February 23, 2026 • 49 mins
👉 Ready for the next step? Book a call: https://program.www.entremd.com/callÂ
How do you go from physician to CEO running a thriving practice on your terms?
In this EntreMD Business School Open House, I walk you through how real doctors have built multiple seven-figure practices, reclaimed their time, and created freedom in their careers. You’ll hear the strategies, systems, and mindset shifts that make it possible and see what life can look like when you step into the physician CEO role.
Tune in and get inspired!
Key Takeaways:
- (00:00:00) Intro
- (00:00:38) The physician vs. entrepreneur mindsetÂ
- (00:04:25) The EntreMD Business SchoolÂ
- (00:12:33) The 4 pillars of physician successÂ
- (00:29:52) Embrace the alternative realityÂ
- (00:35:30) Addressing common misconceptions and concernsÂ
- (00:42:23) Investing in your best asset: yourself
- (00:45:24) OutroÂ
Additional Resources:
- Learn more about my 12-month program.Â
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The 7-Figure Physician CEO" book.Â
When you are ready to work with us, here are three ways:
- Â The Profitable Private Practice Movement - If you want to build a thriving private practice that serves a lot of patients, while creating time and financial freedom for you, come join us here.Â
- EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
- EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.
To get on a call with my team to determine your next best step, go here ...
Listen
Watch
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
Challenging times have almost always historically
produced great innovation.
We have the opportunity to takewhat is a very challenging time
and make it something that makesus the best version of
ourselves, puts us in the bestpossible position.
If we do things the way we'vealways done them, we will be out
of luck.
SPEAKER_00 (00:19):
Hi Docs, welcome to the OnCham D podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you can havethe freedom to live life and
practice medicine on your terms.
I'm your host, Dr.
Mnet.
SPEAKER_01 (00:38):
As physicians, we have kind of been taught, you
know, do good medicine andeverything else will work out.
But it's not a thing that worksanymore, right?
And if we look around, we seethat.
We see the pressures, we see thechallenges, we see the burnout,
we see the loss of autonomy, wesee what's happening in private
practices, we see what'shappening all over.
But there is a way out, right?
(01:00):
In the very beginning, the veryfirst entree MD Live that we
hosted, I shared this model, andthat's what this is.
And if you look at, forinstance, basketball players,
it's the same model theyobserve.
Okay.
And this is what it is.
There is you, the doctor, andthen there's the business, and
then there's the empire.
A lot of times we do the doctor.
(01:20):
So we're the doctor, we get thetraining, we know how to take
care of patients, and that's it.
And this should take care ofeverything.
It doesn't really work that way.
Same way with a basketballplayer, if they just came and
played basketball and theydidn't observe the laws of
business, the endorsements, therelationships they could build
and all of that, they will befresh out of luck.
They will be, right?
And so entrepreneurship is agreat equalizer.
(01:42):
Entrepreneurship is what givesus, puts us back in the driver's
seat, gives us back control.
This is what puts us back in aposition where we can call the
shots, we can be the leaders, wecan determine our own destiny,
if you will, as far as ourcareers go.
And yes, we did not get abusiness education, but that is
not a problem anymore because wehave access to a business
(02:04):
education now.
And that's what we're here totalk about.
Now, I started talking aboutthis in 2016.
EntreeMD was launched in 2018.
The Entree MD Business Schoolwas launched in 2020.
And it has been such, it's likeone of my life's greatest honors
to watch doctors makeunbelievable transitions.
The circumstances had notchanged, but they had changed.
(02:27):
And to watch somebody go fromemployed physician to running a
thriving practice, go fromemployed physician to deciding
I'm an entrepreneur and they'renegotiating like bosses.
And so now they're practicingmedicine on their terms and
earning on their terms, to watchdoctors like who've been told,
oh, you know, you're a disgrace,you can't, you can't even, you
know, produce the RVUs and allof these things, go on to start
(02:48):
their own practices across it.
To watch people who've been inprivate practice for 10 years
and then come back and theystart having their best years
ever.
They're able to take two monthsoff, all of these things.
It's been such a game changer.
But for years, I've watched itand I'm like, how can we show
everybody what is going on here?
Like, how can we do that?
And for the first time, we'reable to do it in a way that is
(03:09):
closer to what I've alwayswanted to do, where you get to
hear the stories, where you getto see the data and all of that,
and then you can come to yourown conclusions for yourself.
Now, I want to be very clear,we're not here to do a hard
sales pitch or anything likethat.
We are here to show you what ispossible.
Now, for some of you, you willthen decide, oh my goodness,
(03:31):
it's possible.
It's in this container, all ofthat stuff.
I want to come join you guys,and we will tell you how to do
that.
But whether you join us or not,what I want you to think about
is what is commonly accepted inthe physician community does not
have to be.
There's an alternate reality,things can be different.
And I want to invite you toembrace that.
(03:53):
Things can be different.
It doesn't have to be the way itis.
Think about the top threechallenges you have in your
business right now, whetheryou've started and you're at
multiple millions, like some ofyou are, or you're just about to
start, whatever that is, I wantyou to think about it.
It does not have to be this way.
Okay.
All right.
So I'm gonna walk you throughsome of the data, some of the
(04:15):
stories, all of those things,but I want you to really lean
into this.
And these are not made up, theseare reported by the doctors
themselves.
I want you to see this, okay?
This is the entrepreneurbusiness school.
The way we think about it is aseven-figure and eight-figure
physician CEO mastermind.
And so this is for physicians,this is for physicians who are
entrepreneurs or committed tothat journey of
(04:38):
entrepreneurship, who arecommitted to building businesses
that help a lot of people whilegiving them the freedom to live
life and practice medicine ontheir terms.
So there is nothing we do thatis set up in such a way that you
have to sacrifice your life orsacrifice your family in order
to build a business.
We build this on the fact thatyou can have it all.
(05:01):
Okay.
Now, to have it all, you have toplay a different game, but you
can have it all.
Okay.
And we don't teach business.
We're not looking to give youanother certificate, even though
it turns out we are going to dosome certificates this year.
But it's not about giving youcertificates, giving you
knowledge, giving you expertiseof a curriculum as far as a
(05:22):
knowledge base.
We help you install operatingsystems in your businesses so
that you can produce scalable,profitable physician-owned
businesses.
That's what we want.
So we're huge on implementation,we're huge on your
transformation, we're huge onall of that.
This is the on-trained businessscore.
(05:42):
Now, let's look at what ishappening.
Okay, let's look at what ishappening.
And I want to remind you, Ialways love to remind physicians
of this.
You went through one of thehardest training paths on the
planet.
Okay, one of the hardest.
And you did it.
Most medical schools have anadmission rate of one to three
percent.
Okay, you figured out how to getin there, you figured out how to
(06:05):
graduate, you figured out how togo through residency.
For many of you, figured out howto go to fellowship.
So you being brilliant, that's agiven.
You being dedicated, that's agiven.
The thing is that we got onepart of our education, which is
the clinical side, and we gotnothing about the business side.
And somehow, because we'rereally smart, we were convinced,
(06:26):
like, oh, you can figure it out.
Okay.
But if you couldn't figure outmedicine, you also cannot figure
out business.
We see people trying to figureout medicine and we see how
that's working.
Okay.
So you may be in a positionwhere you find yourself working
harder, but the revenue doesn'tquite reflect it.
And maybe the revenue reflectsit, but the profit definitely
doesn't reflect it, right?
(06:47):
You may have a team.
So I have a team, I have a bigteam, but it's so challenging to
lead the team.
It's so challenging to get thebest out of your team.
It's so challenging to get therock stars to function the way
you want them to function.
It's really challenging.
So the more team members youbring on, the more pain it is
because your profit margindisappears and you have more
(07:09):
work, not less work, right?
Or maybe you're like, I wantgrowth.
Maybe you've set a goal, you'veset it for three years in a row.
This is what I want toaccomplish, but you do not know
how to get there.
You can know business the sameway you know your ACLS algorithm
or for my my P's people, yourpals algorithm, where there's an
algorithm, like if this is doingthis, do this, right?
(07:31):
And you can know that.
So it's not that you're failingas an entrepreneur.
It's just that you don't havethe playbook.
Okay.
And we're going to talk abouthow that changes today.
Okay.
You just don't have theplaybook.
There's nothing wrong.
There's nothing wrong with you.
There's not nothing, nothing atall.
Okay.
Now, let's look at the cost ofinaction because sometimes
people say, well, you know, I'llfigure it out or I'll think
(07:53):
about it next year or I'll thinkabout it.
And there is no time like thepresent.
One of the things that, youknow, has created a lot of the
successes that I have is theability to be decisive and to go
into action mode, like asquickly as possible, because
we're burning daylight.
Like, you know, we're burning2026.
Look at it.
(08:14):
We're already on the 16th ofFebruary as of this recording.
Like, think about it.
It almost feels like the newyear as was yesterday.
But here we are.
Okay.
So every year that we functionin our businesses without a
proven business system, it costsus.
It costs us a lot, right?
And so it costs you the timethat you wouldn't get back.
(08:35):
And you see some of the resultsthat the doctors in the
entrepreneurial business schoolare getting, and you ask
yourself, like, what is itcosting me if I do not have a
proper business system, right?
It costs you the time, it costsyou the revenue you could be
earning already.
It costs you the peace of mind.
There's so much mental clutterwith not knowing what to do.
When you know what to do, it isa beautiful place to be in
(08:57):
because even when you havechallenges, you look at the
challenges, you run thediagnostics, you're like, okay,
this is what it is, this is whatneeds to happen, and you could
go about your way, knowing youknow what to do.
Okay.
All right.
So this was a very interestingnumber.
You know, when we when we gotthe the surveys back and all of
that, the average growth per EBSmember.
Now, of course, this is average,right?
(09:18):
Is$390,452, which is which ismind-boggling to me, but
accurate, right?
So again, we we're always like,this seems like an alternate
reality.
And I'm glad that I get to sharethose numbers with you guys.
Okay.
All right.
So let's talk about the schoolitself.
School is a performance, like ahigh performance environment for
(09:40):
physician CEOs.
So it's not a course, it's not aweekend workshop, it's
definitely not a thing like, youknow, let's just try this.
That's not what it is.
It is a 12-month performanceenvironment for physician
entrepreneurs who are ready tobuild seven and eight-figure
businesses.
And it doesn't matternecessarily where you're
starting for from if this isyour intent and you're committed
(10:02):
to doing the work, right?
So you're it's your intent,you're committed to getting the
work done, and you arecoachable, like you're willing
to learn, you're willing tochange, you're willing to try
new things.
Okay.
So what do we have there?
We have proven strategy.
The entream d business school atthis point has been around for
almost six years.
It'll be six years in July.
And we've served hundreds ofdoctors getting really wild,
(10:25):
wild results, right?
And same thing with me assomebody who is a mentor in the
community, wild results over thelast 15 years as an
entrepreneur.
And then fierce implementation.
So sometimes people say, Well, Iknow that.
And I'm like, oh, asentrepreneurs, it's not about
knowing at all.
Like literally, you can createno change in your business by
(10:48):
knowing.
The change in your businesscomes from doing.
And so what we are big on ishelping you implement.
And for those of you who are inthe entrepreneurial school, you
will even see some changes thatwe've made to something that is
already great to make it greaterso you can implement even more.
Okay.
So every concept is installed,installed through structured
(11:10):
sprints that produce measurablebusiness outcomes.
Okay.
And we'll talk a little bit moreabout that.
So you have the proven strategy,you have the implementation, and
you have a supportive community.
