From Clinics to Cuisine: Felix Bertram's Multifaceted Life

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
All right, everyone, welcome to another amazing
episode of the Daria Hammerpodcast.
Today I have a very specialguest.
I know I say it every timebecause all my guests are
special, but my guest today isespecially special just because
it's the type of person that Ialways look up to, and he is one

(00:23):
of the people people the reasonwhy I do everything that I do.
He is a self-funded owner andCEO of Switzerland fastest
growing and largest clinic chaincalled skin met, with over five
locations and 140 employeesperforming over 6,000 surgeries
and procedures a year.
Dr Felix Bertram is a highlyaccomplished business guru in

(00:46):
aesthetics.
His passion and knowledge forentrepreneurship has translated
into multiple successfulventures, including being an
investor of Switzerland's sharktank called Höhlen der Löwen
meaning translated, the Caves ofthe Lions.
He's mentor and leader of mosttransformative event in

(01:06):
aesthetics, which he justreturned from and he's going to
tell us about it called theinner circle.
He's also owner of a medicalgrade skin care line called skin
med doctors and owner of thefastest ever.
Now you'll be surprised to hearthat um, two-time michelin star
restaurant called skins.

(01:27):
Yes, he's also a restaurantowner.
Um, also, he's a podcast host.
His podcast is calledaesthetics and business.
So, for those of you who havenot tuned in, there is a lot of
valuable information and amazingand talented guests on his
podcast.
I listen to it regularly and Ilearned a lot from that.
So thank you for that podcast,felix.

(01:50):
And the one thing is also hehas the fourth most watched TEDx
speech in 2023, called the UglyFace of Beauty, which we're
going to also delve a little bitinto that topic.
So, without any further ado,felix, welcome to my podcast.
I know we share a little bit ofcommon history and background.

(02:15):
So I have we chatted for anhour several weeks or months ago
and you know I really find yourbackground and everything you
do interesting and, like I saidin your intro, one thing that
people always ask me is that hey, daria, how do you do all of
these things?
Now you're a doctor, you're abusiness owner, you do a podcast

(02:39):
, you, you go on talks and yougo on seminars and scientific
meetings and publish Like, howdo you do all of that?
So whenever someone asks methat question, people that pop
into my head are like you andlike Tony Robbins and all these
people, and I'm like, huh, ifthey just knew what others are

(03:03):
actually doing, they wouldn't beimpressed with what I'm doing.
You're one of those people thatput everything I do to shame,
just because of not just theamount of ventures and work you
do, but also the level at whatlevel you do.
Everything you do, you do at ajust superb and excellent level.

(03:24):
Basically, you never seem tohalf-ass anything.
So that's something to be saidabout and that's truly
inspirational.
And my mantra is if you knowone person that can do something
, that means it's possible.
So the only thing between youand that is just do you really

(03:44):
want it, or how much do you loveit?
Is it truly your passion?
Are you just in love with theidea, or is it really something
you love?
So I want you to tell theaudience and we're going to
right delve into this, we'regoing to go pretty deep right in
the beginning, and then we'regoing to talk about your
background how do you do all ofthis?
It's the same question peopleask me.

(04:04):
I want to ask you how do youmanage all of these things?

Speaker 2 (04:09):
Thank you first, ari, for having me on the show.
I think I would like to putlight on two things.
Number one it's my why.
My why is to create and build.
My why is to create experiences.
Um, my why is to createexperiences.
I love creating experience formy patients.
I love to create experience formyself.

(04:30):
I love to create experience forothers.
So you know, we most of thepeople work eight hours per day,
uh, and spend time with theirfamily or hobbies in the evening
, and I mostly spend my eveningsand my weekends and my holidays
on working.

(04:51):
That's what nobody sees.
People usually see Instagram orother things, and everything
comes at a price.
All the Inner Circle attendeesgot to listen to that.
I just measured my biologicalage with 74.
Really threatening.
I'm going to some measurementsright now.
So that's the price.

(05:13):
But these four hours per eveningif you do the math, it's about
180 extra days per year.
Right, that's massive.
So it's not the big one thingyou should do in a week or two.
It's the consistency by beingpassionate about something, and

(05:33):
my life was very much handlingall the troubles of my clinic
throughout the day and myvisions and my ideas.
I was working on the evening.
So that's a very important part.
And the second is you have as aleader.
You have to create more leaders.
You don't need to havefollowers, you have to need more

(05:53):
leaders, and I think I built abrilliant team, starting with
the in a circle management andmy clinic people, cfo, coo, a
leading doctor, and below thatwe have another layer of leaders
, uh, inspiring them, and that'sthe kitchen crew.
Does it on their own, it's a,it's a crew of young, amazing

(06:14):
people.
I have nothing to do with therestaurant unless enjoying it
and eating there, so I thinkthat's, um, that's it, uh,
passion and building up otherpeople.

Speaker 1 (06:26):
So someone listening to you is like why would he do
that to himself?
I work a nine to five job andit's stressful enough.
This guy just told me hisbiologic age is 74 and he's
self-inflicted injury.
Why does he do that?
What's your?
Why your, why Like, why wouldyou do that?
Why would you hurt yourself andwhy would you age yourself?

(06:49):
I know you're probably going tochange some things to counter
that and we're going to talkabout longevity a little bit
because it's a fascinating topic.
I've been on that trip forabout a year now personally, but
, um, I want to know to answerto those questions of those
people saying why would youself-inflict injury?

Speaker 2 (07:12):
that's a very, very good question, daria where does
it come from?
I'm thinking a lot about that.
My honest answer is I think Iwent through some painful phases
in my childhood, phases of notbeing seen, phases of rejection,
phases of being bullied, and Ithink there's a massive energy

(07:36):
inside me to prove the worldthat they're wrong.
But again, it comes at a priceand I haven't been aware of that
.
I just only felt what, gettingweaker and weaker, and I felt it
, um, instinctively inside methere's something not really
wrong.
So I, I, I was exhausted andjust drawn and I started taking

(07:56):
this test.
But this is the force.
There is no I, you know, Ithink and that's the story of
many successful entrepreneursthere's something inside them,
there's some kind of fuelbringing them there, and it's
maybe the need of applause, theneed of recognition, the need of

(08:18):
love, the need of being seen.
And this was my opportunity.
I haven't been a sports star, Ihaven't been a male model, so
my way of being seen andapproval, getting some approval,
recognition was wasentrepreneurship.
I realized, oh, I have sometalent here.
I can, I can bring it tosomething, and that's my, my

(08:41):
force, my driving force sowhat's the biggest personal
sacrifice you've made to achieveyour business success?

Speaker 1 (08:48):
and do you ever regret it?

Speaker 2 (08:51):
Health and no friendships for many years
feeling lonely.
You know, when you have 140people you have only very rare
and few people understand yourfeelings and your problems.
Most people see you as a richman and having a fancy
entrepreneur's life, but you'revery lonely, you have very few

(09:15):
friends, you have very few timefor your friends, which I deeply
regret, and I sacrificed healthand I sacrificed health.
So there's nothing to honestly,there's nothing to rave on and
celebrate me for my success.
It comes at a price.

Speaker 1 (09:34):
So do you ever regret what you've done?

Speaker 2 (09:42):
Yes and no.
I think I'm right at thepinnacle of my success with all
this, what happens, and theclinic has a massive valuation
and that gives me some kind offulfillment.
I now feel I'm almost there.
I don't need more approval, Idon't need more love and

(10:05):
recognition.
It has come to my life, butmaybe not through business
success, more through my innercircle, and I don't have regrets
.
But I have the need of changingsomething in future.
So I'm right on it.
I try to handle over my entiremanagement or operations to
other people.

(10:26):
I want to step out a little bit.
I want to work more on on, yeah, inspiring people.
I mean the event, like theinner circle, giving something
to people.
You know, giving is justsomething so nice.
I don't know if you, if you,think the same I I often, when
i'm'm in the restaurant, I see ayoung family at the next table.

(10:46):
I call the waiter and say I'dlike to take the bill.
And please don't tell them thatthat is me and just observe
that I'm just happy.
I'm just happy to givesomething.
And it's the same with otherpeople.
Share my knowledge, share myexperiences, share my
vulnerability, my fuck-ups, myfailures and seeing these people

(11:08):
, enlightening, say oh gosh,he's a human.
He has the same problems than Ihave.
I think that's my futuremission and I don't need to
build another billion dollarcompany or whatever I'm.

Speaker 1 (11:17):
I think I I'll change that more sports, more health
and more giving so for someonethat is looking up to you, that
wants to be Felix, that has allthese aspirations or actually,
I'm going to ask the questiondifferently what would you tell

(11:38):
your own 20-year-old self if youwere able to meet him today?

Speaker 2 (11:47):
What's the one advice you would give him?
I love your questions.
It's amazing.
Follow your why or your passion, whatever you want to name it.
North Star, I did that too lateand it has a lot to do with
narratives, right?
I think there was some kind ofbusiness interest in me from
childhood on, and I can give youmany examples of that.

(12:09):
The most impressive one is myfather died when I was 23.
He was only three years olderthan I am now from cancer and I
spent the last evening with himand I had a book with me about
stock investment.
It was a business book becauseI, when he slept like I, I was
reading this book and he woke upfrom from from sleep and saw

(12:31):
the book and said don't investin business or don't invest in
stocks, invest in memories.
A lovely sentence and and I'mthinking a lot about that this
right now, just want to changemy life invest in
more memories.
But coming back to my 20 yearold self I was I was very much
influenced by the medical field,right, and we both went through

(12:52):
that.
And then you and I don't wantto judge it, but you get
brainwashed in a way.
So you were a doctor.
You should heal people, whichis lovely and and great, but
there's some kind of cage andyou shouldn't step out of that.
You shouldn't do social media,you shouldn't do aesthetics, you
shouldn't do business.
Business is dirty, business isawful.

