March 24, 2026 • 44 mins
The Most Expensive Thing in Your Business Is Indecision
Your destiny is at the mercy of your decisions. Where you and your business end up at the end of the year is directly tied to the choices you make — and the ones you keep putting off. In this episode, Dr. Una breaks down why indecision is silently costing physician entrepreneurs more than they realize and walks through the five most common reasons doctors stay stuck on the fence.
In this episode, you'll learn:
- Why every student who waited to join the EntreMD Business School says the same thing — "I wish I said yes sooner"
- The 5 reasons physicians don't decide (time, timing, money, "will it work for me," and spousal buy-in) and how to think through each one honestly
- Why three common business mistakes can cost you more than $30K — and how the right mentorship pays for itself
- The real reason your spouse is unsure (hint: it's not about the program)
- What's included in the EntreMD Business School open house — real stories, real data from 2025, the 30-day onboarding experience, and the results-driven curriculum
- How one physician went from "there must be something more" to launching a business, hitting her first million, then two million, and now building the infrastructure for $10M
Resources mentioned:
Apply to the EntreMD Business School:
Book your spot for the EntreMD Business School Open House: www.entremd.com/openhouse
Cohort starts April 13th — come ready to decide, not just to listen. Start Q2 with a bang and completely change your business in the next 30–90 days.
Additional Resources:
- Learn more about my 12-month program.
- Interested in 1-on-1 coaching? Apply here.
- Grab a copy of the "The 7-Figure Physician CEO" book.
When you are ready to work with us, here are three ways:
- 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.
- 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 ...
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (01:08):
Destiny is at the mercy of decisions.
This is such a powerfulstatement.
And if you understand it and youapply it to your business, it
will be such a game changer.
Where you are as an entrepreneurand where your business will be
at the end of this year is tiedto the decisions you make today.
(01:30):
Okay.
This is so important that thisdeserves a whole episode.
Now, when you think about it,many people think about
decisions they need to make andthey decide, I will think about
it.
Okay.
They put themselves in a placeof indecision.
The problem with being in aplace of indecision is that it
(01:53):
puts you in a state where you'renot forced to change, you're not
forced to take the actions thatwill create the results.
And the opportunity cost ishuge.
I was talking to my husband afew days ago, and we just did
this trip down memory lane, andwe traveled to, you know, right
when I was done with residency,I was done with my first job,
(02:16):
and I had two options in frontof me.
So one is I had the opportunityto start a private practice,
which I knew nothing about, andI didn't have EntreMD or the
Profitable Private PracticeMovement or the EntreMD Business
School.
I didn't have any of thosethings.
And so the level of ignoranceand fear and uncertainty was
really high.
And at the same time, I got thisreally nice cushion job at the
(02:40):
urgent care in Emory University.
And, you know, it had a nicesalary, it had nice benefits,
and it was a short path.
And I had these two options infront of me.
And we took the option of goingthe private practice route,
which was really like, you know,taking a leap in the dark.
(03:01):
But we did it because we wantedto explore what was possible,
right?
What was possible.
Yes, there was the risk offailure.
Yes, there were all thesethings.
But we explored what waspossible.
Now, when we were talking aboutit, he then said, Have you
thought about the fact that ifyou said no to the private
practice and you said yes to thejob, nothing wrong with the job,
(03:23):
by the way, right?
I'm just trying to paint apicture here.
If you said yes to the job, whatwould have ended up happening
would be that there would havebeen no private practice.
And if you didn't do what youdid in your private practice,
there would have been no entreeMD.
And if you think about, youknow, no entree MD, that also
means no podcast, no YouTubechannel, no events, no books,
(03:47):
no, none of those things.
Like all of those things wouldnot exist.
And today, 17 years later, youcould have still worked your
job, you could have had apromotion, earning good money,
all of those things.
But all these things wouldn'thave existed.
And the worst part is you wouldhave never known that all of
those things could be possible.
And I thought about it, likethat version of me, if you told
(04:09):
me I'd be doing what I'm doingnow, there's no way I would have
believed it.
All of these things came out ofone yes and many yeses after
that, right?
One decision and many decisionsafter that.
And so I I wanted to come talkabout this concept because I see
it play out in the entree MDbusiness school, and it really
(04:30):
does need to be talked about.
I want to show you what isavailable, I want to show you
what is possible, and I want toshow you the magnitude of the
opportunity cost, right?
Okay, so many people, you know,think about the entree MD
business school and they wonderif it's for them.
And, you know, in in the entreeMD business school, we say
something, we observe, we don'tjudge, right?
(04:51):
And so this is not aboutjudging, this is about an
observation.
Okay.
Now, they may wonder for weeks,they may wonder for months, they
may wonder for six months, ninemonths.