I am yet to see a community inthe physician space that is as
supportive as the on-trainedbusiness school, where people
will have the biggest challengeand they will live those
(11:31):
challenges out in front of theirclassmates, navigating, working
out the solution.
So literally, your classmatesare masterclasses of what to do.
Somebody will say, Oh, I did,you know, I had I crossed the
seven, I crossed the milliondollar mark in my business, and
this is exactly how I did it.
They're not ashamed of sharingtheir triumphs, they're not
ashamed of sharing their trials.
(11:52):
So you learn so much from yourclassmates and they open doors
for you, they connect you toother opportunities, they refer
to you, they challenge you tokeep moving forward and to do
things you never thought you'lldo.
In fact, we had a doctor who wasat one of our retreats.
And while she was there, theother coaches in the group are
(12:13):
like, you are charging toolittle.
You really need to raise yourprices.
She walked away from that place,she raised her prices, and she
went all in on making offers,and she had her first$91,000 a
month.
Like, if you can think about it,really insane.
It's not just rah-rah, butpeople challenge you because
they know what you're capableof.
(12:33):
Now, we don't focus on a lot ofthings in the business school.
We have, we distilled it down.
Like, what are the things thatphysicians have to understand if
they're going to thrive?
And what are the things that areuniversal?
Whether you are starting at youor you are trying to get to
eight figures, what are thethings you must get?
(12:55):
Right.
And so what you'll find outabout the on-trained business
school is it's been around forfive and a half years.
And the people who've been inthe school for five and a half
years, why?
Because they keep running repsand getting better and better at
these core concepts, which arethe concepts that make every
business work.
So the first pillar is theseven-figure CEO.
And when we talk seven, it's iswhat we're adopting as the
(13:17):
floor, right?
Like so that doesn't mean sevenis the cap.
It means seven is the floor.
Like this can take you to seven,this can take you to eight.
Okay, so the seven-figure CEO,and this is really around the
identity.
I know nothing works till thisworks, right?
So where you make thattransition from physician to
physician entrepreneur is notthe same person.
(13:39):
You may have heard me say thisthat if a physician has never
run a successful businessbecause it's not a physician who
does that.
A physician entrepreneur does.
So how do you strategically makethat this?
How do you make that transition?
How do you become the person whomanages their time as a
seven-figure CEO?
How do you become the personwho, you know, is able to set
(14:01):
goals as a seven-figure CEO?
How are you the person that hasthe mindset and the habits of a
seven-figure CEO?
These are all transitions wemust make.
Otherwise, you might findyourself as a physician who owns
a business, right?
And it will be a struggle to winat that business.
Okay.
The second thing we look at isthe seven-figure brand.
And I'm not talking about logosand colors and all of that, but
(14:23):
it's what is the engine thatmakes you the number one option
in your market?
How do you position yourselfthat way, right?
And I'll show you some thingsthat we do under that, but how
do you position yourself as theonly option?
And so because of that, we haveour students on the biggest
stages.
We have them as the preferredreferral sources for the biggest
hospital systems.
We have them, you know, asdesired speakers, desired, you
(14:47):
know, practices and all of thosethings.
In fact, there's a medicalpharma company that was training
its speakers, and there were 200docs there, and six of them were
EBS people.
They do this stuff, right?
And it's just phenomenal to see.
So huge influence and not to beinfluencers to have likes and
(15:07):
clicks and the no, it isinfluence that produces impact
on revenue.
That we're the we're that's whatwe're about.
We're we're we're no fluffcompany, okay?
And the third pillar is theseven-finger revenue generation
system.
Again, I want you to think aboutthis as ACLS or PALS because
this is an algorithm.
How do I create revenue?
(15:28):
And it's not a wish and a hope.
It is a system, it is astrategy, it's an algorithm, and
you can run reps on it and youcan control how much you make,
right?
Okay.
And one of my favorite is theseven-figure team, right?
This is what exponentiallyincreases your impact,
exponentially increases yourrevenue, exponentially increases
(15:49):
your time off, which is aphenomenal thing.
Those three things arephenomenal, but it is a
seven-figure team that deliversthat to you.
If you do not have the team thatcan support you at that level,
you can't pull it off.
And you'll see what our peopledo with the growth of their
businesses and time off and allof that.
Okay.
These are seven pillars, thosefour pillars you never graduate
(16:11):
out of.
You never outgrow, as long asyou're still growing, you never
outgrow the need to work on youridentity.
Like I am in the middle of ahuge identity shift myself right
this moment, right?
You don't outgrow that.
You don't outgrow the brand.
You don't outgrow the revenuegeneration system.
You don't outgrow theseven-figure team.
You just get better and betterat it.
(16:32):
You run reps and you becomebetter.
And the better you get at it,the bigger your business gets,
and the more time and the moreimpact you have, and the more
time off you have, and the morerevenue you have, right?
So you never, you never graduatefrom these things ever, ever.
Okay.
All right.
Now, here's the big thing,right?
How do we turn the strategy intoresults?
And here is where EBSRs, we'rerolling this out in March.
(16:55):
You're gonna be so blown away.
Okay, so blown away.
So we've always done this, butthis is the way that we're doing
it now.
We want you to acquireknowledge.
So I do a lot of teaching, a lotof training, a lot of all of
those things.
But the purpose of the knowledgeis not to know.
I am never teaching for anybodyto know.
I am teaching for you to know todo, right?
(17:17):
Because that is where the rubbermeets the road.
That is where the transformationhappens, that's where all of
those things take place.
And so what we've built into theArm Traum D business school,
we've always done monthlychallenges, but this is a whole
other level.
And we have these monthlysprints.
So I want you to think about it.
If you think about the fourpillars that we looked at, they
all have three components underthem each.
(17:38):
So that's 12 different things.
And once a month, we're takingone aspect.
Okay.
So this is the monthly sprints.
We take one aspect, we're doingfocus training on it.
And then you have a singleworksheet that is your
implementation guide.
So your job that month is to putin enough reps to master this
concept, right?
(17:58):
And so you're taking action onit, and then we're going to
measure the results afterwards.
And what this will do is it willput you in a position where
every four weeks you aredifferent and your business is
different.
This is the goal.
This is what we're after.
Because if you can do that, thenat the end of 12 months, imagine
where you will be.
Okay.
(18:18):
So every week in the UntrainedBusiness School, this is what it
will look like.
For every month, week one, we'redoing the tactical training on
that core, that core conceptthat we need to master.
The second week, you'd have hada week to practice, and we're
gonna come in, we're gonna do QAon that same concept.
Okay.
Now, there are two things wedon't change.
Okay.
So week three, we're working onRevCon.
(18:40):
And RevCon, we come andtroubleshoot your revenue.
This is my revenue goal.
This is where my revenue is now.
This is what my constraint is.
And then we come in and wetackle the constraints.
What is the purpose of theRevCon?
Get the constraints out so youcan go hit your revenue targets
and so we can celebrate.
Okay.
So, regardless of what trainingmodel we're working on, we will
(19:02):
always come to the revenue.
Why?
Because businesses serve andearn and we don't take our eyes
off the revenue.
Okay.
And on the fourth week, we'redoing our reinvention by
imagination, which is really oursignature system for identity
upgrades.
Why?
Every time you upgrade youridentity, your business changes
every single time.
Every single time.
And so this is what we do.
(19:24):
Like we're not playing, we'renot doing cute things.
No, this is built to push youalong.
So every single week you aremoving forward.
And we don't play on thesecalls, we work on these calls,
okay?
Every single and we do it everyWednesday at seven o'clock.
So that's that's what happensevery single week.
(19:44):
Okay.
Now let's look at some reports.
Okay.
So we looked at, you know, 47actually, 47 doctors from the
on-training business schoolfilled out this survey, and we
were looking at what's going on.
And this is like super highlevel, the results that are
there, which are like somind-boggling and so phenomenal.
So as a group, the aggregaterevenue growth 267%, okay, in
(20:07):
2025, which is pretty nuts.
Average individual revenue goal.
So again, this is on average90%.
So almost double on average.
On average.
I have to remember we haveentrepreneurs there.
We have people starting out inbusiness here.
So this is the average.
Net promoter score, 88.4%.
Now I have to explain this one alittle bit because the net
promoter score is not apercentage.
(20:29):
Okay.
It's not a percentage.
So to put this in context, thenet promoter score for Apple is
61.
The net promoter score forDisney is 38.
It's not a percentage, right?
And so 88.4 is like world-classloyalty.
Okay.
Average revenue, where you lookat the average of the room,
(20:51):
773,000.
Again, remember, we haveentrepreneurs who are people who
are working their jobs and doingwhat they do.
And this one made me reallyhappy.
74% of the doctors who arephysician entrepreneurs took at
least two weeks off.
And you'll see the number whotook off at least a month, and
you'll see the number who tookoff three months.
(21:12):
I'll show you that in a littlebit.
And so are they giving up theirlives to build these businesses?
No, they're not.
They're not.
72%, you know, gave a perfectscore 10 out of 10.
Another 16% gave nine out of 10,which again, it speaks volumes.
Okay.
All right.
Let's go to the next slide.
All right.
And, you know, you would say,well, why do the doctors just
(21:35):
stay?
Why do they keep staying?
We have people from the 2020cohorts who are still in the
school.
Because what we've seen is likeanything else, like fine wine,
the longer you stay, the moreyou grow.
Why is that?
Because the people in theentream day business school are
they in a growing container.
There is no 90 day period wherethe entream day business school
(21:58):
is exactly the same.
It's not a Set it and forget it.
We're constantly making itbetter.
I, as the leader, I investheavily in myself.
And I'm not telling you to dothis, but the minimum I have
ever invested in myself since Istarted this is 100,000 a year.
Getting coaching, upgradingmyself, transforming myself.
Why?
So I can take people furtherfaster.
(22:21):
Okay.
So we give at the highest level,we train at the highest level.
And we know when people put thereps in, the results show.
In fact, at our last visualretreat, I was sitting with a
number of the doctors who are inMBS had who had been in, at
least, most of them had been atleast, you know, three to four
years thereabout.
And they said, Dr.
(22:41):
Una, how do we let the rest ofthe school know that a year is
not enough?
Like a year you're going to getwild results because there are
people who cross theseven-finger mark in a year and
15 months and 18 months.
Like we we've seen things likethis over and over again.
But they're like, but if you canstay learning and growing and
putting in the reps and all ofthis stuff, you'll be so
(23:03):
mind-boggling where you findyourself.
And I was like, yeah, we have tofigure that out, right?
We have to figure out how to letthem know.
Okay, so 2025 cohort.
And this cohort, this includespeople who joined in December of
2025.
Okay.
But this is everybody for 2025.
Average, 214,000, then 300,000.
And this is average, okay?
(23:23):
Not highest earners.
525, 882, 1.1 to 2 million plus.
Pretty crazy.
Pretty crazy.
And the net promoter score isabove nine across all cohorts.
Okay.
So this is not about a quickfix.
This is about transformation.
(23:43):
It's about being in a growthengine.
It's about going from one levelto another.
Again, pretty mind-boggling.
Okay.
All right.
So a few docs here.
This is Dr.
Panico.
She is a rheumatologist andpre-revenue when she started.
Multiple seven figures now.
I've been in the program forthree years, 10 out of 10,
(24:04):
satisfaction.
I want you to hear the words.
Scaling with less fear than if Ididn't have the background
knowledge that I have from EBS.
My dreams are bigger.
They're bigger, and I'm muchless afraid.
And she says, I'm afraid toleave because of the support and
accountability keeps me going.
I love the dedicated timetogether.
Seeing my friends do amazingthings pushes me further.
And she says, You will find away to make the time and pay the
(24:27):
cost.
