos sent to employees and their families for activities like planting herb gardens or performing science experiments.

He guessed that employees would start returning to the office after July 1 and were likely to develop hybrid schedules with some remote and some in-person work.

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