(13:14):
So I needed quite a while untilI had the courage to really say
no.
That's my why I love being adoctor.
I still do once a week, but therest of my week is working on
projects, following my visions,empowering people, and I think
that's something I wouldrecommend.
Have this moment ofself-reflections in your life

(13:34):
once a week, a meeting withyourself.
Think of what do I love, whatdo I don't love, what do I want
to make out of my life, and thenfollow this dream.
Don't love, what do I want tomake out of my life and then
follow this dream.
Um, many, many people cover itby narratives, outer voices
screaming.
We are so influenced by allthis screaming social media.
I want to be the next xyz, Iwant to be a kol, I want to have

(13:56):
a training institute, I want tohave a family.
You know, it's not possible tohave it all, in my opinion, and
therefore really reflect onyourself.
What is my view, what is mypassion?

Speaker 1 (14:10):
Would you have understood?
Would your 20-year-old selfunderstood everything you just
said?
Actually, Would your20-year-old self actually have
listened to you?
Have you had said that to him?
It's a funny people often don'tlisten to any advice.
Would he just say, yeah.

(14:31):
Would he just say, what thefuck?

Speaker 2 (14:32):
are you talking about ?

Speaker 1 (14:33):
I want to do this.
You know you're just.
You know, uh, you're just lazy,you're just coming up with
excuses.
I really want to do this.
I want to have to prove it, uh,to to the people.
I have to stick it to thepeople.
I have to stick it to them.
Would you have understood that?
And on that question, if youwere to because I give that
advice to young folks all thetime the most I get is like a

(15:02):
thoughtful five seconds and thenthey go back to whatever they
had set their path to, and it'skind of like they might hear it,
but I don't think they'relistening.
So would you think you wouldhave listened to your own self

(15:22):
if you have set all of thisgreat, dropped all of this great
wisdom?

Speaker 2 (15:26):
Probably not.

Speaker 1 (15:29):
So what's the solution?

Speaker 2 (15:31):
You know it's the same with….
Is it how it's?

Speaker 1 (15:33):
supposed to be.
Maybe Are we supposed toexperience things.

Speaker 2 (15:38):
Yes, I think everyone is on their own journey and has
to explain.
It's the same with you.
Know, I always think the firstinner circle.
I had this task to tell peoplehow business works.
And let's assume someone wantsto know how can I build
something like you did?
And I could give all thetechnical details.
Right, you need KPIs, you needa platform, you need good

(15:59):
adhesives, you need numbers allthis.
But it wouldn't work because Ihave to go through these
experiences and you'd have to beon this journey and you have to
personally grow.
I was a bad leader when Istarted.
I was young, I was underpressure, I had the feeling
everyone is the same and work,work, work.
Today I'm probably much wiserand much nicer to my people, but

(16:22):
I needed this personal growthand I think that's with business
the same, or with any kind ofadvice.
When it comes from someone whois older or more mature in life,
mostly people don't follow it.
In best case, it's a seed youplanted somewhere in their heart
or in their soul, in theirbrain, and then my thinking over

(16:42):
it again and again.
That's, I think, the best youcan achieve.
But everyone is some kind of anown of their own journey.
Would you agree on that?

Speaker 1 (16:49):
yeah, I think it's something we were never taught
right.
It's something we evolved into,just like you said, through our
own personal experience.
Do you think it's something youcould teach?
Do you think what you just said?
Because you, it's kind of likeyou have to grow into a certain
responsibility, your experiencesmake you who you are today, but

(17:11):
do you think you can teach ortrain that?
Because I went exactly throughthe same.
I was a horrible leader.
I was always like push, push,push.
Nobody was good enough,everybody was lazy.
I always measured everybodybased on how I was and I
realized like they don't havethe same passion.

(17:31):
You know, what's now lookingback is what my driving force
was and still is, is my passion,and that's why, to me, nothing
I do is really work, and becauseit's not work, it's not really
stress.
You know, I usually competewith myself, with my own
standards.
I don't compare myself, butthen yet I compared everyone

(17:53):
else, everybody that worked forme, with myself and held them up
to my standards, and of course,they would most of the time
fail and that was very upsettingand disappointing.
So I was a terrible leaderbecause I didn't have patience.
So the key word here is patienceas a leader, you have to bring
out the best in people.
You have to recognize whattheir strengths are, what their

(18:18):
weaknesses are, and I alwaysthought you have to work on
their weaknesses.
Now I shifted my mindset.
I try to now work on whatthey're good at, what they're
strong and where their talentsare.
I focus more on that and try toraise that up and then put them

(18:39):
in a position where they cansucceed, as opposed to try to
fix them.
But that's experience.
You know, I failed for 15 yearsand that's why I know all these
things.
So my question is can you teachthat?
All this experience that wepainfully experienced, that
really chipped away on ourhealth, on our sanity, on our
lives, on people around us, isit something you can teach?

(19:04):
You think?
I mean, this experience shouldbe somehow teachable, shouldn't
it?

Speaker 2 (19:10):
In a way, maybe I think the most powerful
connection is authenticity andvulnerability.
So if people are in a crisis orin a vulnerable moment and you
connect to them on this leveland you are the proven person

(19:32):
who made it out of this struggleand are now hugely successful,
I think that's something whichworks.
But maybe I'm biased by theinner circle.
I have the feeling these peoplereally are deeply impacted, but
mostly through vulnerabilityand seeing that all we speakers
fucked up and we all haveproblems and still have them.

(19:54):
And the second thing is aboutpeople.
You know, I rely on what yousaid.
I don't force people to do whatthey should do.
I try to pick people the waywhere I believe they will do it
because of their internalmotivation or intrinsic
motivation.
That's the trick, I think.

(20:16):
Don't shape them and informthem, see what they want to do,
what they're motivated by, andthen give them the space.
I call it framework training,trust.
So we take on new people, wehave a very precise recruiting
system, then we give them theframework of our company, we
train them, but then we trustthem, and trust is a very, very

(20:39):
powerful thing.
Once you trust people, you willsee how they blossom 100%.

Speaker 1 (20:44):
I mean it's empowering.
If someone knows that you trustthem, they'll do things that
they normally wouldn't have doneand they will put their own
sweat and heart into it.
It just gives meaning to whatthey do.
I think the most disempoweringthing for someone is to
micromanage them, because it'slike raising children.
You know, if you're ahelicopter parent, they grow up

(21:05):
with complete lack ofself-confidence.
They get depressed because theyfeel they're not good for
anything.
They're.
They're not competent in doinganything because no one trusts
them.
So I think you hit a keyword.
Their trust is a really bigfactor and let them just grow
into their responsibility.
But what would you say from?

(21:29):
Just you came just back fromInner Circle.
What would you say?
The top three challenges arefor all these attendees.
Now, these attendees foreverybody that doesn't know
they're usually people in theaesthetic business.
That doesn't know they'reusually people in the aesthetic
business.
They are, in a sense, eitheroverachievers already or people
that want to achieve that.

(21:50):
They're really motivated,self-motivated and driven right.
I mean, why else would youspend money out of your life and
out of your business and travelto Switzerland and be with a
bunch of people?
People are not crazy to do thatthey have a purpose.
So we're already talking abouta highly motivated bunch which

(22:13):
is self-selected.
What would you say the threebiggest?
What they've expressed theirthree biggest challenges are,
and what is the advice you giveto them?

Speaker 2 (22:25):
Number one, finding their why, uh as I.

Speaker 1 (22:28):
What does that mean?
What do you mean?
Finding your why?

Speaker 2 (22:31):
I think you have one why in in your life?
You have some, something insideof you which is driving you, in
my case, create and build andcreate experiences.
You have a why.

Speaker 1 (22:41):
Um not sure if you it , but did you know that when you
started?

Speaker 2 (22:46):
No, no, no, not at all.
Not at all.
Honestly, the inner circlehelped me to find my why, and I
don't want to put it too deep.
You can find your why and thenask yourself, why do I have this
, why, and so on.
But what I discover is manypeople are so much distracted by
Instagram and we all, we aresome kind of tribe.

(23:06):
We all do the same.
Currently, it's just popular toopen training institute, and
every med spa is a traininginstitute, and I know, that's
funny you know, and, and, and,and.
I've met so many people arestruggling with that but that's
a marketing.

Speaker 1 (23:20):
But that's a marketing strategy.
That's just like, uh, showingto the public, hey, hey, I'm an
expert just because I have atraining institute.
That's PR and marketing reallystrategy.
So some are truly experts.

Speaker 2 (23:35):
Yes, definitely Most aren't, but for many it's just
burden and burden and moreresponsibilities.
And I have small kids and allthis.
So, finding your why and learnto.
I tell them always.
I have this moment ofself-reflection.
I have a meeting every weekwith myself and I'll go through
all this.
What is the red thread in mywhat's popping up in these
silent moments?
Your why is not shouting at you, your why is whispering to you.

(23:59):
And if you listen to yourselfand to your inner child, you get
to know your why or at leastthe direction.
So that's number one.
Number two is everyone is justone step away from their dream
life or their vision.
But the step is called my ownfear.
So fear is a very big burden orborder or invisible curtain to

(24:26):
take the next step, for whateverreason.
But many people have fear, fearof other people's opinion, fear
of losing the old job, fear oflosing financial security for a
moment.
But I would love to encouragepeople take the step, you will
be surprised how lovely life isafterwards.

(24:46):
And number three is if you arein this environment, like the
inner circle is, and you listento all these personal stories,
it gives you this kind ofpermission to go and thrive.
I think that's it why fears andthen the permission to go.