I teach my kids about things Ilearned in EBS.
So incorporating the learninginto my family.
We talk about EBS Junior all thetime, all the time, knowing that
as you change, your entirefamily changes.
Pretty wild.
Pretty wild.
This is Dr.
Moyer.
She is an OBGYN.
She has a cash pay practice inTexas.
She is so amazing.
(24:47):
She rejoined the entrepreneurbusiness school in 2025, in June
of 2025.
And she says, these are herwords, 2.5x my revenue in the
first six months of being in theentrepreneur business school,
made back my investment in thefirst 30 days, 10 out of 10
satisfaction.
And she was like, I'm shocked byhow much she challenged me
outside of my comfort zone andyielded huge returns.
(25:10):
It is always working, which issomething we always say in the
entream D business school.
Sometimes it seems like it'sworking, sometimes it seems like
it doesn't, but it's alwaysworking.
And she says the entre MDBusiness School puts you in a
community with like-mindedphysicians who mirror what is
possible and encourage you asyou reach for your goals.
Investing in yourself is thebest return on investment.
Okay.
So huge, huge.
(25:31):
Dr.
Ishman, she's a physician coach.
She's unbelievably amazing.
Unbelievably amazing.
Okay, so her story is so funbecause she says, I did$100,000
in the first 10 months of 2025.
And then in the last two months,I did 270,000, like in two
months, right?
And she said, I made myinvestment six times over in my
(25:53):
first six months.
I want you to think about that.
That's pretty crazy.
I love the way she's thinking.
She says, before being in thebusiness school, I was building
a one-on-one coaching firm.
Now I'm building a company thatwill change the lives of
academic physicians by improvingtheir onboarding and ongoing
academic careers and a CME armand employ physician coaches and
be a business I can sell in fourto five years.
(26:14):
Can you feel the identity shifthere?
Right.
So this is not from tactic orstrategy.
This is an identity shift,complete shift.
So wild.
Okay.
Dr.
Karen Kaufman, she's been insince 2020.
She just celebrated her fifthyear or sixth year in private
practice.
So this, of course, was beforethat.
And she says she was employedwhen she joined.
Now multiple seven figures, beenin the program for five years,
(26:36):
10 out of 10 satisfaction.
Before EBS, I did not have thetools to know how to build a
successful business.
And now I'm leading a team withmultiple physicians and leading
a multiple seven-figure company.
I didn't know who I could becomeor what I was capable of doing.
Again, do you hear that identityshift?
So this is why we have all thosepillars.
You making the transition fromphysician to physician CEO, you
(26:59):
building this dominant brand,you understanding how to create
revenue, you building thisprofitable team.
These four things, this is theframework, right?
And we work it.
It's not about knowing theframework, it's about working
the framework, right?
And having the mentorship, theaccountability, and community to
do it.
This is what she says about EBS.
It's an investment, not anexpense.
And that's a huge, huge, hugething.
(27:20):
The amount you will learn andthen will implement will
generate revenue to cover theamounts you paid and then some.
Okay.
All right.
So this is the way the doctorsthink about this.
And she's been in since 2020.
Dr.
Saralta, she's so amazing.
She is a dermatologist, aveteran private practice owner.
She joined in 2021.
And actually, I think I can saythis because she said it
(27:40):
publicly, and it was her 50thbirthday present to herself.
And on her birthday, she signedup and joined the business
school.
I remember her celebrating herfirst seven-figure month.
Like, so wild.
You think about it.
Her first seven-figure month,2025, she took two whole months
off, satisfaction nine out of10.
And, you know, it's put in aposition where it's allowing her
(28:01):
to work on the business and notin the business.
I think she works two, two and ahalf days, somewhere around
there.
And she's like, I'm morepurposeful with my time when I
have time with my family.
I plan ahead.
I have more quality time with myfamily.
And again, this is the reasonwhy we talk about this
transition from physician tophysician CEO.
We show you how to manage yourtime.
(28:21):
We show you how to build a CEOcalendar so that you can build
the life that allows you to haveit all, profound impact, time
freedom, financial freedom.
We want you to have all of it.
And she says EBS can be as muchas you want it to be.
Even if you take 10 to 20% ofall the wisdom, you'll
significantly improve.
Because sometimes people say, Ican't do everything.
(28:41):
I don't know anybody in thebusiness school who does
everything, right?
They don't do everything.
But the thing is beingcommitted, giving it your best
shots, going all in, right?
And you'll be surprised where itwill take you.
Really surprised.
Dr.
Toomer, Dr.
Toomer is so amazing.
She's been in since 2021.
These were initial numbers (28:57):
613% growth in one year, 467% patient
volume.
And she is somebody who valuesher time with her family.
She values her dream life.
She took three months off, okay?
In 2025, she took three monthsoff.
And she, you know, she talksabout the confidence in her zone
of genius.
And you would think anentrepreneur would talk about
(29:20):
like she did the revenue, shedid all of these things.
She did the impact, but she'slike, time for my family and
time for my health, right?
Time for my family, time for myhealth.
So she says there's no way todescribe the growth provided
until experienced, right?
Until experienced.
The sense of family and constantlearning and growth keep me
coming back.
(29:40):
Just unbelievable, right?
What is what is going on, right?
Okay.
So before we continue, righthere in the comments, right?
I want you to think about itthis way.
We have the opportunity to livein an alternate reality.
And that's what these doctorsare experiencing in a time when
burnout isn't on at an all-timehigh, when a time when private
(30:02):
practices are shutting down likeflies, a time when, you know,
for the ones that are notshutting down, for some of them,
yes, they're doing the 3million, 4 million, 5 million
revenue, but it's like zeroprofit, like nothing is really
happening there and the level ofstress and all of those things.
And I want to invite you, likebefore we go any further, to say
yes to the alternate reality.
(30:23):
To say yes, like I'm gonna makethis alternate reality my new
norm.
These are the doctors' words.
None of these things aredoctored.
These are things that they saidby themselves.
So moving along here, and theseare some things, and I just
picked these because this is intheir words.
And I really want you to hearthis, right?
And I picked these because a lotof times, you know, there's
(30:45):
concerns, even for the doctorswho are in the school, like,
what if I don't have the time todo this?
What if this is not the righttime?
What if I can't afford to investin myself?
What if I don't think I can pulloff the results?
And I really want to, you know,pull out words, like their own
words, for you to see, huh, thisis interesting.
Okay.
So when it comes to time, and Ididn't ask them these questions.
(31:09):
This is just based on, you know,what would you say to someone
who's thinking of joining?
Or what is the thing that shocksyou the most about being in the
school and all of these things?
So when it comes to time, thethings they said around that,
and I didn't put any names herebecause the entrepreneur
business school is really a verysacred space.
People really share and peopleare really vulnerable.
And I try to respect that.
(31:29):
But these are their words.
It says it's total, totallydoable, even for a mom with
responsibilities.
Okay.
You learn shortcuts that helpyou reach your goals faster.
So when people tell me, I don'tthink I have the time to do EBS,
and I'm like, then that meansyou need it.
Because one of the things we do,it's a core thing, is we help
you get your time back, right?
(31:49):
We've been taught to sacrificeeverything and have no time for
ourselves and all of that.
We don't subscribe to that.
Okay.
This other doctor said, I didn'tlose time.
I stopped wasting it.
How would you like to stopwasting time?
Right.
And you find that, oh mygoodness, I can get all this
stuff done and get more time.
And this is a regular experienceof the doctors in the school.
(32:11):
Okay, on whether this is theright time.
I remember Dr.
Karen Kaufman, she was on acall, probably just like this.
And she said to me, she said,Well, I'm thinking about this
was September.
I'm thinking about, you know,maybe starting a practice, you
know, months from now.
She eventually started inJanuary the following year.
She's like, Do I join now or doI join later?
And I said to her, I said,starting, you know, like
(32:31):
starting a business doesn't makeyou an entrepreneur.
Becoming an entrepreneur makesyou an entrepreneur.
So this is the time.
And I'm so happy she said yes tothat because when she did start,
she started with the waitinglist of 350 patients waiting for
her.
And she saw 16 patients on dayone and has been busy ever
since.
Like just wild, right?
(32:52):
Okay.
So is this the time?
And this doctor said, if fiveyears passed, would I be happy
with where I am now?
You know, I talk aboutmillion-dollar questions.
That's a million-dollar questionright there, right?
I wish I had joined four yearsago.
This is them giving you theirown wisdom, their own
experience.
This doctor said, I joinedbecause staying stuck felt
heavier, right?
(33:12):
Staying stuck is heavier thanmoving forward.
Okay.
About money, like, oh mygoodness, like, you know, can I
invest in myself?
This doctor said there is acost, and we must understand
this.
There is a cost to not investingin yourself.
There's a cost to not changing.
There's a cost to doing businessthe exact same way that produced
a result different from whatyou're trying to create.
(33:34):
There is a cost to that.
We looked at the average growth.
Again, this is the average, andit's 390,000.
Now, am I promising you 300,000?
You know, of course not, right?
Like because you'd have to dothe work and all of this other
stuff.
But the thing is, what are wegiving up?
Is it 390,000?
(33:55):
Is it 100,000?
Is it a million?
Is it three million, right?
What are we giving up by notinvesting in ourselves, by not
becoming the physician CEO, bynot building the number one
brand, by not building therevenue generation system, by
not building the seven-figureteam?
What is the cost of that?
It's staggering.
Okay.
And this other doctor said youcan't afford not to.
(34:15):
The growth is priceless.
Third doctor said, once youstart and you can see it, you
can do it, right?
So when it comes to fear,because fear is a big thing.
What I hear works from all thesepeople, but they're unicorns.
What about me?
Right.
But this is the deal.
We have to remember who we are.
We have to remember what we'veovercome.
We have to remember what we'veaccomplished.
(34:36):
And if we could go throughmedical school, if we could
memorize the crab cycle, if wecould intubate babies, if we
could quote unquote raise peoplefrom the dead, which is what I
call running codes, we can dothis, right?
Okay.
So this doctor said I started apractice as an EM physician.
I never thought possible.
And she's killing it, right?
She's like still shaking in myboots, but now I have community,
(34:58):
right?
And when you come into thecommunity, you find out that
even the person who did 9.5million dollars is scared of
stuff.
It's just that they don't letthe fear stop them.
And you're like, oh, apparentlythis is normal, right?
And this doctor says, now I'm aphysician entrepreneur.
You see that identity again?
And what does that mean?
It means if I'm a physicianentrepreneur, that I can build a
(35:20):
brand, I can build the revenuegeneration systems, and I can
build the profitable team.
And let's go.
I can do this, right?
Okay.
So again, these are their words.
Okay.
So let's talk a little bit aboutthese things.
How do we solve the things thatcould be your biggest concerns?
One of them, a big one, is Idon't have time.
Okay.
I don't have time.
Again, if you don't have time,this is the very neat reason you
(35:41):
need this because we're burningdaylight.
Okay.
We're burning daylight.
There's time you could spendwith your family, time you could
spend on your health, time youcould spend with your faith,
time you could spend on otheraspects of your life.
And we have been taught tosacrifice every hour we have.
But what if you could get moredone and have more time?
This is what happens a lot inthe school.
And the numbers will show youthat.
(36:02):
Okay.
So if you feel like you don'thave time, it's not a time
problem.
People say I don't have time.
I'm like, what do you meanyou're dead?
Like if you're alive, you havetime.
You have 24 hours every singleday.
So it's not about the time.
There are people running 150companies, right?
So again, it's not about thetime.
It's about how we use it.
It's about how we leverage it.
It's not a time problem, it's asystem problem.
