Brian Le Gette is the co-founder and CEO of Ammortal, a bio-optimization company developing a multi-therapy chamber for performance and longevity. An electrical engineer and serial entrepreneur with more than 50 patents and dozens of industry awards, he co-founded and led 180s, a performance apparel brand that became one of the fastest-growing companies in the U.S. He also co-founded Big City Farms and mobile accessories company ZeroChroma, and was an entrepreneur in residence at Sagamore Ventures and Conscious Venture Lab.

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Across three decades of startups, Brian built one company to No. 9 on the Inc. 500 and, by his own account, “smashed into a wall” on another. In 2018, he was running a mobile tech company that sold into Apple Stores and Best Buy. Though the products were good, he was losing interest.

Then, over Malbec and polo in Buenos Aires, a soon-to-be business partner described working with MMA fighters. Using light therapy and pulsed electromagnetics on injured joints, he’d seen fighters with potentially career-ending knee injuries, told to sit out 10 to 12 months, winning in the ring within six to eight weeks. As far as he knew, no one had tried it on the whole body. Brian filed the idea away, then woke up one morning and drew what eventually became the Ammortal chamber. 

Brian likens the wellness market to whack-a-mole, with most products very good at whacking just one mole. As a meditator, he knew the mind and body were intimately connected, yet “that handshake was not out there from a product standpoint.” Ammortal, a bio-optimization company focused on performance and longevity, built its chamber to work on cellular biology, the nervous system, and the conscious mind at once. Red and near-infrared light, pulsed electromagnetic fields, and inhaled molecular hydrogen target the cells, while vibroacoustics, layered music, breathwork, and guided meditation downregulate the nervous system and quiet the mind. The pre-production design took three and a half years. Industry voices said a $160,000 product would never sell, but Brian sees a market at “0.00001% of what it will be.” 

Ammortal Chambers are now in MLB and NFL organizations and NCAA programs, with a head start in the NHL, F1, NASCAR, tennis, and golf. They also sit in the Four Seasons, the Ritz, St. Regis, Canyon Ranch, the Yellowstone Club, and Proper hotels, in Next Health clinics and Senspa, and in private homes across the country. 

Fast Company named Ammortal one of its Next Big Things in Tech in October 2025. In January 2026, seven athletes, including MLB stars Freddie Freeman and Mike Trout, joined as ambassadors and investors, and in April 2026, Ammortal raised a $25 million round. Its investors now include more than a dozen significant athletes, household-name celebrities, and a haute couture brand. Next up is international expansion.

Brian says he doesn’t enter a market through the front door or the back door. He goes in through the window, looking for where things converge in industries he knows but doesn’t work in. That way, he isn’t restricted by what already exists. 

When he started Ammortal, industry voices told him a $160,000 product would never sell. By then, he’d already designed it. His math: the chamber compresses roughly three hours of serial technologies into 25 minutes, and a business can run one room of equipment instead of four. “I’m actually really reasonably priced,” he thought.

The outside view only works if you can surround yourself with insiders. Brian learned this at 180s, moving from semiconductors into apparel and bringing on people who knew the industry “to corral my otherwise crazy thoughts.” Without them, he says, a founder can spin their wheels.

In that pairing, his outsider ideas act as a nudge, pushing the team toward something that didn’t exist before. Plus, novelty makes patents easier to get and leaves room to define a new category, something he has now done several times.

Entering a market from outside can open room for a new category. Industry insiders carry assumptions about what's possible that they rarely notice. An adjacent perspective can surface openings they filter out, but only if you quickly bring in people with deep domain knowledge to make the idea buildable. Novel products also strengthen your intellectual property position.

Brian estimates Ammortal built its original chamber, a 700-pound machine with around 600 components, on half to a third of the capital typically required. For the first two years, Brian, a handful of engineers from a local design group, and other third parties ran development. Much of the early money came from investors he’d previously returned capital to, who trusted he wouldn’t overspend.

He prioritized development around the single most complicated subsystem. “If you can’t do that, don’t do anything,” he says. Especially when something has never been done, skipping over the engineering bottleneck just burns time and cash. In Ammortal’s case, one component had never been engineered or manufactured before, so Brian spent his first six months on it, working through 33 prototypes. Had it failed, he wouldn’t have built the product at all. Then he moved to the next biggest unknown, failing fast and cheaply.

He also avoided unnecessary spending outside that sequence, a lesson from earlier companies where he'd launched marketing before a product existed and filed intellectual property before knowing customers cared. At Ammortal, he stuck to “the critical paths, the golden thread of steps,” holding capital in reserve for go-to-market.

Spend first on the riskiest unknown, then on the next one. Identify the subsystem or component that would end the product if it can’t be built, and prove you can manufacture it before funding anything else. Work through the remaining unknowns in order of risk, and defer spending elsewhere until customers show they really care about what you’re building. Every dollar saved should go toward eventual revenue-generating activities.

Ammortal sells into four verticals at once. Brian designed the chamber around a need all four share: performance, at different degrees. For spas, hotels, and clinics, the test is whether an operator can say, “I can economically make that work.”

Ammortal calls its answer “revenue in a box,” starting with specific economics. With a masseuse, 30-70% of a room's revenue goes to that third party. With the chamber, “every nickel's going to you,” Brian says. The pitch covers how the operator makes money, not just whether customers will like it, with pricing models and bundles by business type. A practice competing with every IV provider in the city, for example, can pair an IV with a chamber session, which Brian says makes sense from both a business and biology perspective.

“Revenue in a box” framing also means designing to remove the most friction possible. In a typical practice, late arrivals happen daily, so a 15-minute session covers clients who miss the start of a 25-minute slot. Clinics turn over staff often, and constant retraining is not practical, so the chamber’s touchscreen does the teaching. A client with no context would still know to use it. And because it’s plug-and-play, Brian says, the chamber can go into a variety of spaces.

Business buyers adopt products that fit their economics and operations. Show practices how the product makes money in their setting, with pricing models matched to how they already sell. Then design out the daily friction, from late arrivals to staff turnover and training.

Building something that has never been done carries what Brian calls a special type of risk. Friends-and-family money can start a company but typically only goes so far, and no debt source is available that early, leaving a gap he calls pre-professional money. He fills it with sophisticated people who can “lean into the future that you are painting.”

Most institutional firms are leery of coming into a pre-revenue startup too early. In a lot of cases, you’ll find the first partner understands what you’re doing, only for a managing partner to apply the standard formulas without having an in-depth understanding of your venture.

In Ammortal’s case, professional athletes who had experienced the product kept calling to ask whether they could buy a chamber, but also invest in the company. Ammortal leaned into the interest, along with family offices and other high-net-worth individuals, and now counts more than a dozen significant athletes among its investors.

Brian still brought in some institutional money and considers it important. Those investors can take larger later-round swings, and bring a diligence perspective that lends credibility. Without some institutional capital, he says, “you won’t set yourselves up to look like you’re investable in a later round.”

Choose early investors who understand where you’re headed. When institutional firms aren’t ready to back an unproven market or technology, look to the people already buying your product, or leaning into what you’re building. But try to bring in institutional capital before later rounds for the operating discipline and credibility they add.