(25:10):
Does that make sense?

Speaker 1 (25:12):
It does make sense and I think fear is a great
component.
You know, I I lectureinternationally and nationally
here to mostly med spa owners80% of my audience is usually at
med spa owners and 20% areother doctors and my talks

(25:35):
evolved.
They used to be first veryscientific, just like basically
science-oriented,technique-oriented, basically
science-oriented,technique-oriented, and then I
realized that I'm not setting myaudience up for success and
they just can't.

(25:55):
Maybe they don't know where tostart, maybe they have other
things that are preventing them.
And what I realized is thatconfidence it's like.
And what I realized is thatconfidence it's like oh, dr
Hamra I mean it's easy for himto do that, you know and it's
almost like having this impostersyndrome and feeling like
you're not good enough.
And that's a confidence issueand that's a fear issue.

(26:17):
Fear of failure doesn't evenlet you start to take the first
step.
So then I started putting myfirst two to three slides more
of asking questions, raisingquestions, making them
self-reflect, to then motivatingthem, to then empowering them,

(26:39):
and then my whole talks like 80%.
Now it's more about inspiringand empowering, and then I get
into the scientific stuff and tohow to do something, because I
feel like I have to prepare them.
I have to give them theconfidence like, hey, we all
start at 0.0.
No one started at 55.

(27:16):
So then the feedback I've gottenis such that just talking to
you about it right now gives megoosebumps, because I remember
every day I get DMs, email, textmessages of how I changed their
lives, their businesses, and Ican't tell you how humbling that
is.
I just got recently such aheartfelt message where the
person talking about theexperience that certain things
that I said in my talk, how itaffected him and how it then
affected their business, that hewas choking up as he said that.

(27:36):
Do you know how humbling thatis?
I never knew I can have aneffect on someone.
So what that tells me is likepeople are hurting.
People really want somethingreally bad and they are going to
succeed because they have somuch passion that they are
hungry for advice.
But so it's our responsibilityto help them, based on our

(28:00):
experience, because we can dothat and there's nothing more
empowering and talking about whypeople is like, hey, why do you
travel?
Why do you take time fromfamily and travel?
You could be on the golf course.
I'm like it's because of what Ijust said, because making a
difference, like paying forsomeone's meal, is not any
different.
It's the same type of emotionand feeling you get from that

(28:24):
and I think you get to a pointand you're at the point in your
career where your why is justabout giving back, is about
helping people, because youdon't have to prove it to anyone
anymore.
You just want to see peoplesucceed, because that's what
makes you happy.
And when people talk abouthappiness and pursuit of

(28:44):
happiness is different things toeveryone and, uh, to you right
now, and I, I, I have I reallyshare that sentiment with you
and that's why I love havingthis conversation and our
podcast is actually going to atotal different direction.
But, um, it is what it is.
Um is that when you give back,and if that's your why, if you

(29:07):
see and witness people succeedand you know you had part in it
there is nothing greater thanthat.
You know.
I mean, I could guarantee youthat will turn back my biologic
age now I, I couldn't agree more.

Speaker 2 (29:22):
I couldn't agree more .

Speaker 1 (29:25):
So for you talking about fear, right, Talking about
fear, self-doubt, which is thestuff that really prevents you
in the beginning to do all thethings that you could be doing.
Your potential is in the waybetween you and your potential.
Have you ever faced a moment ofprofound self-doubt in your

(29:46):
journey and how did you overcomeit, Like the moment where you
said I really don't think I cando this.
And how did you then overcomeit?
Was it a person that helped you?
Did it take some time?
Can you go back to that momentand walk you through that, if
you remember?

Speaker 2 (30:06):
Definitely, definitely Many, many times I
had massive fears.
So let me share a story.
It's just two years ago,beginning of 2022, we had this
clinic expansion.
It was this huge building, Ithink 4, 000 square meters or 2
000 at least, uh where we wantedto open the restaurant and some

(30:29):
consultation rooms, operatingtheaters and so on.
We wanted to open in january2022 and I had 25 people on the
payroll, um, and then thearchitect showed up and said I
have two bad news.
Number one the construction isdelayed for six months and the
budget is two million aboveinitially planned.

(30:51):
So let that sink in right.
We were growing fastfinancially.
We were operating Fire thearchitect.
That wasn't his fault.
We touched an old building andit was during covid, with all
the supply chain problems and um.
But now I had 25 people on thepayroll.

(31:12):
We didn't want to to um, letthem go.
We had no revenue for half ayear in this area and we had two
million above budget and um,and all our plans with michel
nastar seemed to crash, uh.
So that's how this sensationhappened.
We had we start in january andthe mission last awards are in
in october, so we had 10 monthsthen, if that, if we could open,

(31:36):
and then month might be enoughto get one star, uh, or some
other kind of attention, uh, andopening in in July and then
only having four months to proveMission Impossible for whatever
reason, went from zero to twostars.
But let me get back to mypersonal situation.
I had to go to the bank and thebank said we give you the $2

(31:58):
million but you have toguarantee privately for them and
, to make it a little bit morefunny, you have to guarantee for
3 million.
I'm joking a bit, but there's areason behind it.
So no blame on the bank, butthat was.
You know, people might mycompany's worth a lot, but my
private situation is not thesame.

(32:19):
So I have a house but amortgage on it and I have 12
dogs rescued dogs and I was backthen really hit a mentally rock
bottom because I was sitting inmy garden with my dogs and had
the fear of losing it allBecause, you know, one wrong
step, like two months later, ortwo months more delay, or a
little bit more of the cost,would have killed us and we were

(32:42):
very close to bankruptcy and Iscared the shit out of me.
I I didn't sleep, I starteddrinking alcohol.
Maybe that's the reason for formy, my current um biological
issues uh started takingsleeping pills.
Uh was crying a lot and I, youknow, when you are close to 50

(33:04):
and have the fear of losingeverything, it's threatening and
you can't go back.
You know I can't leave.
I can't.
It's my company, it's myresponsibility.
But what helped me?
And here's the point?
I sat down and thought, okay,what is the worst can happen
here?
Do I gonna die?
No, I'm not gonna die.
The worst case happen here?

(33:24):
Do I gonna die?
No, I'm not gonna die.
Worst case is that I'm broke,right, and I'm in debt and I
might have to sell my house.
I might be a loser in thepublic, but I'm a doctor, I'm a
trained doctor, I will find workanytime, I will bring food to
the table, I can feed my dogsand I probably have a roof above

(33:46):
me or a bed.
So, um, that helped me to.
To relax a little bit, say.
The worst case is that, right?
Uh, not nice, not at all, butit's, it's not my life which is
in danger by then, right?

Speaker 1 (34:02):
so so what?

Speaker 2 (34:05):
turned it all around to think what is the worst case?
What is the worst case scenario, especially if you build a
small business.
Okay, then it fails, but youprobably can start over again do
you ever regret having gone big?

Speaker 1 (34:22):
do you sometimes wish , when you're walking your dogs
and you're taken in nature andyou're thinking, you're thinking
about what's important in life?
Would you ever wish that youhadn't gone big?

Speaker 2 (34:37):
one year or one year, half year ago, I would say yes,
I I regret that I was thenreally in a bad situation.
Right now it's the opposite andI can't go into details, but I
probably will be financiallyfree at a point, at a level
where I can do everything and Ihope I have some nice years left

(35:00):
and I hope I can return orreverse my biological age and
take care more about that.
But then I'm looking very muchforward to do a lot of things I
always wanted to do.
I never skipped them, really.
I had a few years where I waslacking of experiences and
travels, but it's now better andit was better before.
But I want to really focus onmemories, experiences and my

(35:24):
health and I probably will bethere very soon and that gives
me some kind of fulfillment.
So no, right now I wouldn't sayI regret.

Speaker 1 (35:36):
So you know, I think you know in good times, whenever
things are good, we'remotivated, we're positive, and
whenever things go back, we'rereally depressed and we're
negative and we have remorse andregret.
The hardest part is in duringthose times where you're down to

(35:58):
overcome those challenges andto push through despite all
adversity.
And I think that speaks toresilience and that speaks to
consistency, and where that getsits energy from, its power from
, is just your why, why you'redoing all of this.

(36:20):
I think that always pushes youthrough these type of adversity,
because that's something thatimportant, and that's why I
think most people fail.
That's why I think mostbusinesses fail, because you
can't build a big and successfulbusiness unless you take big
risks, which you have clearlytaken.

(36:40):
But the reason why you didn'tget buried is because you pushed
through despite all of theadversity, and I think whenever
I talk to successful people likeyou, it's almost like the
stories are identical.
You have to hit rock bottom foryou to catapult and reach

(37:02):
levels that you not only are waybeyond what you had originally
planned, but which are thingsthat you've never even thought
it's possible that they're inyou.
They're in you and with all thesacrifices, with all the pain

(37:27):
and the suffering that it comes,I think everybody has to call
it, whether it was worth it ornot for themselves, and knowing
that tomorrow or even today, youcan change everything.
It's up to you.
No one put a gun to your head,and I think most people that
live in a cage is that they feelthey can't, whether it is
because they're so inhibited,because other people's opinions

(37:49):
and judgments are so importantto them that they almost live a
life for others and it's so hardfor them to make decisions that
make them personally happy andthat's why they're suffering.
And the moment of truth comeswhen they're in their deathbed,
when they're thinking I wish Ihad done this.
I should have done that, Icould have done this.

(38:12):
And for me personally, one ofthe things that has really
changed in the past year asdriven as I was and I still am,
as important it is what I doevery day at work, and as much
as I love everything I do, theone thing that was always an
afterthought was my health.