And, you know, I say this, youknow, when I think about it,
that, you know, a whole baby, ababy could be conceived,
nurtured, and born in ninemonths.
Like there's so much that couldhappen in that time.
(05:14):
Some for two years, some forthree years.
Some are wondering now, andthey've been wondering since the
school started six years ago,right?
And it's not about, oh, Dr.
Una wants us to say yes.
No, it's about Dr.
Una wanting you to make adecision.
Why?
Because destiny is at the mercyof decisions.
(05:34):
Okay.
Now, the the thing is, you know,for the students that I've
interviewed, um, and I talkedwith a number of them at the
entree MD Business SchoolBusiness Makeover Masterminds,
which is an in-person event thatwe have once a year.
And they're like, a doctor onthere said, you know, a friend
of mine told me about the entreeMD Business School, said, for
(05:54):
what you're trying to do, thisis where you need to be.
And she said, and I joined ayear later.
And she's like, I shouldn't havedone that.
If I'd known what I know now, Iwould have joined right away.
And I'm telling you this, thisis something I hear over and
over and over again.
Okay.
So I decided to come on to kindof share with you, um, after
(06:16):
talking to hundreds of doctors,what are the things that, you
know, make people not decide?
Let's, you know, let's addresssome of those things.
Um, one of them is, you know,and and the reason why I want to
do this is because I want you tocome to a decision.
And that decision could beabsolutely, that decision could
be absolutely not, but at leastyou've made an informed
(06:38):
decision, and then you can takewhatever action it is you need
to take after that.
Because no decision, no action,no action, no result.
The opportunity cost is high.
Okay?
All right.
So let's look at a few things.
Um, what are the reasons?
I have five reasons that come upa lot, okay?
We're gonna start with the firstone here, which is time.
(07:00):
Time.
I don't have the time.
I don't have the time to dothis.
Now, this this reason right hereum is very important to look at,
is very common.
Doctors, many times we're reallybusy, okay?
But this is the deal.
When you think about thisstatement, I don't have time, it
is not a true statement, right?
When you say I don't have time,um, we all have 24 hours.
(07:22):
So clearly it's not the time, itis the utilization of the time,
right?
It's not, we all have 24 hours.
Um, when we think about it, ifif you run no company, you have
24 hours.
If you run one company, you have24 hours, you run three
companies, you have 24 hours,you run 300 companies, you have
you have 24 hours.
And so it's not about the 24hours, it's about how the 24
(07:44):
hours is being used.
Okay?
Now we understand this, andthat's why a huge part of what
we talk about all through thebusiness school is a time
management tool we use calledthe CEO calendar.
And it's really how to spendyour time, or rather, how to
invest your time, like theultra-successful do, right?
(08:05):
How do we use the time?
What are the activities we putin the time?
What are the things we don't do?
What are the things that wedelegate?
What are the superior strategiesthat will help us accomplish a
lot more by doing a lot less?
These are all the things that wework on because we know if you
do not know that, you will nothave time.
And so what that means is ifyour thought about not joining
(08:29):
the business school has beenthat I don't have the time, it
is actually an indication thatyou need to join the business
school.
We had a doctor who um came toone of our events on training
live, and she joined theon-trained business school.
And I remember talking with herbefore she did, and she was
like, she didn't have the time.
And I tell you, within 30 days,she had bought back 10 hours of
(08:52):
her time every single week.
10 hours.
I want you to think about that.
Okay.
And we had another dog who cameinto this school, and it was so
fun because we were on a call.
She's been in theentrepreneurial business school
now for about four years, and wewere on the call, and she said,
you know, last year I made amillion and I took eight weeks
(09:13):
off.
Is that too many weeks off?
And I'm like, no, there's nosuch thing as too many weeks
off.
The idea is you set a target,you decide on the strategies to
pull off the target, you figureout how to use your time.
So you're using it in doing whatyou need to do in the least
amount of time, not from astandpoint of I don't do the
(09:34):
work, but a standpoint of I dothe right work.
I do the work in the rightorder, right?
And so if you feel you do nothave time, that is a problem we
fix in the school.
And if you think about it, howelse does it get fixed?
Waiting doesn't change it,right?
Okay.
And the the beautiful thing isyou learn how to do it.
(09:54):
You can have this life where youget more done by doing less,
right?
You have time for the thingsthat matter for you.
Um, for me, one of the thingsthat really mattered to me is
that I homeschool my kids.
And so here I am a serialentrepreneur, and I homeschool
my kids, right?
That's what something that wasreally important to me.
And I get to do that.
And so this is what you canhave, or you can continue to not
(10:16):
have time, right?
And we don't want that.
I don't want that for you.
You don't want that for you.
Okay.
That's the first thing thatcomes up.
The second thing that comes upis I don't know if this is the
right time.
And it usually shows up thisway.
I think I'll do this after X.
