After completing my medical residency in 2016, I initially took a government job, planning to secure a stable future with a pension. However, two years in, the monotony and lack of challenge drove me to rethink my career path. Despite the drama of working in trauma care in a prison yard, the job felt repetitive and uninspiring. I also worked at two urgent care centers and quickly realized I could surpass the capabilities of the management there.

Driven by a newfound interest in entrepreneurship, I immersed myself in books and began listening to The MFCEO Project podcast. I also joined 1stPhorm as an affiliate to sell supplements, gaining my first taste of running a business. My entrepreneurial education continued when I joined the Arete Syndicate, a group where I aimed to find business partners and craft a solid business plan. My MBA in healthcare management had provided theoretical knowledge, but engaging with real entrepreneurs taught me the practical aspects of business.

It was here that I met Brent Messer. Initially, Brent offered me a position as the medical director for his clinics, but I was intent on creating rather than joining a business. After some discussion, Brent proposed a partnership, which aligned perfectly with my goals. Together, we established Genesis Lifestyle Medicine. Our collaboration leveraged my medical expertise and Brent's business acumen to not only open our first clinic in Las Vegas but also expand into multiple locations specializing initially in stem cells and regenerative therapies.

Six months into our venture, we pivoted to include anti-aging, hormone therapy, and weight loss services. We adopted a strategy similar to the Chick-fil-A model, providing equity to key employees to ensure their commitment and align their interests with the company's success. This approach significantly helped in scaling our operations and maintaining our core values across the board.

We learned from entrepreneur Roland Frasier that acquiring existing clinics was more efficient than building new ones from scratch. This strategy of acquisition accelerated our growth, allowing us to expand our brand and implement our standards more rapidly.

Currently, we are transitioning to a B2B model, creating companies that supply our clinics with essential products and services. This evolution marks our growth from a strictly B2C brick-and-mortar business to a more diversified enterprise impacting both the consumer and business sectors.