(38:32):
And when I learned about youknow longevity, and when I
learned about the fact that,first of all, there is a
difference between your biologicage and your chronologic age
and that, no, it's not all inyour genes.
Your genes are a factor, butyour genes aren't your fate.

(38:54):
Your fate is your lifestyle.
And when I learned that, Ibecame more curious because, you
know, I'm 50, I just turned 51.
And I feel better than I feltwhen I was in my late 30s, when
I started my business, justbecause I lived the unhealthy
lifestyle, I had a lot of stressand I didn't even think of

(39:19):
doing things that made me happy,because that was not important.
The most important thing was mycareer, my business, and that's
just how you feel and how youthink when you start off.
That's why I asked you.
Your question is like whatwould you, what advice would you
give your 20 year old self?
And probably your 20 year oldself wouldn't even listen to
your advice, because you are ina different mindset.

(39:39):
You feel invincible, you feellike you're healthy and you're
too young.
You think life, ah, it's solong, you have so much time not
realizing that it goes by in ablink and if you sleep on that,
you get into health situationsthat it will be very hard to
reverse, and by that I'm talkingcancer.

(40:01):
You know, we know that stresscauses cancer and we know, based
on science, it's not even anextrapolation anymore.
You know, maybe 20 years ago itwas a hypothesis.
Now it's scientifically proven.
But then the reason, I think,why us or people are not so
aware about these things isbecause it's not something that

(40:23):
you see or hear in the news.
It's not something that societytalks about.
It's only like a niche thing.
If you happen to watch aYouTube or a social media post
about something that's nowgetting more and more, I feel
like everybody is on it now.
Um, I was just uh at my son'ssoccer tournament.

(40:43):
Uh, yesterday and I was justspeaking to one of the dads and
somehow we came about health andand then so I, you know, kind
of told him about you know alittle bit.
I asked him, hey, do you knowabout longevity?
Only to realize that for awhole year he's been on this
very strict protocol.
He knew everything about thesupplements, about the genetic

(41:06):
and epigenetic factors, how theyinfluence each other, how the
lifestyle influences biologicage, and this guy's an engineer
and I was.
I looked at him like holy shit,you know, like how do you know?
He's like, yeah, it was duringCOVID.
I just didn't feel like mydoctor is giving me good advice
and I thought I'd take things inmy own hands and I started

(41:30):
researching and I stumbled onthe science and I've never
looked back since and I've lost40 pounds, I'm much healthier, I
feel better.
I mean, everything changed inhim, just because you know he
changed his lifestyle and hetook supplements that his body
needed, that his doctor nevertalked to him about, and so it

(41:50):
changed, it turned aroundeverything.
And so I think for everyone, wehave to.
You know, if we don't take careof ourselves, we can't take of
our business, we can't take careof our business.
We can't take care of peoplearound us, and I think the focus
should be more on taking careof yourself first, because you
know we have a lot of theaudience that is interested in

(42:22):
leadership and building thebusiness.
There are a lot ofentrepreneurs, and so you've
emphasized the importance ofstrong leadership structure in
your clinics.
How do you identify a potentialleader within your organization
and what?
I know?
You talked a little bit aboutthe training that you provide to
them and a little bit about howyou ensure they're successful.

(42:44):
But how do you balance beingboth a manager and a leader, and
what qualities do you believeare essential for effective
leadership in the aestheticindustry?

Speaker 2 (43:00):
I'm not particularly sure if the leadership in the
aesthetic industry.
I'm not particularly sure if,if.

Speaker 1 (43:05):
The leadership in the aesthetic industry is different
than others.
Um well, by that I by that Imean the, the ethical attribute
to that, you know, because thereis a conflict between
generating profit but then alsodoing the right thing, meaning
there's a lot of conformationalbias going on in the aesthetic

(43:26):
industry Now, people convincingthemselves to push a certain
product, to push a certaintechnology and to close an eye
on whether it works or not, orwhether that's the right thing
to do.
But because there's so many lowhanging fruits to take
advantage of that to get intogrow the business, that requires
a leadership characteristicwith high ethical and moral

(43:48):
standards.
So because if something is hasyour name on it, you want to
make sure that your leaders thatyou hire think the way you do.

Speaker 2 (43:58):
Very good.
It's definitely part of theleadership and let me start with
that.
We, as SkinMaid, are highlyethical.
All of our doctors have a highgrade of autonomy and freedom to

(44:19):
whatever they can do, whateverthey want, as it's ethical, and
we force them to be ethical.
We earn money because ourbranding is super strong.
Uh, could dive into that.
Why it's super strong?
Because we're not talking aboutprices and we're not talking
about you know, there are twotypes of brands functional
brands.
Functional brands like toyotaor microsoft.
They compete by prices andnumbers, and I think we have the
tendency to be a functional.
There are two types of brandsfunctional brands.
Functional brands like Toyotaor Microsoft.
They compete by prices andnumbers, and I think we have a

(44:41):
tendency to be a functionalbrand in aesthetics as well.
Explaining Botox, explainingface People want to come to our
clinic, want to go through thetransformation.
It's about feeling confident,attractive.
But that's the one part.
If you go deeper, the coremotivation is longing for
recognition and love, orcreating moments, and you know

(45:06):
moments.
What do you mean by moments?
I want to feel confident, andnot only from the outside, also
from the inside.
That's why I think longevity issuch an interesting aspect,
because when I'm confident andhave a lot of self-esteem, I'm
able to connect to people.
And if you would recall yourlife, what are the most

(45:27):
memorable moments?
My memorable moments is when Iwas in love, when I was
connected to great friends ontravels.
It's always about connectionsand people.
So our TV ads is only aboutmoments of connections.
You see people discussing we.
You see a lady putting onlipstick in in the mirror of a
car and you I'm your imaginationgo in the direction.

(45:49):
Oh, she's probably going on adate.
You know we.
We play with these kind ofthings.
So that's why I think our brandis is really successful.
So all of our doctors andproviders are fully booked and
then we train them in theunderstanding of that we are
somehow trading our time and howwe can optimize the structure

(46:09):
of our schedule, and that's allwe do.
They have all autonomy toreject treatments, send people
back home, and we enforce them.
The success factor is justbeing very well-structured and
have a strong branding and adisciplined purchase philosophy.

(46:31):
So we don't fear negotiatingwith companies or getting into
volume in fillers and ask forbetter prices.
That that's our, our strategy.
So I think you can be successfulby being hugely ethical.
I even would say the opposite.
If you notice, I'm not good insales nothing, um but I think I

(46:53):
connect with people.
Well, I spent the first time ofmy consultation with only
connect to people in whateverway, and that leads to the fact
that they all come back andbring friends and aunties and
mothers because they trust me.
I think again, trust is such animportant factor here and that

(47:15):
fills my schedule and my waitinglist is long and the waiting
list of our doctors is long.
So that's, that's the secret ofearning money in aesthetics, in
my opinion and so how do youpick your leaders that work for
you?

Speaker 1 (47:28):
how do you identify the ones that share that
sentiment?
Yeah, is there specificquestions that you ask them?
Do you look at their background?
Is it all of the above?
How do you know?

Speaker 2 (47:42):
Yeah, we really hire leaders from the scratch.
We try to build leaders withinour teams or in our company and
the motivation of being like inbusiness, the motivation of
being financial free, is thewrong motivation and won't lead
to success because it's notpowerful enough.
The same in our company we havea lot of people.

(48:02):
I want to be a leader, I wantto have the name.
You can go to our webpage.
You won't find anything aboutme being the leader of this
company.
I'm amongst the doctors in thelower third somewhere, amongst
the doctors in the lower thirdsomewhere.
And we have to say to theoutside we don't communicate any
of the leadership stuff becausewe don't want people to be

(48:22):
motivated to be the leader of ateam or whatever.
We want to have the intrinsicright motivation to do it.
And leadership is serving as aleader.
You don't get your coffee madein the morning and sitting there
and counting money and pushingpeople around.
That's wrong.
You are serving them.
That's what I do.

(48:43):
I make sure they can workproperly, I make sure they're
happy.
That's my job and that's thejob of leaders.
And we scan people for a whileto figure out if they have the
right attitude and mindset inbeing a server instead of a
so-called boss with a bettersalary and a car.
That's the wrong motivation.
And once we scan them, we havea leadership academy.

(49:04):
We invest massively inrecruiting personality tests,
structured interviews,onboarding processes and so on.
And then we have a leadershipacademy.

Speaker 1 (49:16):
So once you are a leader at skin mid, you get
trained, uh, through thisleadership academy, to do the
right things and theseinvestments pay off massively
and so, um, you know that's acomplete, I would say, paradigm
shift between the, thetraditional way of leadership

(49:37):
you know, and is it somethingthat you came about?
And how did you learn that?
I mean, did you just realize iton your own?
Is it like, how did you learnthat?
You know they don't teach thatin medical school?
How did you learn leadership?
Did you go to seminars?
Did you read books Like of?

Speaker 2 (49:55):
course I did, I did, I learned, did I did?
I learned through failure, Ilearned through failure.
And I just recently had anexperience.

Speaker 1 (50:03):
I was uh, I was with richard branson yeah, I was
going to ask you about that.
That was pretty cool.
Tell me about how it wasmeeting richard branson.

Speaker 2 (50:10):
Sir richard branson sir richard branson in a
nutshell.
Right, I didn't got any massivebusiness advice to take away.
To be honest, I knew everythingthat we're talking about.
But experience Richard Bransonwas such an impactful moment.
This man, you know, you, can.
You arrive at Necker Island andyou, this is the place where you

(50:32):
, you always were matching.
That's how billionaires liveColored birds, a water sport
area you only can dream of, witheverything, everything, scuba
divers and surfboards andcatamarans and all top-notch and
people helping you.
Like a resort, like a sushibowl Crazy.