(36:23):
It's a time management problem,right?
And so there are two pillars,two core pillars that address
this.
In the physician CEO pillar, oneof the things we do is we help
you build your CEO calendar.
This tool alone shows you how toclaim back your time, shows you
how to get all the clutter, thethings you don't have any
business doing off yourcalendar.
It shows you how to scheduleyour most important things
(36:46):
first.
It shows you how to identify inyour business, the things you
should focus on and the thingsthat are minutiae mean nothing.
Okay.
So we go deep on that, realdeep.
Pillar four, the seven-figureteam, because now you are
extended, you're multipliedbecause you learn how to use
team.
And for those of you in EBS,we're doing team.
(37:06):
Some of them are going to behuman team members, and some of
them are going to be bots.
We show you how to use all ofthem.
Okay.
All right.
So in the school, when we lookedat the data, 74% of the doctors
took more than two weeks off in2025.
44%.
That's fairly close to 50.
Okay.
44% took a full month or more.
5% took three months or more,and the business kept running.
(37:31):
Three months.
A full month.
Do you see that?
Because they're taught to dothese things.
And so here, you know, if it'sbecause of time, it's full,
totally doable.
Even for a mom withresponsibility, my kids will be
fine.
And even better, if I scale as aperson and step into my real
self.
Okay.
There are many doctors in theon-tremment business school who
are mommies.
(37:52):
In this in the five and a halfyears the school has been open,
we have never had a call where akid did not come on the call.
We call them EBS Junior.
Okay.
Then lots of them, as many asfive kids, right?
I have four, you know, and lotsof kids in the school, but we
keep it moving.
So if you don't have the time,that's a signal to join, not a
signal to stay away.
Okay?
Because we help you solve that.
That's a problem we solve.
(38:13):
Okay.
Next thing, it's not the righttime.
Okay.
It's not the right after X.
I will do this after X.
There will never be a righttime.
There will never be a righttime.
So you saw these results.
Dr.
Moyers, 2.5 extra revenue in thefirst six months.
Dr.
Stacey Ishman, the big resultsshe got, Dr.
(38:33):
Kuffman going from employee tomultiple seven figures.
Like at some point you have todraw the line in the sand and
say, okay, enough.
Enough.
We are going to change things.
There is no right time.
So I hereby baptize this time asthe right time.
Now is the time.
And now is all we have.
Now really is all we have.
And so this doctor said, if fiveyears passed, would I be happy
with where I am now?
(38:54):
If the answer is no, then joinand find that best version of
yourself that is hiding.
It's time to make thetransition, it's time to move
forward.
And in the times we live in,please hear me when I say this.
The rate of change of the worldis so fast.
Like technology made it fast, AIhas made it much faster.
The rate of transformation is soquick that if you stay the same
(39:18):
or you're improving marginally,you are being left behind.
And I'm not saying that to scareyou or I'm not into
fear-mongering or anything likethat, but is the reality, is the
reality at play?
We have to understand that andwe have to move with the times.
Okay.
All right.
So there is no right time.
Now is the time, right?
Now is all we got.
(39:39):
Okay.
Another thing that comes up is Ican't afford the 30K investment,
which is the investment.
If you notice, I don't call itan expense.
It's not an expense, it's aninvestment.
Now, I want you to look at theaverage revenue growth in 2025,
390,000.
I want you to look at Dr.
Ishman, who's like a 6X my ROIin the first six months.
Look at Dr.
Morris who said I made myinvestment back in 30 days.
(40:02):
Okay.
And I want you to think aboutit's not really can I afford
this?
Is it can I afford to stay thesame?
Because that is the moreexpensive thing.
The more expensive thing isstaying the same.
The more expensive thing isstaying the same.
Like anything else, there aredoctors who happily will spend
(40:23):
$30,000 redoing their kitchen,$30,000 going on vacation.
And I'm not saying don't do anyof these things.
I'm just telling you the thingsthat we invest in.
If you got to invest in realestate for$30,000, which, you
know, that's a small investmentfor real estate, you'd happily
do it.
You want to get a VTSAX and setit and forget it, and you did
$30,000.
But your best appreciating assetis you.
(40:48):
This is why I happily invest sixfigures in myself every year.
Again, I'm not telling you to doit.
I'm just telling you how sure Iam of this that I do it at more
than three times the investmentof the entream D business score.
Why do I do that?
Because the best performingasset is me.
I have made the transition fromemployed physician to doctor who
(41:10):
owns a practice, to physicianentrepreneur who owns a
practice, to physicianentrepreneur who has a practice
with who that works without herand has worked without her for
the last five years, to a doctorwho has built a business school.
And like you don't do all ofthose transitions by being the
same.
Your internal transformationprecedes the transformation on
(41:31):
the outside.
It is a requirement.
If you don't change, the radicalchange you're looking at on the
outside can't happen.
That precedes it.
Okay.
It won't work for someone likeme.
Okay.
So in the entrepreneurialbusiness school, we have private
practice docs, DPC docs,coaching and consulting,
speaking and events.
We have intrapreneurs.
(41:53):
Okay.
We have people who areentrepreneurs and building
personal brands, all of thisstuff.
All of it.
So does it work for somebodylike you?
Yes, it does.
Okay.
Average revenue in EBS Growth,534,000.
Okay.
And these include ourentrepreneurs.
EBS skill, 2.25 million.
Okay.
And look at the net promoterscore.
(42:14):
So does it work?
Yes.
And I'm going to tell you whothis is for.
You know, let's talk about thatfor a second.
So EBS is not for everyone.
I would like to say it's foreveryone, but the truth of the
matter, it's not for everyone.
It is for a certain kind ofdoctor.
It's for a doctor who iscommitted to building a seven or
multiple seven-figure business.
Now, notice I said committed,not interested.
(42:34):
Somebody who is in, somebody whohas decided, I am going to do
this.
I am looking for the mentorship,accountability, and community
that will help me make it easierfor me to pull this off.
But I have decided to do this.
It doesn't matter whether youare starting off or you are at
multiple seven figures, but thisis your attitude.
If this is your attitude, youwill love the entrepreneur
(42:56):
business school and you will winin the on-training business
school.
Somebody who is willing to dothe work.
This is not a spectator sport.
This is not about learning andgetting certificates.
This is not about that.
This is about doing the work.
And I promise you, a lot oftimes the work will be
uncomfortable.
That's why you need thementorship, you need the
accountability, and you need thecommunity because it is
uncomfortable.
But with these three things, youwill be okay with the discomfort
(43:20):
as you move forward.
Okay?
With someone who is willing toproblem solve.
Because let me tell you whathappens when you get into
business, when you get intotaking your business in a
hyper-growth state, problemswill appear.
And so if the problem appearsand your reaction to it is to be
paralyzed, to run away, to blameother people and all that stuff,
(43:43):
you will not like the school.
I promise you, because problemsare going to show up.
But if you have questions, we'llhelp you answer them.
If you just need a boost, wewill give you the boost you
need.
If you need someone to tell youstories about how they overcame
that, there'll be people to dothat for you.
People rally around you.
But you have to decide.
I'm gonna come out of this.
I'm gonna figure this out.
(44:04):
Okay.
So on your side, what we need iscommitment.
On our side, we will bringworld-class mentorship.
We are committed to it, fierceaccountability, we are
committed, committed to it, anda community of physicians.
So we have curated a communityof physicians who are, I mean,
like phenomenal.
(44:25):
You get to be with people whoare like vision boards no matter
the stage of your business, nomatter the stage.
Okay.
Okay.
So what do you get?
Weekly mentorship andaccountability.
We already talked about, youknow, the calls every week.
A thriving community ofphysician entrepreneurs, the
people, you know, you'll beyou're looking at this data,
those are the people who be yourclassmates.
Full access to the R-TMDmethodology.
(44:45):
So those four pillars with thethree underneath them, and every
month you're gaining mastery ofone.
So every month you're better,right?
Structured monthly sprints,we've talked about that.
We have two in-person retreatsper year, right?
That you get to have access to.
You're eligible to register toattend.
We have one coming up nextmonth, actually.
Yeah.
(45:05):
And then your CEO identitydevelopment.
We pay close attention to thisbecause you can't be a
six-figure entrepreneur untilyou hit that identity.
You can't become a seven-figureentrepreneur until you hit that
identity.
You can't become an eight-figureentrepreneur until you hit that
identity.
We understand that.
So we get rid of that roadblockbecause it's a roadblock if it's
not developed.
Okay.
This is our big goal.
You've heard me talk about thisforever.
We want to help a hundredthousand physicians.
(45:28):
We're not putting a hundredthousand physicians in the
on-trainity business school, butfor everyone who comes into the
on-trainity business school thatcreates radical change, the
ripple effect of that is just,just wild.
We want to make burnout a thingthat is strange, not mainstream.
We want to make doctors playingsmall very strange, not
mainstream.
We want to see an end tobrilliant physicians settling
(45:48):
for less.
And we see physicians as theleaders inside and outside of
healthcare.
And this is exactly what ishappening with the doctors in
the entrepreneur businessschool.
So the question is not reallywhether physician
entrepreneurship works.
The data shows that it does.
The question is if you'll be inthe room where it's happening.
Okay.
Okay.
So seven-figure business, right?
Remember again, that's thefloor, not the ceiling.
(46:09):
It starts with the decision.
Okay.
Everybody you see, the storiesthat we read, it all started one
way.
They were done settling for therevenue that does not match
their value.
They were done selling for aschedule that owns them.
They were done settling forbuilding it all on.
And here we are working on sevenfigures as the floor, not the
ceiling.
So again, if you've beenthinking about it, you know, is
(46:30):
decision time.
Like what are we going to do?
Are we going to do what we'vealways done?
Are we going to do somethingdifferent?
Are we going to put ourselves inthis wonderful container where
we get the mentorship, theaccountability, the community,
right?
And we've tried to make this asbulletproof as we can.
Like if you come in and followthe framework, you are going to
win, right?
You are going to win.
(46:50):
So on train.com forward slashbusiness, that's where you go to
apply.
As you can see, we do not do anyhigh pressure sales type stuff.
We're not trying to force you todo anything.
We know who this is a good fitfor.
And if you're like, yep, I'm theperson and I'm ready for the
result, whether that's you at amultiple seven-figure level and
stuff like that, schedule, fillout the application.
(47:11):
Team will reach out to you andwe'll take it from there.
We'd love to welcome you in ifit's the right fit and that's
what you're looking for.
So that's that's what I got foryou guys.
So if you have questions, helloat ontraMD.com, we'll go over
there, we'll answer them andstuff like that.
But you can turn it application.
But this is the thing.
This is our commitment.
I think this is where I'll leaveyou guys.
Our commitment to you is if youbring your commitment, that's
(47:33):
literally all we want.
Let's do something funny here.
Because, you know, sometimes weuse words.
I do this all the time.
We use words and we kind of knowwhat they mean, but we don't
know what they mean.
So let me read this.
A commitment means the state orquality of being dedicated to a
cause or an activity.
(47:54):
What is the cause?
Building a thriving business.
Seven figures, multiple sevenfigures, eight figures.
You're committed.
You're dedicated.
If you can bring that, if youcan bring that with you, we will
match you.
And we will bring ourcommitment, which looks like
world-class mentorship.
The reason I continue investingmyself at a ridiculous level is
(48:16):
because of the commitment I havemade to making sure you always
have access to world-classmentorship.
You have access toaccountability, the
accountability required forradical growth, and a community
of doctors, elite physicianentrepreneurs.
We will match you with thosethree things.
Now you bring your commitments,and we bring these three things.
(48:39):
It's called a match made inheaven.
