From athlete to attorney to entrepreneur, Lavell Juan Malloy II, CEO and Chairman of Brag House Holdings (NASDAQ: TBH), has built a rare bridge between culture and capital. Through his work, he’s transforming the way communities especially Gen Z connect, create, and now, own. With partnerships spanning Learfield, McDonald’s, and Coca-Cola, and a landmark merger with House of Doge, the official corporate arm connected to the Dogecoin Foundation, Malloy is redefining what it means to move from digital engagement to digital ownership.
I. The Origins: Who Is Lavell Juan Malloy II?
IW: Lavell, it’s great to have you with us. You’ve been described as one of the few executives who truly bridges pop culture and capital markets, someone fluent in both Gen Z’s energy and Wall Street’s structure. Before we get into Brag House’s next chapter, who is Lavell Juan Malloy II beyond the headlines?
Lavell:
I’m a college athlete, a securities lawyer, and a serial founder. Those three chapters — sports, law, and entrepreneurship — shaped who I am. They gave me discipline, structure, and creativity. I draw from all of them every single day.
IW: Can you walk us through your early life and what experiences shaped your entrepreneurial mindset?
Lavell:
It all started with a setback. I was set to play Division I baseball when I tore my Achilles. It ended my athletic career overnight. I came home to Brooklyn, not knowing what was next. Gaming actually helped me through that period, it kept me connected and competitive. I began to understand that digital connection could build real community and teamwork.
That realization stuck with me. Later, in law school and during my federal clerkship, I learned the other side of the game: structure, diligence, governance. When I clerked for Judge Joseph A. Greenaway Jr., who went on to serve on the U.S. Court of Appeals, he told me something that I live by:
“You can be brilliant, but if you can’t be trusted, none of it matters.”
That lesson shaped how I lead and how I do business. Integrity and trust are the real currency of leadership.
IW: How did you transition from law into entrepreneurship?
Lavell:
Honestly, by accident. Some of my friends from college made it to the NFL. They were suddenly making real money and wanted advice. I told them, “I don’t want your money, I want you to stop wasting it. Stop paying to be seen, pay people to see you.” I helped them set up LLCs, build their brands, and think long-term.
It started as a favor, then turned into a business. One client became two, two became five. Before I knew it, we had built a marketing platform for athletes, helping them create value around their image and income. We eventually sold that company to a private bank. That was my first startup and it happened by simply trying to help my friends protect themselves.
IW: And then you found yourself owning a soccer team?
Lavell:
(Laughs) Yes! A law school friend who played internationally wanted to bring minor league soccer to the U.S. I didn’t know the sport, but I knew brand and community. We bought a team in Newark, the Ironbound Soul, and recruited players from the local Portuguese-Brazilian neighborhood.
People love to root for their own. We created a brand that resonated locally, signed a seven-figure TV deal for the league, and even sent two players to Boca Juniors. It was incredible. That experience taught me how powerful local identity can be and how brand, culture, and opportunity create loyalty.
That was the bridge to Brag House.
II. The Birth of Brag House: From Campus to Culture
IW: For those new to Brag House, how would you describe what it is and how it started?
Lavell:
Brag House is a media-tech platform built for Gen Z engagement at the intersection of gaming, social interaction, and college sports. We built it to create authentic, community-driven experiences.
At its core, it’s about participation. We created an in-app feature called Bragging — a non-monetary predictive currency that lets users engage competitively and socially without gambling. And behind it, we built a real-time behavioral data engine. It doesn’t just collect passive data, it interprets live engagement, giving brands insights into what Gen Z actually cares about.
IW: You’ve built partnerships with McDonald’s, Coca-Cola, and Learfield. What did those collaborations teach you about Gen Z engagement?
Lavell:
That authenticity wins every time.
When we met McDonald’s and Coca-Cola, they were eager to connect with younger audiences in ways that felt real. We built Brag House for the community, not around it. That made all the difference.
Coca-Cola’s team even said, “Teach us everything.” They ended up pitching our platform at their internal conference and that’s how we landed a multi-year deal.
It proved that if you listen and build with integrity, the biggest brands in the world will not only follow your lead, they’ll amplify it.
IW: Brag House originally focused on college esports. How did it evolve into a broader media and tech company?
Lavell:
We realized the model worked far beyond gaming. Through our partnership with Learfield, which holds the media rights for over 200 universities, we created new digital engagement opportunities on campus.
At the University of Florida, for example, we took Fortnite, something students already loved, and overlaid baseball rules on it. Home runs, strikes, innings, all translated digitally. It drove a 30% increase in engagement for the real baseball team.