(50:54):
All tables are constructed todance on the tables.
But here's the thing um,richard branson, um, may I share
a story?
Yes, the last, the last daybefore we um departed from the
island, I went on a swim and Idon't most people might know, I
only have one leg.
I lost one leg through amotorbike accident, so I went on

(51:15):
a swim with another guy who's afriend of Richard and he's an
extreme sportsman.
So the island was four and ahalf kilometers away.
The fastest I ever swam was twokilometers, and that was five
years ago, where I still was inshape and trained.
And without training, I went onthis swim and the entire spirit

(51:37):
around Richard Branson is topush boundaries and I made it
this four and a half kilometersto the other island.
My friend Bruno went back so hewent swim nine, but I swam four
and a half kilometers, which isfor me personally a massive
success.
So the next morning I waspacking my suitcases, someone

(51:58):
knocked on my door and saidRichard wants to talk to you.
And I said I haven't doneanything wrong.

Speaker 1 (52:04):
So I went to the breakfast area.

Speaker 2 (52:06):
And Richard was waiting there and celebrated me.
You can see it in someInstagram video.
He lifts my hand and hecelebrates me in front of the
group and then later it was arainy day.
So he's a.
He's a billionaire?
I think he has.
He's the only human who made itin eight different industries
to billionaire or billion dollarcompanies airlines, mobile

(52:31):
cruise ships and stuff like this.
This guy is 73 and he walkedthrough the rain down to the
docks and was waiting for eachand every one.
He helped with the suitcases,he helped people into the boat.
He saw me again, said you wereamazing.
Richard Branson tells me I'mamazing.
Come on, you know, he has theability to make people feel

(52:56):
special and I went back.
I think in general I'm a niceleader and I was aware of all
this and I tried my very best towalk into my clinic every
morning to say hello toeverybody, ask some personal
questions, but I pushed it alittle bit beyond that.
When I came back I really triedto connect with each and every

(53:18):
one.
Richard Branson has 60,000employees.
I have 140.
So if he can do it, I can do itand you will see the massive
change.
When you, as a leader, youbring some kind of calmness and
friendliness and love into yourcompany, you will see the change
.
And just this morning a doctorsent me a picture of one of my

(53:41):
doctors attending the innercircle, grabbed a pencil from
the hotel and and some nicepresents and went to the clinic
in our clinic in Zurich and madethis tiny present for this
other doctor who couldn't attend.
So I thought, well, great, itworks.
I'm spreading this spirit andit seems to work and get some

(54:06):
kind of infectious and everyoneis now super nice to each other
and caring, and I think youcan't underestimate the power of
making people feel seen, makethem belong to the company.
And you know, some attendees atInner Circle said well, we don't

(54:26):
have a restaurant.
How can I create lunch?
The restaurant is also forlunch for our people and that's
an important aspect of creatingculture.
We'll dive into that later ifyou want.
But I said, listen, instead ofhaving a restaurant, it's
probably much more powerful ifyou bake a cake in the evening
and bring it to your team, right?
Because it's the gesture youspend time on, a cake for them

(54:49):
and bring it the next day.
You don't need a fancyrestaurant or ordering food from
someone.
Make it yourself or make apasta.

Speaker 1 (54:55):
It costs, costs you half an hour, but you will see
the power of these tiny gesturesyeah, so, and then, on the
other hand, how do you manage orhandle, like if someone in your
company really screws up badly.
You know, can you, can you walkus through a situation or

(55:15):
scenario?
And how do you?
How did you manage that?

Speaker 2 (55:19):
yeah, uh, and that might sound brutal, but I'm
acting very quickly and I I layoff people very quickly if that
happens.
Why?
Because I had three times theexperience that one person who
really was toxic, infected theentire company and screwed up
more or less.
We had a leading nurse and weearly on saw it's not working

(55:45):
and it's heading in the wrongdirection, but we didn't act it
and we gave her like sevenfeedback conversations and what
happened in the end?
She infected the entiredepartment and then she left and
pulled out another seven people.
So for like six months we werenot able to operate anymore.

(56:05):
So nowadays I have this rule ofthree conversations If I see
someone screwing up.
First conversation is just aconversation with a clear
warning.
Second is with a written paperwhere they have to sign about
all the things which have toimprove or have to change.
But the third conversation isthe last one and then we lay

(56:28):
people off.
Yeah, I think Sounds brutal,but it's important to save other
people's jobs.

Speaker 1 (56:33):
Yeah, I think that's removing the bad apple early is
key.
I had that several times and umyou know, one of the mantras I
have now is I hire fast and thenI fire fast.
I used to do all this researchbefore I hired someone and the
thing is, when people apply,they, they create this almost

(56:54):
this fictitious um resume and um, half of it is not even true.
So it's hard.
You talk their prior references.
You know they just want to benice.
They don't say anything badunless that person is really a
bad person.
And then you realize, man, theydon't even know half the stuff
that they said they know.
And then you're like, okay,well, if they have potential,

(57:16):
we're going to train them.
And then they keep screwing upand at some point you know, uh,
then you let them go.
But then the time and money andum sweat that it takes to train
someone, boy, I mean, that isit.
It's a strain on the entireteam, it's not just one person.
Yeah, it strains the entireteam.
So I think cutting that uhsooner is something I learned

(57:39):
and that I'm implementing more.
And the tough part is really Idon't know how it's in
switzerland, but in the stateshere since covid, it's really
gotten difficult to find goodpeople.
It's almost like either they'realready taken or they don't
exist.
You know, in the past it wasmore of a market where there was

(58:03):
a surplus of good people andyou know you would interview
multiple people and then able topick the best one, and now it's
like no one wants to be in theindustry and anybody that is in
the industry they have their ownbusinesses now and they don't
want to work for someone else.
Is that also the case in Europe?

Speaker 2 (58:22):
It's the same case, even worse here, but for
whatever reason, we don't havethe problem.
I strongly believe because ofour branding and employee
branding, all the process.
We do everything we offer.
We have a spirit book, we havea proper onboarding process, the
restaurant, the food, all thesekinds of things.
We currently have nine doctorsin the pipeline.

(58:44):
We could sign with five, but wedon't know what to do with the
other four, and they are allbrilliant.
So we're thinking of openinganother clinic to get them
employed.
And I heavily believe in notonly branding to the public but
branding to employees that's asmart idea, that that's a great
idea.

Speaker 1 (59:01):
I think that's.
Branding is probably the mostimportant thing, but it's the
one that takes a lot of work, alot of consistency and, uh, it's
more of a long game, not ashort game, and I don't I don't
think many are patient enough toinvest in the long game but may
I ask you a question?

Speaker 2 (59:19):
I think, especially for smaller companies, it's more
of a personal branding.
Do you don't have applicationsbecause you are a big account on
instagram?
You are known on theseconference, you speak, you
brilliant mind, you are superempathic and and and people love
to be around you, I assume.
Do you don't get applicationsbecause people want to work for

(59:41):
you?

Speaker 1 (59:41):
um, so I do so.
I have a fellowship trainingprogram and I have an
international fellowship programwhere people from all over the
world they come and spend acouple of weeks with me but also
have an accredited fellowshipprogram where people train,
which is accredited through theAACS and through the university,

(01:00:04):
which is a formal fellowshipprogram.
So, to answer that question, inthat department, absolutely all
the time, you know, people wantto come and train with me, want
to come and train with me.
When it comes to employees,it's just the part of people

(01:00:25):
that want to actually work inthis industry is getting reduced
.
People just don't want to be inhealthcare anymore and if
they're in the aestheticindustry, they go up and open up
their own shop.
They don't want to work forsomeone else because they don't
understand what entrepreneurshipmeans.
It sounds cool.
Someone told them hey, whydon't you open up your own
business?

Speaker 2 (01:00:44):
and you don't have to work for someone.
I think you've talked to thewrong decision.
What's that?
It's the wrong decision.
Our top doctors earn more withus in our clinic because we have
such a great infrastructure andall the admin is handled, than
with a tiny small practice, andI think the same in us well,
talk to many now in a circlewho's struggling um sorry, well,
I think, I think, I thinkyou're absolutely hit the nail

(01:01:05):
on the head.

Speaker 1 (01:01:06):
I think what they don't realize is that what they
didn't even consider is whenyou're an entrepreneur and
business owner, you work 24 7and that's something they don't
realize until they're in it.
And also, not everybody is madelike personally, they can
handle the stress of the risk ofthe business.

(01:01:28):
So they think, oh, I justopened my business, money will
just flow in.
They don't realize that everydecision they make counts.
There is no taking off.
You work 24-7, seven days aweek and you have to deal with
not just what you love, which ispatient care, clinical aspect.

(01:01:52):
You have to deal with thefinancial situation.
You have to deal with thefinancial situation.
You have to deal with the hrsituation.
You have to deal with unhappypatients, you have to deal with
cancellations.
I mean everybody, everybody iscoming to you, everybody's
coming to you for a solution andyou're it.
The buck starts and stops withyou and that's what most are not

(01:02:14):
prepared and they get crushed.
And then, when you're crushed,you don't even enjoy what you're
doing anymore.
So I think it's almost like um,you don't know, they don't know
what they don't know.
They just look at things fromthe outside how um um great it
looks.
But once they're in thetrenches they realize.
Realize they made a mistake.

(01:02:35):
And you know, I think it'sevolving.
And then what leads them tojust stick with it is it's
almost like they're embarrassedto say I failed.
So they just keep sufferinguntil they really go bankrupt,
until the bank comes and takeseverything away from them and
say hey, you're not making me.

Speaker 2 (01:02:54):
I think it's time that the med spas will heed in
this direction.