And you will become a personthat will shock you, and you
will create a business that willshock you.
Well, we have studied this forfive and a half years.
This is all we need.
Commitment for now.
You have that, you can win.
You will love the entrepreneurbusiness, but it will change
your life forever.
I would really love for you tojoin us to be vision boards for
(49:02):
the physicians, showing themwhat is possible, showing them
this alternate reality canbecome our reality.
Challenging times have almost always historically
produced great innovation.
We have the opportunity to takewhat is a very challenging time
and make it something that makesus the best version of
ourselves, puts us in the bestpossible position.
If we do things the way we'vealways done them, we will be out
of luck.
SPEAKER_00 (00:19):
Hi Docs, welcome to the OnCham D podcast, where it's
all about helping amazingphysicians just like you embrace
entrepreneurship so you can havethe freedom to live life and
practice medicine on your terms.
I'm your host, Dr.
Mnet.
SPEAKER_01 (00:38):
As physicians, we have kind of been taught, you
know, do good medicine andeverything else will work out.
But it's not a thing that worksanymore, right?
And if we look around, we seethat.
We see the pressures, we see thechallenges, we see the burnout,
we see the loss of autonomy, wesee what's happening in private
practices, we see what'shappening all over.
But there is a way out, right?
(01:00):
In the very beginning, the veryfirst entree MD Live that we
hosted, I shared this model, andthat's what this is.
And if you look at, forinstance, basketball players,
it's the same model theyobserve.
Okay.
And this is what it is.
There is you, the doctor, andthen there's the business, and
then there's the empire.
A lot of times we do the doctor.
(01:20):
So we're the doctor, we get thetraining, we know how to take
care of patients, and that's it.
And this should take care ofeverything.
It doesn't really work that way.
Same way with a basketballplayer, if they just came and
played basketball and theydidn't observe the laws of
business, the endorsements, therelationships they could build
and all of that, they will befresh out of luck.
They will be, right?
And so entrepreneurship is agreat equalizer.
(01:42):
Entrepreneurship is what givesus, puts us back in the driver's
seat, gives us back control.
This is what puts us back in aposition where we can call the
shots, we can be the leaders, wecan determine our own destiny,
if you will, as far as ourcareers go.
And yes, we did not get abusiness education, but that is
not a problem anymore because wehave access to a business
(02:04):
education now.
And that's what we're here totalk about.
Now, I started talking aboutthis in 2016.
EntreeMD was launched in 2018.
The Entree MD Business Schoolwas launched in 2020.
And it has been such, it's likeone of my life's greatest honors
to watch doctors makeunbelievable transitions.
The circumstances had notchanged, but they had changed.
(02:27):
And to watch somebody go fromemployed physician to running a
thriving practice, go fromemployed physician to deciding
I'm an entrepreneur and they'renegotiating like bosses.
And so now they're practicingmedicine on their terms and
earning on their terms, to watchdoctors like who've been told,
oh, you know, you're a disgrace,you can't, you can't even, you
know, produce the RVUs and allof these things, go on to start
(02:48):
their own practices across it.
To watch people who've been inprivate practice for 10 years
and then come back and theystart having their best years
ever.
They're able to take two monthsoff, all of these things.
It's been such a game changer.
But for years, I've watched itand I'm like, how can we show
everybody what is going on here?
Like, how can we do that?
And for the first time, we'reable to do it in a way that is
(03:09):
closer to what I've alwayswanted to do, where you get to
hear the stories, where you getto see the data and all of that,
and then you can come to yourown conclusions for yourself.
Now, I want to be very clear,we're not here to do a hard
sales pitch or anything likethat.
We are here to show you what ispossible.
Now, for some of you, you willthen decide, oh my goodness,
(03:31):
it's possible.
It's in this container, all ofthat stuff.
I want to come join you guys,and we will tell you how to do
that.
But whether you join us or not,what I want you to think about
is what is commonly accepted inthe physician community does not
have to be.
There's an alternate reality,things can be different.
And I want to invite you toembrace that.
(03:53):
Things can be different.
It doesn't have to be the way itis.
Think about the top threechallenges you have in your
business right now, whetheryou've started and you're at
multiple millions, like some ofyou are, or you're just about to
start, whatever that is, I wantyou to think about it.
It does not have to be this way.
Okay.
All right.
So I'm gonna walk you throughsome of the data, some of the
(04:15):
stories, all of those things,but I want you to really lean
into this.
And these are not made up, theseare reported by the doctors
themselves.
I want you to see this, okay?
This is the entrepreneurbusiness school.
The way we think about it is aseven-figure and eight-figure
physician CEO mastermind.
And so this is for physicians,this is for physicians who are
entrepreneurs or committed tothat journey of
(04:38):
entrepreneurship, who arecommitted to building businesses
that help a lot of people whilegiving them the freedom to live
life and practice medicine ontheir terms.
So there is nothing we do thatis set up in such a way that you
have to sacrifice your life orsacrifice your family in order
to build a business.
We build this on the fact thatyou can have it all.
(05:01):
Okay.
Now, to have it all, you have toplay a different game, but you
can have it all.
Okay.
And we don't teach business.
We're not looking to give youanother certificate, even though
it turns out we are going to dosome certificates this year.
But it's not about giving youcertificates, giving you
knowledge, giving you expertiseof a curriculum as far as a
(05:22):
knowledge base.
We help you install operatingsystems in your businesses so
that you can produce scalable,profitable physician-owned
businesses.
That's what we want.
So we're huge on implementation,we're huge on your
transformation, we're huge onall of that.
This is the on-trained businessscore.
(05:42):
Now, let's look at what ishappening.
Okay, let's look at what ishappening.
And I want to remind you, Ialways love to remind physicians
of this.
You went through one of thehardest training paths on the
planet.
Okay, one of the hardest.
And you did it.
Most medical schools have anadmission rate of one to three
percent.
Okay, you figured out how to getin there, you figured out how to
(06:05):
graduate, you figured out how togo through residency.
For many of you, figured out howto go to fellowship.
So you being brilliant, that's agiven.
You being dedicated, that's agiven.
The thing is that we got onepart of our education, which is
the clinical side, and we gotnothing about the business side.
And somehow, because we'rereally smart, we were convinced,
(06:26):
like, oh, you can figure it out.
Okay.
But if you couldn't figure outmedicine, you also cannot figure
out business.
We see people trying to figureout medicine and we see how
that's working.
Okay.
So you may be in a positionwhere you find yourself working
harder, but the revenue doesn'tquite reflect it.
And maybe the revenue reflectsit, but the profit definitely
doesn't reflect it, right?
(06:47):
You may have a team.
So I have a team, I have a bigteam, but it's so challenging to
lead the team.
It's so challenging to get thebest out of your team.
It's so challenging to get therock stars to function the way
you want them to function.
It's really challenging.
So the more team members youbring on, the more pain it is
because your profit margindisappears and you have more
(07:09):
work, not less work, right?
Or maybe you're like, I wantgrowth.
Maybe you've set a goal, you'veset it for three years in a row.
This is what I want toaccomplish, but you do not know
how to get there.
You can know business the sameway you know your ACLS algorithm
or for my my P's people, yourpals algorithm, where there's an
algorithm, like if this is doingthis, do this, right?
(07:31):
And you can know that.
So it's not that you're failingas an entrepreneur.
It's just that you don't havethe playbook.
Okay.
And we're going to talk abouthow that changes today.
Okay.
You just don't have theplaybook.
There's nothing wrong.
There's nothing wrong with you.
There's not nothing, nothing atall.
Okay.
Now, let's look at the cost ofinaction because sometimes
people say, well, you know, I'llfigure it out or I'll think
(07:53):
about it next year or I'll thinkabout it.
And there is no time like thepresent.
One of the things that, youknow, has created a lot of the
successes that I have is theability to be decisive and to go
into action mode, like asquickly as possible, because
we're burning daylight.
Like, you know, we're burning2026.
Look at it.
(08:14):
We're already on the 16th ofFebruary as of this recording.
Like, think about it.
It almost feels like the newyear as was yesterday.
But here we are.
Okay.
So every year that we functionin our businesses without a
proven business system, it costsus.
It costs us a lot, right?
And so it costs you the timethat you wouldn't get back.
(08:35):
And you see some of the resultsthat the doctors in the
entrepreneurial business schoolare getting, and you ask
yourself, like, what is itcosting me if I do not have a
proper business system, right?
It costs you the time, it costsyou the revenue you could be
earning already.
It costs you the peace of mind.
There's so much mental clutterwith not knowing what to do.
When you know what to do, it isa beautiful place to be in
(08:57):
because even when you havechallenges, you look at the
challenges, you run thediagnostics, you're like, okay,
this is what it is, this is whatneeds to happen, and you could
go about your way, knowing youknow what to do.
Okay.
All right.
So this was a very interestingnumber.
You know, when we when we gotthe the surveys back and all of
that, the average growth per EBSmember.
Now, of course, this is average,right?
(09:18):
Is$390,452, which is which ismind-boggling to me, but
accurate, right?
So again, we we're always like,this seems like an alternate
reality.
And I'm glad that I get to sharethose numbers with you guys.
Okay.
All right.
So let's talk about the schoolitself.
School is a performance, like ahigh performance environment for
(09:40):
physician CEOs.
So it's not a course, it's not aweekend workshop, it's
definitely not a thing like, youknow, let's just try this.
That's not what it is.
It is a 12-month performanceenvironment for physician
entrepreneurs who are ready tobuild seven and eight-figure
businesses.
And it doesn't matternecessarily where you're
starting for from if this isyour intent and you're committed
(10:02):
to doing the work, right?
So you're it's your intent,you're committed to getting the
work done, and you arecoachable, like you're willing
to learn, you're willing tochange, you're willing to try
new things.
Okay.
So what do we have there?
We have proven strategy.
The entream d business school atthis point has been around for
almost six years.
It'll be six years in July.
And we've served hundreds ofdoctors getting really wild,
(10:25):
wild results, right?
And same thing with me assomebody who is a mentor in the
community, wild results over thelast 15 years as an
entrepreneur.
And then fierce implementation.
So sometimes people say, Well, Iknow that.
And I'm like, oh, asentrepreneurs, it's not about
knowing at all.
Like literally, you can createno change in your business by
(10:48):
knowing.
The change in your businesscomes from doing.
And so what we are big on ishelping you implement.
And for those of you who are inthe entrepreneurial school, you
will even see some changes thatwe've made to something that is
already great to make it greaterso you can implement even more.
Okay.
So every concept is installed,installed through structured
(11:10):
sprints that produce measurablebusiness outcomes.
Okay.
And we'll talk a little bit moreabout that.
So you have the proven strategy,you have the implementation, and
you have a supportive community.
I am yet to see a community inthe physician space that is as
supportive as the on-trainedbusiness school, where people
will have the biggest challengeand they will live those
(11:31):
challenges out in front of theirclassmates, navigating, working
out the solution.
So literally, your classmatesare masterclasses of what to do.
Somebody will say, Oh, I did,you know, I had I crossed the
seven, I crossed the milliondollar mark in my business, and
this is exactly how I did it.
They're not ashamed of sharingtheir triumphs, they're not
ashamed of sharing their trials.
(11:52):
So you learn so much from yourclassmates and they open doors
for you, they connect you toother opportunities, they refer
to you, they challenge you tokeep moving forward and to do
things you never thought you'lldo.
In fact, we had a doctor who wasat one of our retreats.
And while she was there, theother coaches in the group are
(12:13):
like, you are charging toolittle.
You really need to raise yourprices.
She walked away from that place,she raised her prices, and she
went all in on making offers,and she had her first$91,000 a
month.