We also launched NIL (Name, Image, Likeness) activations that brought together athletes from different sports. It became less about eSports and more about community storytelling.
IW: What do most corporations still misunderstand about Gen Z?
Lavell:
They think Gen Z just wants attention. What they really want is authentic connection and purpose.
They want to belong, to be heard, and to have ownership in what they help create. When we ran competitions where half the prize went to charity, sign-ups exploded. This generation values impact more than image.
One of our surveys said it all: “We feel like we’re part of what you’re building.” That’s the highest compliment a brand can get.
III. The Big Leap: Merging with House of Doge
IW: The merger with House of Doge marks a big shift—from digital engagement to digital ownership. Why was this the right move?
Lavell:
Because it’s the evolution of our mission.
Brag House gave Gen Z a voice. Now, we’re giving them ownership. House of Doge is the corporate arm connected to the Dogecoin Foundation. Together, we’re building a multi-revenue digital asset platform backed by one of the most recognizable cryptocurrencies in the world.
This merger bridges the energy of culture with the infrastructure of capital. It’s not about speculation — it’s about creating utility, inclusion, and financial access.
IW: How did the deal come together?
Lavell:
Organically. We were introduced through our networks and immediately saw synergy. After a rigorous process — including an independent valuation and fairness opinion — our board determined it was the right fit.
They had the tech and global reach; we had the brand power and cultural connection. Together, we can convert Dogecoin’s massive audience into real-world commerce and ownership.
IW: What makes this merger stand out in today’s market?
Lavell:
It’s the combination of credibility and culture.
Think of it this way: in Payments, our infrastructure mirrors Visa. In Tokenization, we’re in the same field as BlackRock. In Licensing, we have the brand energy of a Formula One.
But what those giants don’t have is Dogecoin’s community. We’re merging institutional-grade finance with cultural loyalty — and that’s powerful.
IV. The Ecosystem: Building the Future of Digital Ownership
IW: You’ve outlined three key verticals — payments, asset tokenization, and brand licensing. Can you break those down in real terms?
Lavell:
Absolutely.
- Payments Infrastructure:
We’re building Dogecoin merchant rails — wallets and debit cards that let users spend Dogecoin in everyday commerce. We’ve already announced a partnership that touches over 5,000 restaurants. - Real-World Asset Tokenization:
We’re fractionalizing ownership of tangible assets — sports clubs, real estate, collectibles — things people already love but could never invest in directly. - Brand & Licensing Ecosystem:
We’re expanding the Dogecoin brand into sports, lifestyle, and financial products, creating a self-contained economic ecosystem where culture and commerce meet.
IW: With a global team that includes Matt Swann (ex-Amazon, Booking.com), what kind of innovation culture are you fostering?
Lavell:
One that meets in the middle. Innovation needs structure. I’m big on research and patience — we spent two years testing Brag House before launch.
I tell my team: “Be fearless, but be informed.” We innovate with guardrails. That’s how you scale without losing your soul.
IW: Regulation is key in this space. How do you balance compliance with creativity?
Lavell:
I’m a securities lawyer by training, so compliance is part of my DNA. We file, we disclose, we do it right.
The secret is bringing in experts and trusting them. Governance and growth can coexist — as long as everyone aligns on transparency and diligence.
V. Beyond Business: Leadership, Vision, and Legacy
IW: What kind of leader do you aspire to be?
Lavell:
An innovative one who listens. I don’t believe in top-down leadership. We built an ambassador program inside Brag House before expanding externally. The best ideas come from within your community.
IW: What challenges have you faced building a company at the intersection of culture and capital?
Lavell:
Being early. When you build something new, you have to prove yourself constantly — to investors, to partners, to consumers.
We did that every step of the way — McDonald’s, Coca-Cola, Learfield, going public. Each was validation. I tell founders: set milestones, hit them, and let your track record speak.
IW: How do you personally define success?
Lavell:
Success is simple. My family’s happy, my daughter’s future is secure, and we’re helping people access opportunities they didn’t have before.
In business, success means doing good and doing well. You can build a multibillion-dollar company that also leaves a positive mark. That’s what drives me.
IW: Fast forward five years…what do you hope people say about Brag House?
Lavell:
That we built something beyond innovative — a staple.
If people say Brag House helped them learn, build, or own something meaningful, then we’ve done our job. We’re creating an ecosystem where culture, community, and capital coexist — and that’s just the beginning.
Learn more at investors.braghouse.com or follow us on LinkedIn, YouTube, and X.