Speaker 1 (01:02:57):
Of course.
I mean, look at how many medspas are opening up each day.
I mean it's not surprising.
I mean it's 2000 per I don'tknow, it's massive per year.

Speaker 2 (01:03:06):
It's about 1800 per year here in the us yeah, yeah
it's insane you know what thenarrative is wrong and you see
that on instagram don't work forsomeone, be free.
It's wrong.
You're not more free, you'renot more independent.
It's the opposite.
You have much moreresponsibilities and you work on
your weekends.

(01:03:27):
You're not off at five in theafternoon.
You have off weekends, you work.
I think that's what many don'tunderstand.
They have the feeling it's morefreedom.

Speaker 1 (01:03:35):
It's the opposite.
It's the opposite.
It's the opposite, like, youreally have to love this and and
I think that's something that,um, I hope people are listening
carefully um, if they're eitherworking for someone and are
planning on opening up their ownbusiness, or they already have
their own business and havesecond thoughts.
I mean, like you said, youcould make way more money

(01:03:58):
working for someone else and ontop of it, you clock out at five
, you have the rest of your life, you don't have to worry about
a thing and you just, you knowyou don't have to, you know, um,
fall into that entrepreneurialtrap because you know,
statistically, really, 10 aremade for it and 90 and that's
just basic.

Speaker 2 (01:04:19):
Um, you know psychology the only thing I
heard and that's the the flipside here.
Then obviously there are somedoctors who are not really fair
in terms of paying and treatingand uh got so many stories.
I need I only do heal the oneside right.
But I think if you choose aright, a good employer who is

(01:04:42):
fair and helps you and pays youfairly, then it's a good option.
But I get these people who areworking with the wrong maybe get
paid poorly and are underrated.
Then you might change.
But in general it doesn't meanyou should open your meds bar
and I agree on that.
So there are probably a lot ofnice, nice employees out there

(01:05:04):
who who is fun to work with sothe people that?

Speaker 1 (01:05:08):
yeah, so the people that come to the inner circle,
are they mostly business owners,or are they?
Yeah, they're mostly.
But so what is, from whatyou've learned, their biggest
pain point?

Speaker 2 (01:05:39):
out of it.
Um, especially when they haveyoung families or young kids.
Um, then they have to strugglewith finding employees on their
own, which is super hard, and,um, that's mainly the struggles
are finding patients.
Getting in new patients is hard, and then have doing all the
social media, their own, digitalmarketing, google rankings.
So there's a lot of things todo and you won't survive.

(01:06:00):
If you average, the competitionmight be the case 20 years ago,
but the competition is so highin the moment that you have to
be super good to fill up yourclinic and that doesn't happen
just by opening it up andputting a label outside.
You have to use all thesedigital options and social media
and finding people and workingon contracts, and I think that's

(01:06:24):
the baseline.
We have currently,unfortunately, this trend given
by many big entrepreneurs onsocial media praising, uh, not
working for others doing theirown thing.
Well, you know, I think theworld can work like this.
Yeah, if everyone is doingtheir own thing, then, well, you
know, I think the world canwork like this.
If everyone is doing their ownthing, then you won't have
companies and you won't haveentrepreneurs anymore.
So of course, you should followyour passion, you should have a

(01:06:48):
happy life, but this can bepossible within a company.
Talk to my doctors.
Malte gave a speech at theInner Circle about employment
and how he loves it, how he canimprove, how he can grow as a
leader, how he can have thisentire infrastructure with
operating rooms and all kinds oflasers.

Speaker 1 (01:07:13):
So, on that token, you know there's a lot of these
big companies, venturecapitalists coming and just
swallowing all these businesses,doctors, from all specialties
Now the trend is aestheticindustry too.

(01:07:34):
How do you think the future?
Where do you think the futurelies?
I mean, I know there is alwaysroom for um brands like you, um
that you know I, I talk, I, youknow I compare them to the
ritz-carlton, to rolex, to.
You know those brands that youknow they don't need to be part

(01:07:56):
of a Walmart or an Aldi or youknow one of those corporate
industries.
They can exist based on thebrand, because there's always
people that are seekingexcellence.
They don't really care aboutprice, they care about brand,
they care about experience, theycare about connections.

(01:08:17):
But where do you see the futurefor all the other businesses
with this trend?

Speaker 2 (01:08:27):
I love this question.
Just this afternoon I had acall with an investor.
I'm getting approached by banksand investors every day and
they want my advice how tohandle this industry.
And they want my advice how tohandle this industry.
And today I had a severalhundred million dollar fund who
wants to go to US?
And they said, well, we dosmall clinics and we only offer

(01:08:49):
hair removal and Botox becauseit has high margins.
And I said, good luck, I'm outand we just see a big clinic.
I don't want to name them, butthey're struggling in UK.
I think they started inAustralia and they backed up by
a big investor.
My belief is you won't survivein this market on this strategy.

(01:09:12):
They all will fail.
They all will fail.
If you want to thrive in thisindustry, or in many industries,
you have to focus on the people.
I always say when I was a smallclinic, I was focusing on my
patients.
Now I'm a big company and mymain focus is my people, because
my people take care of thepatients.

(01:09:34):
So my people have to be happy.
Then the patients are happy andthen the company is happy, and
I'm 100% sure that the only wayto success is to give a
workplace where people can grow,where people can train, where
people can develop and wherepeople feel connected and feel
belonging to a community.

(01:09:56):
I think that's why Sk Scheme issexy at the moment, because we
have a training institute, wehave this leadership academy, we
have all the rest, and I thinkthat's the only way to do it.
So if I would have a venturecapital fund or private equity,
I would create a great, hugecommunity of ethical people.

(01:10:17):
I would create a great, hugecommunity of ethical people.
I would offer trainings, Iwould offer some kind of
certification and I would investa lot in these kind of events
for connecting.
I would connect them all toeach other because also, a lot
of women and nurses are workingin our industry.
They love to connect, they loveto connect, they love to

(01:10:38):
network.
I would heavily focus on thisand I'm pretty sure that would
work very, very well.

Speaker 1 (01:10:45):
I think, yeah, I think it's like an institute
where I think it all starts withtraining People.
I mean these companies, theycome from a different mindset.
They just want to scale.
They just look at numbers andthey're like, okay, I mean these
companies, they come from adifferent mindset.
They just want to scale.
They just look at numbers andthey're like, okay, what's
scalable, what can we lead to?
Can double, triple or quadruplethe revenue really fast,

(01:11:11):
Because their goal is notsustainability, their goal is to
flip it.
You know a lot of these, a lotof them.
They they just grow it for acouple of years and then they
flip it to the next uh, firm orcompany.
I mean they, the last thing ontheir mind is what you just said
, and so that's a completedifferent mindset and um it's my

(01:11:33):
.

Speaker 2 (01:11:33):
My vision is more sustainable.
Of course, you might have notthe profits, you might have to
compromise on 10% of the profits, but I'd rather grow fast
because we are hugely attractivefor people than squeezing out
the last piece of money to have,I don't know, 30% EBITDA or
whatever.

Speaker 1 (01:11:50):
Yes, I mean look at all these brands that have
existed for over a century.
Yeah, that have existed for overa century.
That is.
The reason why they've existedfor centuries is because they
did not care about quickscalability or pump and dump.
There's a difference between apump and dump company and a

(01:12:12):
company like you refer to assomething that's sustainable
long-term.
It's two different mentalitiesand that's why I truly believe
for the non-believers out therethat are listening that
everybody talks about doomsdayor the golden days are over.
It's wrong.
You know, every business shouldbe built based on your brand
and your brand should bereflected in your passion for

(01:12:37):
excellence, quality and truly,genuinely care.
When you care, I mean, at theend of the day.
This is something that's beeninstilled in us for millions of
years as part of evolution.
When you care about someone,you connect with someone.
There is no betteradvertisement or branding than

(01:12:57):
that 's it like that's it.
It's not that complicated, butum, that really has to come from
inside.
You can't personal commitment.

Speaker 2 (01:13:07):
It doesn't work if you sit on your dashboard and
count the numbers well, it comesfrom here.

Speaker 1 (01:13:12):
It comes from here and and I know I sound like fufu
and I sound like spiritual, butthat's really it I mean I love.
You know the richard branson umstory you gave because you can
tell you don't even have tospend time with him, you can
sense that energy.

(01:13:32):
You know, I've watched him here.
He's been on shark tank uh inin the?
u the US multiple times and youcould sense it Like he's a
little different man, like hereally it's like he loves people
Like it's almost like someoneyou want to hug, is like your
dad, your grandpa, that justgenuinely cares you and just,

(01:13:55):
even if he doesn't do businesswith you, he just wants to make
sure you succeed.
You can sense that yeah.

Speaker 2 (01:14:01):
Let me share a quick story.
Yeah, when he travels the world, and let's say he flies to
Atlanta, he makes sure he'sgoing to the same hotel where
the stewardesses of is that theright word?
Yeah, flight attendant, theflight attendants of Virgin stay
.
He wants still now where he's.

(01:14:22):
I don't know how many billionhe has and he doesn't need to do
any of this.
He makes sure he's in the samehotel, like the flight attendees
, um, to connect with them inthe evening.
So he's sitting there at thebar in a holiday inn and is
chatting with with his people.
Amazing, yeah, well, you know,and it's not only these five
people sitting there.
They will spread the word right, they will go back and say

(01:14:44):
listen, what richard was lastnight?

Speaker 1 (01:14:46):
that's the magic that's also human connections,
connecting at the human level.
And going back to the verybeginning of our podcast, um,
you said something very profound.
You said something that Iresonate with.
Um is the human connection part.