Like, if you can think about it,really insane.
It's not just rah-rah, butpeople challenge you because
they know what you're capableof.
(12:33):
Now, we don't focus on a lot ofthings in the business school.
We have, we distilled it down.
Like, what are the things thatphysicians have to understand if
they're going to thrive?
And what are the things that areuniversal?
Whether you are starting at youor you are trying to get to
eight figures, what are thethings you must get?
(12:55):
Right.
And so what you'll find outabout the on-trained business
school is it's been around forfive and a half years.
And the people who've been inthe school for five and a half
years, why?
Because they keep running repsand getting better and better at
these core concepts, which arethe concepts that make every
business work.
So the first pillar is theseven-figure CEO.
And when we talk seven, it's iswhat we're adopting as the
(13:17):
floor, right?
Like so that doesn't mean sevenis the cap.
It means seven is the floor.
Like this can take you to seven,this can take you to eight.
Okay, so the seven-figure CEO,and this is really around the
identity.
I know nothing works till thisworks, right?
So where you make thattransition from physician to
physician entrepreneur is notthe same person.
(13:39):
You may have heard me say thisthat if a physician has never
run a successful businessbecause it's not a physician who
does that.
A physician entrepreneur does.
So how do you strategically makethat this?
How do you make that transition?
How do you become the person whomanages their time as a
seven-figure CEO?
How do you become the personwho, you know, is able to set
(14:01):
goals as a seven-figure CEO?
How are you the person that hasthe mindset and the habits of a
seven-figure CEO?
These are all transitions wemust make.
Otherwise, you might findyourself as a physician who owns
a business, right?
And it will be a struggle to winat that business.
Okay.
The second thing we look at isthe seven-figure brand.
And I'm not talking about logosand colors and all of that, but
(14:23):
it's what is the engine thatmakes you the number one option
in your market?
How do you position yourselfthat way, right?
And I'll show you some thingsthat we do under that, but how
do you position yourself as theonly option?
And so because of that, we haveour students on the biggest
stages.
We have them as the preferredreferral sources for the biggest
hospital systems.
We have them, you know, asdesired speakers, desired, you
(14:47):
know, practices and all of thosethings.
In fact, there's a medicalpharma company that was training
its speakers, and there were 200docs there, and six of them were
EBS people.
They do this stuff, right?
And it's just phenomenal to see.
So huge influence and not to beinfluencers to have likes and
(15:07):
clicks and the no, it isinfluence that produces impact
on revenue.
That we're the we're that's whatwe're about.
We're we're we're no fluffcompany, okay?
And the third pillar is theseven-finger revenue generation
system.
Again, I want you to think aboutthis as ACLS or PALS because
this is an algorithm.
How do I create revenue?
(15:28):
And it's not a wish and a hope.
It is a system, it is astrategy, it's an algorithm, and
you can run reps on it and youcan control how much you make,
right?
Okay.
And one of my favorite is theseven-figure team, right?
This is what exponentiallyincreases your impact,
exponentially increases yourrevenue, exponentially increases
(15:49):
your time off, which is aphenomenal thing.
Those three things arephenomenal, but it is a
seven-figure team that deliversthat to you.
If you do not have the team thatcan support you at that level,
you can't pull it off.
And you'll see what our peopledo with the growth of their
businesses and time off and allof that.
Okay.
These are seven pillars, thosefour pillars you never graduate
(16:11):
out of.
You never outgrow, as long asyou're still growing, you never
outgrow the need to work on youridentity.
Like I am in the middle of ahuge identity shift myself right
this moment, right?
You don't outgrow that.
You don't outgrow the brand.
You don't outgrow the revenuegeneration system.
You don't outgrow theseven-figure team.
You just get better and betterat it.
(16:32):
You run reps and you becomebetter.
And the better you get at it,the bigger your business gets,
and the more time and the moreimpact you have, and the more
time off you have, and the morerevenue you have, right?
So you never, you never graduatefrom these things ever, ever.
Okay.
All right.
Now, here's the big thing,right?
How do we turn the strategy intoresults?
And here is where EBSRs, we'rerolling this out in March.
(16:55):
You're gonna be so blown away.
Okay, so blown away.
So we've always done this, butthis is the way that we're doing
it now.
We want you to acquireknowledge.
So I do a lot of teaching, a lotof training, a lot of all of
those things.
But the purpose of the knowledgeis not to know.
I am never teaching for anybodyto know.
I am teaching for you to know todo, right?
(17:17):
Because that is where the rubbermeets the road.
That is where the transformationhappens, that's where all of
those things take place.
And so what we've built into theArm Traum D business school,
we've always done monthlychallenges, but this is a whole
other level.
And we have these monthlysprints.
So I want you to think about it.
If you think about the fourpillars that we looked at, they
all have three components underthem each.
(17:38):
So that's 12 different things.
And once a month, we're takingone aspect.
Okay.
So this is the monthly sprints.
We take one aspect, we're doingfocus training on it.
And then you have a singleworksheet that is your
implementation guide.
So your job that month is to putin enough reps to master this
concept, right?
(17:58):
And so you're taking action onit, and then we're going to
measure the results afterwards.
And what this will do is it willput you in a position where
every four weeks you aredifferent and your business is
different.
This is the goal.
This is what we're after.
Because if you can do that, thenat the end of 12 months, imagine
where you will be.
Okay.
(18:18):
So every week in the UntrainedBusiness School, this is what it
will look like.
For every month, week one, we'redoing the tactical training on
that core, that core conceptthat we need to master.
The second week, you'd have hada week to practice, and we're
gonna come in, we're gonna do QAon that same concept.
Okay.
Now, there are two things wedon't change.
Okay.
So week three, we're working onRevCon.
(18:40):
And RevCon, we come andtroubleshoot your revenue.
This is my revenue goal.
This is where my revenue is now.
This is what my constraint is.
And then we come in and wetackle the constraints.
What is the purpose of theRevCon?
Get the constraints out so youcan go hit your revenue targets
and so we can celebrate.
Okay.
So, regardless of what trainingmodel we're working on, we will
(19:02):
always come to the revenue.
Why?
Because businesses serve andearn and we don't take our eyes
off the revenue.
Okay.
And on the fourth week, we'redoing our reinvention by
imagination, which is really oursignature system for identity
upgrades.
Why?
Every time you upgrade youridentity, your business changes
every single time.
Every single time.
And so this is what we do.
(19:24):
Like we're not playing, we'renot doing cute things.
No, this is built to push youalong.
So every single week you aremoving forward.
And we don't play on thesecalls, we work on these calls,
okay?
Every single and we do it everyWednesday at seven o'clock.
So that's that's what happensevery single week.
(19:44):
Okay.
Now let's look at some reports.
Okay.
So we looked at, you know, 47actually, 47 doctors from the
on-training business schoolfilled out this survey, and we
were looking at what's going on.
And this is like super highlevel, the results that are
there, which are like somind-boggling and so phenomenal.
So as a group, the aggregaterevenue growth 267%, okay, in
(20:07):
2025, which is pretty nuts.
Average individual revenue goal.
So again, this is on average90%.
So almost double on average.
On average.
I have to remember we haveentrepreneurs there.
We have people starting out inbusiness here.
So this is the average.
Net promoter score, 88.4%.
Now I have to explain this one alittle bit because the net
promoter score is not apercentage.
(20:29):
Okay.
It's not a percentage.
So to put this in context, thenet promoter score for Apple is
61.
The net promoter score forDisney is 38.
It's not a percentage, right?
And so 88.4 is like world-classloyalty.
Okay.
Average revenue, where you lookat the average of the room,
(20:51):
773,000.
Again, remember, we haveentrepreneurs who are people who
are working their jobs and doingwhat they do.
And this one made me reallyhappy.
74% of the doctors who arephysician entrepreneurs took at
least two weeks off.
And you'll see the number whotook off at least a month, and
you'll see the number who tookoff three months.
(21:12):
I'll show you that in a littlebit.
And so are they giving up theirlives to build these businesses?
No, they're not.
They're not.
72%, you know, gave a perfectscore 10 out of 10.
Another 16% gave nine out of 10,which again, it speaks volumes.
Okay.
All right.
Let's go to the next slide.
All right.
And, you know, you would say,well, why do the doctors just
(21:35):
stay?
Why do they keep staying?
We have people from the 2020cohorts who are still in the
school.
Because what we've seen is likeanything else, like fine wine,
the longer you stay, the moreyou grow.
Why is that?
Because the people in theentream day business school are
they in a growing container.
There is no 90 day period wherethe entream day business school
(21:58):
is exactly the same.
It's not a Set it and forget it.
We're constantly making itbetter.
I, as the leader, I investheavily in myself.
And I'm not telling you to dothis, but the minimum I have
ever invested in myself since Istarted this is 100,000 a year.
Getting coaching, upgradingmyself, transforming myself.
Why?
So I can take people furtherfaster.
(22:21):
Okay.
So we give at the highest level,we train at the highest level.
And we know when people put thereps in, the results show.
In fact, at our last visualretreat, I was sitting with a
number of the doctors who are inMBS had who had been in, at
least, most of them had been atleast, you know, three to four
years thereabout.
And they said, Dr.
(22:41):
Una, how do we let the rest ofthe school know that a year is
not enough?
Like a year you're going to getwild results because there are
people who cross theseven-finger mark in a year and
15 months and 18 months.
Like we we've seen things likethis over and over again.
But they're like, but if you canstay learning and growing and
putting in the reps and all ofthis stuff, you'll be so
(23:03):
mind-boggling where you findyourself.
And I was like, yeah, we have tofigure that out, right?
We have to figure out how to letthem know.
Okay, so 2025 cohort.
And this cohort, this includespeople who joined in December of
2025.
Okay.
But this is everybody for 2025.
Average, 214,000, then 300,000.
And this is average, okay?
(23:23):
Not highest earners.
525, 882, 1.1 to 2 million plus.
Pretty crazy.
Pretty crazy.
And the net promoter score isabove nine across all cohorts.
Okay.
So this is not about a quickfix.
This is about transformation.
(23:43):
It's about being in a growthengine.
It's about going from one levelto another.
Again, pretty mind-boggling.
Okay.
All right.
So a few docs here.
This is Dr.
Panico.
She is a rheumatologist andpre-revenue when she started.
Multiple seven figures now.
I've been in the program forthree years, 10 out of 10,
(24:04):
satisfaction.
I want you to hear the words.
Scaling with less fear than if Ididn't have the background
knowledge that I have from EBS.
My dreams are bigger.
They're bigger, and I'm muchless afraid.
And she says, I'm afraid toleave because of the support and
accountability keeps me going.
I love the dedicated timetogether.
Seeing my friends do amazingthings pushes me further.
And she says, You will find away to make the time and pay the
(24:27):
cost.
I teach my kids about things Ilearned in EBS.
So incorporating the learninginto my family.
We talk about EBS Junior all thetime, all the time, knowing that
as you change, your entirefamily changes.
Pretty wild.
Pretty wild.
This is Dr.
Moyer.
She is an OBGYN.
She has a cash pay practice inTexas.
She is so amazing.
(24:47):
She rejoined the entrepreneurbusiness school in 2025, in June
of 2025.
And she says, these are herwords, 2.5x my revenue in the
first six months of being in theentrepreneur business school,
made back my investment in thefirst 30 days, 10 out of 10
satisfaction.
And she was like, I'm shocked byhow much she challenged me
outside of my comfort zone andyielded huge returns.
(25:10):
It is always working, which issomething we always say in the
entream D business school.
Sometimes it seems like it'sworking, sometimes it seems like
it doesn't, but it's alwaysworking.