(01:15:06):
When you get so tangled in yourlife, in your business, and
when you reach the pinnacle ofyour success, all of that comes
at a cost, which is, you know,when you look at most successful
people, there is a degree ofloneliness in that life where

(01:15:28):
people from the outside theycan't imagine, they don't
understand.
I do understand when you saidthat it hit home with me.
Uh, your circle of friends getssignificantly reduced because
it's it goes both ways.
It's from from your side.
For me personally, from yourside, is that you just pick your

(01:15:51):
friends carefully because youreally at least I can speak for
myself and tell me how you feelI connect only with people that
I can have a true connectionwhere I can learn from, where I
can have deep conversations.
Um, that where I I know I canhelp them and I know they can
help me.

(01:16:12):
It's at a different level andthe number of those people are
very few.
You know, really far in between, from the other side, people
look at you as this big thingand they're like I probably
doesn't want to talk to me orhang out with me.
He's, he is too fancy, is toopopular.
He probably, you know, doesn'thave time to hang out with me or

(01:16:37):
, to the point that, don't evenapproach you.
It's kind of like I rememberwhen I was a teenager, when
there was this, you know, wargoing out and there was this
beautiful girl in the club andyou really wanted to talk to her
, but you're like she probablydoesn't want to talk to me, you
know she you know, it's kind oflike that effect so or or guy,

(01:16:57):
for that matter.
So I think there, because itgoes both ways, you keep getting
, I guess, lonelier if that'sthe word to the point that I
don't know.
I'm going through thatpersonally myself right now.
And so, when you said that, andwhen you look at you know, at

(01:17:19):
longevity studies, one of thepillars of longevity is human
connections.
You know, when you look at thecenturions in the world, the
people that live hundred yearsand above, one of the main
reason and they interviewed them, and there's this Netflix show
called the Blue Zones they askedthose people hey, what is the

(01:17:40):
biggest contributor of youliving this long?
And they said connection, humanconnection I'm with people that
I love.
Connection, human connectionI'm with people that I love.
And, um, you know, it's acommunity I live in and it's and
, and the one that studies haveshown that actually reduces your
um, lifespan by 50 is beinglonely, living in loneliness,

(01:18:03):
putting someone in a nursinghome that reduces your lifespan
by 50, according to to studies,it's because they're lacking
that human connection, they'renot with people they love.
And so I decided to take adifferent approach in my life
and I was so driven.
I'm still driven.
Nothing changed in my passionfor what I do, but I tried to

(01:18:26):
lay more emphasis on that.
I try to connect with morepeople.
Uh, just take the time outsideof business to just connect with
people, with my family, with mychildren, with my wife, with,
with anyone.
That is important to me and andI think part of longevity
should be connection, humanconnection, and that's
underestimated.

(01:18:47):
It.
It almost sounds like blah,blah, blah, almost like sounds
like a fortune cookie thing, butto me that's an integral part
and I think our society, becauseof social media, keeps
secluding us from thoseopportunities.
Because we get lazy, we can seeour loved one on social media,
so we don't take the time and goand hang out with them or have

(01:19:10):
deep conversations with them,you know.
So, on that note, how do youfeel about social media?
It's, you know, being thegreatest tool in, in connection
and advertisement and, uh, takegetting your word out there and
connecting with people, withbillions of people across the

(01:19:32):
world, which was before socialmedia not possible at that scale
.
How do you feel about socialmedia?
Is it the best thing that everhappened to us or the worst
thing that ever happened to us?

Speaker 2 (01:19:44):
It's like many.
You know, the invention of firehas great things to to offer,
but also you can do well badthings with the same will happen
with ai.
I personally think, as you umtouch on, it's a great thing to
boost your personal brand.
We didn't have theseopportunities.
Now you can create thispersonal brand.

(01:20:06):
On the other hand side, I don'twant to be the slave of social
media.
They telling me I have to post10 times a day or whatever, and
now this and now this, and thencarousel this.
So I try to find a mix.
I try to.
You know, posting and usingInstagram or these tools is one
thing and mostly a great thing,but getting lost in all these

(01:20:29):
scrolling is a dangerous thing.
And when people tell me I haveno time, I always have this need
to say well, what aboutskipping the scrolling in the
evening and read a good bookinstead?
Right, and you know there'snothing valuable in most of

(01:20:50):
these postings.
It's there, of course, are somerare gems, uh, like your
instagram account.
But, um, you could.
Especially tiktok is so tricky.
You see all these fancypictures and you dopamine,
dopamine.
Yeah, so I try to reduce that.
I have, I have some kind ofsystems on my phone.
Yeah, so good.

(01:21:11):
And bad.

Speaker 1 (01:21:12):
I think it's funny about time.
You said that I really believetime doesn't come to you.
It doesn't happen justmiraculously.
I think you make time.
Time is not something you'regiven by the 24-hour period.
It's something you make and weall make choices.
And if anybody has a realmoment, an honest moment with

(01:21:33):
themselves and just count thehours in a day that they waste
on just bullshit and aimlessscrolling or watching TV or
whatever that is, I think it'sall about priorities and
priorities come.
What your want is what your goalis, what is your vision.
And you know one of the thingsabout you know, reaching your

(01:21:57):
goals is like you can't reachyour goal without having a
vision.
You know.
So first, you know.
That's what I, when I give mytalks, I start my talk with that
.
I say you need to have a visionof where do you want to be,
where do you see yourself,what's your north, what's your
why, what you're saying all thetime.
But then if you don't havesufficient amount of clarity in

(01:22:20):
how you're going to achieve thatvision and how you're going to
do that, and you don't have thebelief that you're going to be
able to do that, you're nevergoing to get there.
I mean all of that has to be inalignment.
Your belief and your clarity inhow you're going to achieve
that vision.
That really has to align.
And if it doesn't, if yourvision is so high that your

(01:22:42):
clarity and belief is really farlower, in that you're never
going to get there.
And then you're going to try itfor a week or so, and then
you're going to try it for aweek or so and then you're going
to say, well, I don't thinkthat works, and then you're
going to give up.
And that's whether in business,in life, in relationships, in
anything, in athletics, insports, and the examples are out
there.
I mean you just have to openyour eyes and look into how the

(01:23:05):
successful people are doing it.
And it's all the alignment oftheir vision with their belief
and and their clarity and how toachieve it.
And I think how do you, how, howdo we obtain clarity and how we
can do that?
And that's why I love the, the,the, the inner circle, circle
that you've established is whatyou're essentially giving the
audience, is the clarity,because that's where I think it

(01:23:29):
starts.
Most people don't even knowwhere to start and how to do it.
And then, once you obtain that.
Now you start believing youknow what.
Okay, so maybe I can do it.
So now I'm a little bit moreclear on how to do it.
Now they start believing inthemselves.
Now the fear goes away and theconfidence comes back, and I

(01:23:49):
think without those two things,you're never going to achieve
your vision.
If you have vision, most peopledon't even have the vision.
I remember when I started mybusiness, people asked me what's
your vision?
I'm like what the fuck are youtalking about?
I want to start making money.
I need to pay my debt.
I want to be able to buy a house.
I want to buy a car, I want tohave a family.

(01:24:10):
That was my vision.
But you know what that did?
That led me on a path.
At least it got me started.
And then along that path, Ilearned the stuff that is
actually important, which wetalked in the beginning, the
advice you gave your 20-year-oldself.
That's what you learned alongthat path.
But to get on a path, you haveto have whatever vision.

(01:24:33):
If your vision is to buy ahouse, great.
What do you have to do to getthere?
Well, you need a job.
You've got to be good at whatyou do, otherwise you're not
going to sustain.
And those are the basics, andit's unfair to tell a
20-year-old or a 30-year-old allthis spiritual advice.

(01:24:56):
I remember a good friend of minewho was 10 years older than me,
who was very successful.
He gave me that advice and then, immediately after he gave me
advice, he said you won'tunderstand it now and I know
you're not going to do any ofthis.
You probably think I'm justtalking a bunch of nonsense, but
it's okay, because you're youprobably are not ready yet.

(01:25:18):
You will understand it in 10years from now.
I never forget that when he saidthat, because after I said that
I was like at first I was like,wow, that's pretty cocky, you
know, that's pretty, you knowlike why would he say that?
And then I realized maybe it'strue, but whatever I'm doing now

(01:25:44):
is not working out for mebecause I'm constantly stressed.
So it stuck in the back of mymind, almost like he planted a
seed that, without me knowing,influenced a lot of the things
that I did subconsciously.
How did I learn that Later on?
I didn't know at the time I wasdoing the stuff, but later on,
looking back, I'm like thatconversation influenced me in a
positive way and I think that'swhat we can do now to give back

(01:26:06):
to plant seeds in people's mindsand prepare them for success,
and that's our, I would say,oxytocin.
That's um, you know um, to meit's, it's, it's uh, the biggest
degree of uh service.

Speaker 2 (01:26:21):
You know service is.
I mean I, I did.
I even until until today Idon't know my why a hundred
percent, so there's no stressand no force.
You know many people already dosubconsciously what is right
and what is aligned with theirwhy.
So don't?
I wouldn't do any pressure onthis.

Speaker 1 (01:26:38):
Your why changes, felix?
I believe that our why changes.
I think every stage in ourlives has a particular why
because we're developing.
We're a work in progress.
Every human being, spirituallyand professionally, is a work in
progress and therefore our whychanges depends on the phase of

(01:27:03):
life we're at.
Like I said, early in my life,my why was different, was about
reaching some level of financialfreedom or do things that I
like to do at that time in mylife.
My why now has changed so I canbe a better influence for the

(01:27:29):
people that I am around myfamily, my co-workers, business
partners, to be the best versionof myself.
And maybe in 10, 15 years or 20years, my why will change.
Maybe it will be all about youknow what?
I'm going to retire and I'mjust going to teach.