And she says the entre MDBusiness School puts you in a
community with like-mindedphysicians who mirror what is
possible and encourage you asyou reach for your goals.
Investing in yourself is thebest return on investment.
Okay.
So huge, huge.
(25:31):
Dr.
Ishman, she's a physician coach.
She's unbelievably amazing.
Unbelievably amazing.
Okay, so her story is so funbecause she says, I did$100,000
in the first 10 months of 2025.
And then in the last two months,I did 270,000, like in two
months, right?
And she said, I made myinvestment six times over in my
(25:53):
first six months.
I want you to think about that.
That's pretty crazy.
I love the way she's thinking.
She says, before being in thebusiness school, I was building
a one-on-one coaching firm.
Now I'm building a company thatwill change the lives of
academic physicians by improvingtheir onboarding and ongoing
academic careers and a CME armand employ physician coaches and
be a business I can sell in fourto five years.
(26:14):
Can you feel the identity shifthere?
Right.
So this is not from tactic orstrategy.
This is an identity shift,complete shift.
So wild.
Okay.
Dr.
Karen Kaufman, she's been insince 2020.
She just celebrated her fifthyear or sixth year in private
practice.
So this, of course, was beforethat.
And she says she was employedwhen she joined.
Now multiple seven figures, beenin the program for five years,
(26:36):
10 out of 10 satisfaction.
Before EBS, I did not have thetools to know how to build a
successful business.
And now I'm leading a team withmultiple physicians and leading
a multiple seven-figure company.
I didn't know who I could becomeor what I was capable of doing.
Again, do you hear that identityshift?
So this is why we have all thosepillars.
You making the transition fromphysician to physician CEO, you
(26:59):
building this dominant brand,you understanding how to create
revenue, you building thisprofitable team.
These four things, this is theframework, right?
And we work it.
It's not about knowing theframework, it's about working
the framework, right?
And having the mentorship, theaccountability, and community to
do it.
This is what she says about EBS.
It's an investment, not anexpense.
And that's a huge, huge, hugething.
(27:20):
The amount you will learn andthen will implement will
generate revenue to cover theamounts you paid and then some.
Okay.
All right.
So this is the way the doctorsthink about this.
And she's been in since 2020.
Dr.
Saralta, she's so amazing.
She is a dermatologist, aveteran private practice owner.
She joined in 2021.
And actually, I think I can saythis because she said it
(27:40):
publicly, and it was her 50thbirthday present to herself.
And on her birthday, she signedup and joined the business
school.
I remember her celebrating herfirst seven-figure month.
Like, so wild.
You think about it.
Her first seven-figure month,2025, she took two whole months
off, satisfaction nine out of10.
And, you know, it's put in aposition where it's allowing her
(28:01):
to work on the business and notin the business.
I think she works two, two and ahalf days, somewhere around
there.
And she's like, I'm morepurposeful with my time when I
have time with my family.
I plan ahead.
I have more quality time with myfamily.
And again, this is the reasonwhy we talk about this
transition from physician tophysician CEO.
We show you how to manage yourtime.
(28:21):
We show you how to build a CEOcalendar so that you can build
the life that allows you to haveit all, profound impact, time
freedom, financial freedom.
We want you to have all of it.
And she says EBS can be as muchas you want it to be.
Even if you take 10 to 20% ofall the wisdom, you'll
significantly improve.
Because sometimes people say, Ican't do everything.
(28:41):
I don't know anybody in thebusiness school who does
everything, right?
They don't do everything.
But the thing is beingcommitted, giving it your best
shots, going all in, right?
And you'll be surprised where itwill take you.
Really surprised.
Dr.
Toomer, Dr.
Toomer is so amazing.
She's been in since 2021.
These were initial numbers (28:57):
613% growth in one year, 467% patient
volume.
And she is somebody who valuesher time with her family.
She values her dream life.
She took three months off, okay?
In 2025, she took three monthsoff.
And she, you know, she talksabout the confidence in her zone
of genius.
And you would think anentrepreneur would talk about
(29:20):
like she did the revenue, shedid all of these things.
She did the impact, but she'slike, time for my family and
time for my health, right?
Time for my family, time for myhealth.
So she says there's no way todescribe the growth provided
until experienced, right?
Until experienced.
The sense of family and constantlearning and growth keep me
coming back.
(29:40):
Just unbelievable, right?
What is what is going on, right?
Okay.
So before we continue, righthere in the comments, right?
I want you to think about itthis way.
We have the opportunity to livein an alternate reality.
And that's what these doctorsare experiencing in a time when
burnout isn't on at an all-timehigh, when a time when private
(30:02):
practices are shutting down likeflies, a time when, you know,
for the ones that are notshutting down, for some of them,
yes, they're doing the 3million, 4 million, 5 million
revenue, but it's like zeroprofit, like nothing is really
happening there and the level ofstress and all of those things.
And I want to invite you, likebefore we go any further, to say
yes to the alternate reality.
(30:23):
To say yes, like I'm gonna makethis alternate reality my new
norm.
These are the doctors' words.
None of these things aredoctored.
These are things that they saidby themselves.
So moving along here, and theseare some things, and I just
picked these because this is intheir words.
And I really want you to hearthis, right?
And I picked these because a lotof times, you know, there's
(30:45):
concerns, even for the doctorswho are in the school, like,
what if I don't have the time todo this?
What if this is not the righttime?
What if I can't afford to investin myself?
What if I don't think I can pulloff the results?
And I really want to, you know,pull out words, like their own
words, for you to see, huh, thisis interesting.
Okay.
So when it comes to time, and Ididn't ask them these questions.
(31:09):
This is just based on, you know,what would you say to someone
who's thinking of joining?
Or what is the thing that shocksyou the most about being in the
school and all of these things?
So when it comes to time, thethings they said around that,
and I didn't put any names herebecause the entrepreneur
business school is really a verysacred space.
People really share and peopleare really vulnerable.
And I try to respect that.
(31:29):
But these are their words.
It says it's total, totallydoable, even for a mom with
responsibilities.
Okay.
You learn shortcuts that helpyou reach your goals faster.
So when people tell me, I don'tthink I have the time to do EBS,
and I'm like, then that meansyou need it.
Because one of the things we do,it's a core thing, is we help
you get your time back, right?
(31:49):
We've been taught to sacrificeeverything and have no time for
ourselves and all of that.
We don't subscribe to that.
Okay.
This other doctor said, I didn'tlose time.
I stopped wasting it.
How would you like to stopwasting time?
Right.
And you find that, oh mygoodness, I can get all this
stuff done and get more time.
And this is a regular experienceof the doctors in the school.
(32:11):
Okay, on whether this is theright time.
I remember Dr.
Karen Kaufman, she was on acall, probably just like this.
And she said to me, she said,Well, I'm thinking about this
was September.
I'm thinking about, you know,maybe starting a practice, you
know, months from now.
She eventually started inJanuary the following year.
She's like, Do I join now or doI join later?
And I said to her, I said,starting, you know, like
(32:31):
starting a business doesn't makeyou an entrepreneur.
Becoming an entrepreneur makesyou an entrepreneur.
So this is the time.
And I'm so happy she said yes tothat because when she did start,
she started with the waitinglist of 350 patients waiting for
her.
And she saw 16 patients on dayone and has been busy ever
since.
Like just wild, right?
(32:52):
Okay.
So is this the time?
And this doctor said, if fiveyears passed, would I be happy
with where I am now?
You know, I talk aboutmillion-dollar questions.
That's a million-dollar questionright there, right?
I wish I had joined four yearsago.
This is them giving you theirown wisdom, their own
experience.
This doctor said, I joinedbecause staying stuck felt
heavier, right?
(33:12):
Staying stuck is heavier thanmoving forward.
Okay.
About money, like, oh mygoodness, like, you know, can I
invest in myself?
This doctor said there is acost, and we must understand
this.
There is a cost to not investingin yourself.
There's a cost to not changing.
There's a cost to doing businessthe exact same way that produced
a result different from whatyou're trying to create.
(33:34):
There is a cost to that.
We looked at the average growth.
Again, this is the average, andit's 390,000.
Now, am I promising you 300,000?
You know, of course not, right?
Like because you'd have to dothe work and all of this other
stuff.
But the thing is, what are wegiving up?
Is it 390,000?
(33:55):
Is it 100,000?
Is it a million?
Is it three million, right?
What are we giving up by notinvesting in ourselves, by not
becoming the physician CEO, bynot building the number one
brand, by not building therevenue generation system, by
not building the seven-figureteam?
What is the cost of that?
It's staggering.
Okay.
And this other doctor said youcan't afford not to.
(34:15):
The growth is priceless.
Third doctor said, once youstart and you can see it, you
can do it, right?
So when it comes to fear,because fear is a big thing.
What I hear works from all thesepeople, but they're unicorns.
What about me?
Right.
But this is the deal.
We have to remember who we are.
We have to remember what we'veovercome.
We have to remember what we'veaccomplished.
(34:36):
And if we could go throughmedical school, if we could
memorize the crab cycle, if wecould intubate babies, if we
could quote unquote raise peoplefrom the dead, which is what I
call running codes, we can dothis, right?
Okay.
So this doctor said I started apractice as an EM physician.
I never thought possible.
And she's killing it, right?
She's like still shaking in myboots, but now I have community,
(34:58):
right?
And when you come into thecommunity, you find out that
even the person who did 9.5million dollars is scared of
stuff.
It's just that they don't letthe fear stop them.
And you're like, oh, apparentlythis is normal, right?
And this doctor says, now I'm aphysician entrepreneur.
You see that identity again?
And what does that mean?
It means if I'm a physicianentrepreneur, that I can build a
(35:20):
brand, I can build the revenuegeneration systems, and I can
build the profitable team.
And let's go.
I can do this, right?
Okay.
So again, these are their words.
Okay.
So let's talk a little bit aboutthese things.
How do we solve the things thatcould be your biggest concerns?
One of them, a big one, is Idon't have time.
Okay.
I don't have time.
Again, if you don't have time,this is the very neat reason you
(35:41):
need this because we're burningdaylight.
Okay.
We're burning daylight.
There's time you could spendwith your family, time you could
spend on your health, time youcould spend with your faith,
time you could spend on otheraspects of your life.
And we have been taught tosacrifice every hour we have.
But what if you could get moredone and have more time?
This is what happens a lot inthe school.
And the numbers will show youthat.
(36:02):
Okay.
So if you feel like you don'thave time, it's not a time
problem.
People say I don't have time.
I'm like, what do you meanyou're dead?
Like if you're alive, you havetime.
You have 24 hours every singleday.
So it's not about the time.
There are people running 150companies, right?
So again, it's not about thetime.
It's about how we use it.
It's about how we leverage it.
It's not a time problem, it's asystem problem.
(36:23):
It's a time management problem,right?
And so there are two pillars,two core pillars that address
this.
In the physician CEO pillar, oneof the things we do is we help
you build your CEO calendar.
This tool alone shows you how toclaim back your time, shows you
how to get all the clutter, thethings you don't have any
business doing off yourcalendar.
It shows you how to scheduleyour most important things
(36:46):
first.
It shows you how to identify inyour business, the things you
should focus on and the thingsthat are minutiae mean nothing.
Okay.
So we go deep on that, realdeep.
Pillar four, the seven-figureteam, because now you are
extended, you're multipliedbecause you learn how to use
team.
And for those of you in EBS,we're doing team.
(37:06):
Some of them are going to behuman team members, and some of
them are going to be bots.
We show you how to use all ofthem.
Okay.
All right.