(01:27:49):
I'm going to teach my mistakesand my successes to people that
need it, and that will be my why.
It's a type of service I think.
As human beings, we came tothis world to serve primarily.

Speaker 2 (01:28:02):
That's why that gives us happiness To me a little bit
more precise.
I think your why is always thesame, but the just cause changes
.
But I need a little bit of timeto explain it.
It's the same meaning in theend.

Speaker 1 (01:28:17):
You're talking about fulfillment.
It's fulfillment and happiness.

Speaker 2 (01:28:20):
Right, right, absolutely I agree.
And things change over life andthat's good that it does.

Speaker 1 (01:28:27):
So a little 180 here here, because there's a question
that was on my mind I alwayswanted to ask you, and I you
know uh, it's a little off topicnow, but I really want to ask
you that question, which isabout the perception of
aesthetics, cosmetics, cosmeticsurgery and cosmetic changes in

(01:28:49):
Europe and how that differs fromAmerica.
I know that I grew up inGermany and it's something that
still today is a little frownedupon.
People doing plastic surgery,cosmetic surgery.
There's this heavy, heavyjudgment in the general

(01:29:10):
population on this topic InAmerica, even though there still
is obviously some population,but mostly it's accepted because
of Hollywood, celebrities andsocial media.
Now that's made it so normaland I speak to some of my German
colleagues.
They're like they don't evenallow us to post anything in

(01:29:31):
regards to aesthetics.
And they're frustrated.
How can I promote my business,how can I showcase what I can do
if I'm not allowed by theorganizations, by the medical
societies here in Germany, toshowcase, uh, what I can do,
which?
Speaks for the severeconservatism in the system.
So what do you think is thereason for that is?

Speaker 2 (01:29:56):
uh, the number one question I get from every single
patient is although the numberone concern is, but make sure it
looks natural, so that's thenumber one concern people have
over here.
Why do you think over?

Speaker 1 (01:30:07):
here?
Why do you think they say that?
Why do you think they say that?
Why are they so concerned?
I mean, of course it's normal,like everybody wants to look
natural, I'm not talking aboutthat but why this fear?
Do you think maybe they'reconcerned about judgment?

Speaker 2 (01:30:23):
It's mainly about the culture.
We here in Germany andSwitzerland it's the same with
wealth.
We don't show.
We most people don't want toshow their wealth.
Uh, and why?
We don't like people who aredifferent or have the head above
others in whatever directionand reason.
So, uh, while in us you gethigh five when you have a roger

(01:30:44):
royce or a ferrari, whatever,and you've made it.
It's different here why is that?

Speaker 1 (01:30:51):
why do you think that is?
It's been always on my mindmaybe I'm just guessing.

Speaker 2 (01:30:58):
You know that's a very deep question but maybe
because the ones who US ismainly are built by people who
embarked on a journey to thiscountry and built US right A lot
of Europeans.
So I would say the people whohad the courage and bravery to

(01:31:19):
go on this journey are a littlebit more confident, have a
little bit more self-esteem anda little bit more driven and
ambitious and in in that that inmany regards and they want to,
you know, they have this dna inthem in themselves, while where
the people with, uh, weak feetstood here in europe and we all

(01:31:42):
more or less created out ofthese more conservative and
anxious people.
Could that be a reason?
I'm just guessing.
I have I never questionedmyself why it is yeah, it's
interesting, you know, maybeit's a wild theory.
Right, it's a wild theory yes,um, I remember, um.

Speaker 1 (01:31:59):
First time I came to the states I was 16 years old
and I was so intrigued by this,almost this freedom that these
people had here to say what theythink, do do what they want,
not not caring about otherpeople judging them.
Yeah, um, that it was sointriguing.
When I went back to germanythat summer I told my dad I'm

(01:32:22):
like I want to live in america.
And, and he goes, why would youdo that?
You know, like everything here.
My dad was a successfulphysician.
He said you can take over mypractice and everything was laid
out on a red carpet.
He's like why would you do that?
Why would you go through this?
I said I don't know.
I just don't feel inspiredliving here because everything

(01:32:48):
is so repressive.
It's almost like people don'tlike you to succeed.
If you succeed, they're soenvious and it's almost like you
feel guilty.
I don't want to live feelingguilty, and so I don't know
where that comes from.
Maybe it has to do with maybeAmerica is extreme and maybe

(01:33:10):
Europeans are normal.
Maybe that's how it's supposedto be.
But when you look at how humanshave evolved, how we have
progressed, the one thing thatled to progression of science,
technology and our society ispeople stepping outside of the
box and not caring, thinkingdifferent, like Steve Jobs says,

(01:33:32):
not caring what others think ofyou.
And aesthetic industry is kindof like the microcosm.
I feel it's a microcosm of that.
So how did you get away fromthe general medicine and what
made you build up the courage togo in aesthetics in a country

(01:33:54):
that most people don't know ismuch harder than here in America
?

Speaker 2 (01:34:00):
Yes, back then, it's 25 years ago.
It was very at the beginningand I, you know, I'm not an
intellectual guy, I don't.
I'm not a researcher orscientist.
I'm someone who likes to buildand create, and that's also
meant with my hands.
So I like to do skin surgery, Ilike to do these flaps and

(01:34:21):
graphs and faces and therefore Ialso like to do aesthetics.
I always was driven by shapingsomething and creating something
where I'm proud of somethingtangible.
I think that was my motivationand I think in general, I'm
fearless.
To be honest, I think I'drather be a good fit for US and

(01:34:42):
I would feel comfortable livingin US.
I think, for my personality,I'm more like you guys over
there than being a fit here ineurope.
I love europe, I loveswitzerland, don't get me wrong
but sometimes I have thisfeeling I should be somewhere
else to uh, to have some morelike-minded people around me
well, maybe you can help umbusting the myths in europe

(01:35:06):
through your work and showingthat it's everything we do is
about giving people self-esteemand self-confidence.

Speaker 1 (01:35:12):
Yeah, yeah, definitely you know we're really
self-esteem doctors.
You know we're not Okay.
Last question I know we're anhour and a half into it and you
know I don't want to take muchof your time and I know you're a
busy man, but, um, is there aquestion I should have asked and
that I didn't ask?

(01:35:33):
I always ask that question atthe end there will be so many
questions.

Speaker 2 (01:35:37):
I mean, we could talk for hours and days pick the one
question that you feel like Ishould have asked you, but I
didn't ask um, okay, I askedrichard branson this question um
, if the sky is a big, bigbillboard and every human, every
plant and every um animal cansee this billboard and you can

(01:36:00):
put a message up there, whatwould that be?
And he said all we need.
Now you can ask me thisquestion and I'll give you my
answer.

Speaker 1 (01:36:12):
Okay, that's my question.

Speaker 2 (01:36:14):
The billboard question.

Speaker 1 (01:36:14):
Yes, what would your billboard say?

Speaker 2 (01:36:19):
If anybody can see it .
Invest in memories.
What's that?
Invest in memories?
Invest in memories.

Speaker 1 (01:36:24):
So have you taken steps already.

Speaker 2 (01:36:27):
Oh yes.

Speaker 1 (01:36:28):
And what are those?

Speaker 2 (01:36:31):
Well, I'm stepping out of the operations.
That being said, I currentlyhave the mornings off, so I do
cycling in the morning orexercises and have some time for
reading and self-reflection.
I've never booked so manyholidays than this year, so I'm
traveling almost the entire yearlooking forward to that.

(01:36:52):
Uh and um, meeting more of myfriends and being more connected
with them.
Uh, and I have the veryconcrete plan to continue with
that wonderful.

Speaker 1 (01:37:02):
So who are?
Who are the people that aremost meaningful to you in your
life, that you like to connectwith?

Speaker 2 (01:37:10):
my very inner circle your inner circle maybe five
people, but I, you know I like.
I respond to every message onevery channel, I'm approachable
and all the inner circle peoplecan tell I spend time with them.
So I'm not arrogant, amazing,distracted or not approach
amazing but I have a very smallinner circle and these people

(01:37:31):
are important to me.

Speaker 1 (01:37:32):
Amazing, On that note .
How can people get in touchwith you?

Speaker 2 (01:37:37):
Well, my main channel is Instagram.
Yeah, I would say Instagram.
I'm also on LinkedIn.
We have a webpage.

Speaker 1 (01:37:44):
So Instagram is at Dr Felix Bertram.
So for those of you want to getin touch with him and um felix,
thank you so much.
Uh, this was I loved ourconversation and I hope we'll
get to talk a lot in the future.
Um share ideas and you knowyou're certainly an inspiration
not just to me but to manyothers, and I can't wait to see

(01:38:09):
great things, greater things,from you, and I will be
following you closely thank youthere.

Speaker 2 (01:38:14):
It was amazing conversation, interesting
questions.

Speaker 1 (01:38:17):
You're great host, thank you so much, thank you so
much, bye, bye bye all right,everyone episode's over.
I hope you enjoyed myconversation with the one and
only Dr Felix Bertram, andplease don't forget to leave me
a review on Apple iTunes or acomment on Spotify podcast, and
I hope you join me next time.

(01:38:39):
Bye-bye, we'll see you nexttime.

All Episodes

Episode Transcript

Popular Podcasts

On Purpose with Jay Shetty

Dateline NBC

24/7 News: The Latest

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}From Clinics to Cuisine: Felix Bertram's Multifaceted Life

Episode Transcript

Popular Podcasts

.css-r6mb8g{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:1;overflow:hidden;}On Purpose with Jay Shetty

Dateline NBC

24/7 News: The Latest

All Episodes

From Clinics to Cuisine: Felix Bertram's Multifaceted Life

On Purpose with Jay Shetty