So in the school, when we lookedat the data, 74% of the doctors
took more than two weeks off in2025.
44%.
That's fairly close to 50.
Okay.
44% took a full month or more.
5% took three months or more,and the business kept running.
(37:31):
Three months.
A full month.
Do you see that?
Because they're taught to dothese things.
And so here, you know, if it'sbecause of time, it's full,
totally doable.
Even for a mom withresponsibility, my kids will be
fine.
And even better, if I scale as aperson and step into my real
self.
Okay.
There are many doctors in theon-tremment business school who
are mommies.
(37:52):
In this in the five and a halfyears the school has been open,
we have never had a call where akid did not come on the call.
We call them EBS Junior.
Okay.
Then lots of them, as many asfive kids, right?
I have four, you know, and lotsof kids in the school, but we
keep it moving.
So if you don't have the time,that's a signal to join, not a
signal to stay away.
Okay?
Because we help you solve that.
That's a problem we solve.
(38:13):
Okay.
Next thing, it's not the righttime.
Okay.
It's not the right after X.
I will do this after X.
There will never be a righttime.
There will never be a righttime.
So you saw these results.
Dr.
Moyers, 2.5 extra revenue in thefirst six months.
Dr.
Stacey Ishman, the big resultsshe got, Dr.
(38:33):
Kuffman going from employee tomultiple seven figures.
Like at some point you have todraw the line in the sand and
say, okay, enough.
Enough.
We are going to change things.
There is no right time.
So I hereby baptize this time asthe right time.
Now is the time.
And now is all we have.
Now really is all we have.
And so this doctor said, if fiveyears passed, would I be happy
with where I am now?
(38:54):
If the answer is no, then joinand find that best version of
yourself that is hiding.
It's time to make thetransition, it's time to move
forward.
And in the times we live in,please hear me when I say this.
The rate of change of the worldis so fast.
Like technology made it fast, AIhas made it much faster.
The rate of transformation is soquick that if you stay the same
(39:18):
or you're improving marginally,you are being left behind.
And I'm not saying that to scareyou or I'm not into
fear-mongering or anything likethat, but is the reality, is the
reality at play?
We have to understand that andwe have to move with the times.
Okay.
All right.
So there is no right time.
Now is the time, right?
Now is all we got.
(39:39):
Okay.
Another thing that comes up is Ican't afford the 30K investment,
which is the investment.
If you notice, I don't call itan expense.
It's not an expense, it's aninvestment.
Now, I want you to look at theaverage revenue growth in 2025,
390,000.
I want you to look at Dr.
Ishman, who's like a 6X my ROIin the first six months.
Look at Dr.
Morris who said I made myinvestment back in 30 days.
(40:02):
Okay.
And I want you to think aboutit's not really can I afford
this?
Is it can I afford to stay thesame?
Because that is the moreexpensive thing.
The more expensive thing isstaying the same.
The more expensive thing isstaying the same.
Like anything else, there aredoctors who happily will spend
(40:23):
$30,000 redoing their kitchen,$30,000 going on vacation.
And I'm not saying don't do anyof these things.
I'm just telling you the thingsthat we invest in.
If you got to invest in realestate for$30,000, which, you
know, that's a small investmentfor real estate, you'd happily
do it.
You want to get a VTSAX and setit and forget it, and you did
$30,000.
But your best appreciating assetis you.
(40:48):
This is why I happily invest sixfigures in myself every year.
Again, I'm not telling you to doit.
I'm just telling you how sure Iam of this that I do it at more
than three times the investmentof the entream D business score.
Why do I do that?
Because the best performingasset is me.
I have made the transition fromemployed physician to doctor who
(41:10):
owns a practice, to physicianentrepreneur who owns a
practice, to physicianentrepreneur who has a practice
with who that works without herand has worked without her for
the last five years, to a doctorwho has built a business school.
And like you don't do all ofthose transitions by being the
same.
Your internal transformationprecedes the transformation on
(41:31):
the outside.
It is a requirement.
If you don't change, the radicalchange you're looking at on the
outside can't happen.
That precedes it.
Okay.
It won't work for someone likeme.
Okay.
So in the entrepreneurialbusiness school, we have private
practice docs, DPC docs,coaching and consulting,
speaking and events.
We have intrapreneurs.
(41:53):
Okay.
We have people who areentrepreneurs and building
personal brands, all of thisstuff.
All of it.
So does it work for somebodylike you?
Yes, it does.
Okay.
Average revenue in EBS Growth,534,000.
Okay.
And these include ourentrepreneurs.
EBS skill, 2.25 million.
Okay.
And look at the net promoterscore.
(42:14):
So does it work?
Yes.
And I'm going to tell you whothis is for.
You know, let's talk about thatfor a second.
So EBS is not for everyone.
I would like to say it's foreveryone, but the truth of the
matter, it's not for everyone.
It is for a certain kind ofdoctor.
It's for a doctor who iscommitted to building a seven or
multiple seven-figure business.
Now, notice I said committed,not interested.
(42:34):
Somebody who is in, somebody whohas decided, I am going to do
this.
I am looking for the mentorship,accountability, and community
that will help me make it easierfor me to pull this off.
But I have decided to do this.
It doesn't matter whether youare starting off or you are at
multiple seven figures, but thisis your attitude.
If this is your attitude, youwill love the entrepreneur
(42:56):
business school and you will winin the on-training business
school.
Somebody who is willing to dothe work.
This is not a spectator sport.
This is not about learning andgetting certificates.
This is not about that.
This is about doing the work.
And I promise you, a lot oftimes the work will be
uncomfortable.
That's why you need thementorship, you need the
accountability, and you need thecommunity because it is
uncomfortable.
But with these three things, youwill be okay with the discomfort
(43:20):
as you move forward.
Okay?
With someone who is willing toproblem solve.
Because let me tell you whathappens when you get into
business, when you get intotaking your business in a
hyper-growth state, problemswill appear.
And so if the problem appearsand your reaction to it is to be
paralyzed, to run away, to blameother people and all that stuff,
(43:43):
you will not like the school.
I promise you, because problemsare going to show up.
But if you have questions, we'llhelp you answer them.
If you just need a boost, wewill give you the boost you
need.
If you need someone to tell youstories about how they overcame
that, there'll be people to dothat for you.
People rally around you.
But you have to decide.
I'm gonna come out of this.
I'm gonna figure this out.
(44:04):
Okay.
So on your side, what we need iscommitment.
On our side, we will bringworld-class mentorship.
We are committed to it, fierceaccountability, we are
committed, committed to it, anda community of physicians.
So we have curated a communityof physicians who are, I mean,
like phenomenal.
(44:25):
You get to be with people whoare like vision boards no matter
the stage of your business, nomatter the stage.
Okay.
Okay.
So what do you get?
Weekly mentorship andaccountability.
We already talked about, youknow, the calls every week.
A thriving community ofphysician entrepreneurs, the
people, you know, you'll beyou're looking at this data,
those are the people who be yourclassmates.
Full access to the R-TMDmethodology.
(44:45):
So those four pillars with thethree underneath them, and every
month you're gaining mastery ofone.
So every month you're better,right?
Structured monthly sprints,we've talked about that.
We have two in-person retreatsper year, right?
That you get to have access to.
You're eligible to register toattend.
We have one coming up nextmonth, actually.
Yeah.
(45:05):
And then your CEO identitydevelopment.
We pay close attention to thisbecause you can't be a
six-figure entrepreneur untilyou hit that identity.
You can't become a seven-figureentrepreneur until you hit that
identity.
You can't become an eight-figureentrepreneur until you hit that
identity.
We understand that.
So we get rid of that roadblockbecause it's a roadblock if it's
not developed.
Okay.
This is our big goal.
You've heard me talk about thisforever.
We want to help a hundredthousand physicians.
(45:28):
We're not putting a hundredthousand physicians in the
on-trainity business school, butfor everyone who comes into the
on-trainity business school thatcreates radical change, the
ripple effect of that is just,just wild.
We want to make burnout a thingthat is strange, not mainstream.
We want to make doctors playingsmall very strange, not
mainstream.
We want to see an end tobrilliant physicians settling
(45:48):
for less.
And we see physicians as theleaders inside and outside of
healthcare.
And this is exactly what ishappening with the doctors in
the entrepreneur businessschool.
So the question is not reallywhether physician
entrepreneurship works.
The data shows that it does.
The question is if you'll be inthe room where it's happening.
Okay.
Okay.
So seven-figure business, right?
Remember again, that's thefloor, not the ceiling.
(46:09):
It starts with the decision.
Okay.
Everybody you see, the storiesthat we read, it all started one
way.
They were done settling for therevenue that does not match
their value.
They were done selling for aschedule that owns them.
They were done settling forbuilding it all on.
And here we are working on sevenfigures as the floor, not the
ceiling.
So again, if you've beenthinking about it, you know, is
(46:30):
decision time.
Like what are we going to do?
Are we going to do what we'vealways done?
Are we going to do somethingdifferent?
Are we going to put ourselves inthis wonderful container where
we get the mentorship, theaccountability, the community,
right?
And we've tried to make this asbulletproof as we can.
Like if you come in and followthe framework, you are going to
win, right?
You are going to win.
(46:50):
So on train.com forward slashbusiness, that's where you go to
apply.
As you can see, we do not do anyhigh pressure sales type stuff.
We're not trying to force you todo anything.
We know who this is a good fitfor.
And if you're like, yep, I'm theperson and I'm ready for the
result, whether that's you at amultiple seven-figure level and
stuff like that, schedule, fillout the application.
(47:11):
Team will reach out to you andwe'll take it from there.
We'd love to welcome you in ifit's the right fit and that's
what you're looking for.
So that's that's what I got foryou guys.
So if you have questions, helloat ontraMD.com, we'll go over
there, we'll answer them andstuff like that.
But you can turn it application.
But this is the thing.
This is our commitment.
I think this is where I'll leaveyou guys.
Our commitment to you is if youbring your commitment, that's
(47:33):
literally all we want.
Let's do something funny here.
Because, you know, sometimes weuse words.
I do this all the time.
We use words and we kind of knowwhat they mean, but we don't
know what they mean.
So let me read this.
A commitment means the state orquality of being dedicated to a
cause or an activity.
(47:54):
What is the cause?
Building a thriving business.
Seven figures, multiple sevenfigures, eight figures.
You're committed.
You're dedicated.
If you can bring that, if youcan bring that with you, we will
match you.
And we will bring ourcommitment, which looks like
world-class mentorship.
The reason I continue investingmyself at a ridiculous level is
(48:16):
because of the commitment I havemade to making sure you always
have access to world-classmentorship.
You have access toaccountability, the
accountability required forradical growth, and a community
of doctors, elite physicianentrepreneurs.
We will match you with thosethree things.
Now you bring your commitments,and we bring these three things.
(48:39):
It's called a match made inheaven.
And you will become a personthat will shock you, and you
will create a business that willshock you.
Well, we have studied this forfive and a half years.
This is all we need.
Commitment for now.
You have that, you can win.
You will love the entrepreneurbusiness, but it will change
your life forever.
I would really love for you tojoin us to be vision boards for
(49:02):
the physicians, showing themwhat is possible, showing them
this alternate reality canbecome our reality.
Popular Podcasts
Hey Jonas!
Hey Jonas! The official Jonas Brothers podcast. Hosted by Kevin, Joe, and Nick Jonas. It’s the Jonas Brothers you know... musicians, actors, and well, yes, brothers. Now, they’re sharing another side of themselves in the playful, intimate, and irreverent way only they can. Spend time with the Jonas Brothers here and stay a little bit longer for deep conversations like never before.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by Audiochuck Media Company.
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!