It could be after, you know, Itake my boards, or after I get
back from this vacation, orafter I hire these people, or I
(10:39):
have a lot of stuff going on inmy business.
I need to fix that first, andthen after I would do that,
right?
There's a lot of after.
But the thing is, if you've beenalive for longer than 10 years,
you know that there's alwaysgoing to be an after.
There's always going to be areason why this is not the right
time to do this, right?
And so we don't wait for time.
What we do is we make a decisionand we then make the decision
(11:05):
right.
We make a decision.
This is this, I'm going to dothis, and then we make the
decision right.
We make the timing right, right?
And so this is the way I wantyou to think about that.
Because when, for instance, whenyou come into a place like the
entream business school, whathappens in it?
You get the mentorship, you getthe accountability, you get the
(11:28):
community you need to move yourbusiness forward and all of
those things.
It's like a doctor in theentrepreneurial business school
described it like being on arocket launcher, like being on a
rocket launcher.
And so the question is when isthe right time to get the
world-class mentorship you needto move your business forward?
When is the right time to getthe support of a community of
(11:51):
physicians who are buildingprofitable six, seven, and
eight-figure businesses?
When is the right time, right,to get accountability so that
you can get so much more done ina shorter amount of time?
When is the right time?
And the right time is likeimmediately, like actually maybe
yesterday, two years ago, butthis is the next best time,
right?
So I want you to think aboutthese things, okay?
(12:14):
All right.
The third objection um or thefear that shows up, if I, if you
will, um, or the thing thatmakes people wonder and wait and
not decide is oh, you know, umthe investment.
Oh, the investment is a lot,right?
And this is this is the way Ilook at this, right?
(12:35):
Running a business is one of themost expensive things you will
do if you don't know what to do,right?
If you don't know what to do.
So for instance, we have doctorsin the school who've taken their
businesses to a million inrevenue.
Some did it in a year, some didit in 15 months, some did it in
18 months, some did it in twoyears.
Like, you know, they have allthese timelines.
(12:55):
Now, I want you to think aboutit.
For somebody who did took theirbusiness to a million or added a
million, right?
We had a doc who went to herfirst million dollar month,
okay?
And she's been in the entre MDbusiness school for about four
years or so.
So I want you to calculate allthat she could have possibly
invested in to be in the entreamD business school, maybe come to
(13:16):
our events and all of thosethings.
And I want you to think of amillion dollar month.
Okay.
So there's the cost that is theopportunity cost.
If I don't learn how to do thesethings, if I don't buy my time
back, if I don't learn thesesuperior strategies, if I don't
stay in an environment thatsupports me to do this long
enough to see the results, if Idon't experience these mindset
(13:39):
shifts, like if I don't do allof these things, what is the
cost of that?
For some people is six figures,for some people it's multiple
six figures, for some peopleit's seven figures, for some
people it's eight figures.
We have many people in theschool that are currently
working on their first$10million a year.
Okay.
Now, for those people, and andyou know, they they got their
(13:59):
time back and they're becausethe thing about the way you do
one thing is that it becomes theway you do everything.
So the doctors in the businessschool is not unusual at all to
hear them talk about, you know,they bought their time back,
their health is better, they'resleeping better, they're
exercising, they're eating.
Um, so many of them talk abouttheir exercise um streaks, um,
(14:22):
their relationship with theirkids is better, their
relationship with their spousesare better.
Like all of these things arehappening.
Now, so I want you to thinkabout the opportunity cost.
The opportunity cost runs in sixfigures, seven figures, and
eight figures, right?
And so the investment is notabout the investment.
Think about somebody who investsin real estate.
(14:43):
They're not fussing about theinvestment, they're looking for
an ROI.
Does the ROI exist, right?
And how do we maximize the ROI?
That is what they're constantlythinking about.
When I invest in real estate,I'm not like bent out of shape
how much I invested in it.
I'm like, what is the ROI?
How can I make the return oninvestment better?
(15:05):
What is my part to play andstuff like that?
That's kind of where we live,right?
And so the opportunity cost ofit is so high that it is one of
the best investments you make inyour business.
Now remember, this is a businessexpense.
It is one of the bestinvestments you'll make in your
business, is the investment tobe in the entrepreneurial
(15:27):
business school.
Okay.
And then if you think about anymistakes, turnover from hiring,
hiring the wrong person, likehow many people have hired the
wrong team member that has costthem not only their salary, but
also all the mistakes that theymade.
It's way more than anyinvestment.
(15:49):
There's a doctor who walked upto me and she said, you know,
she was having some issues inher private practice.
And so her solution was she wasgoing to go get this laser
machine thing.
And I was like, okay, you know,and she was like, it's only X
amount per month.
I'm like, uh-uh, let's do themath.
The math, it came to about$450,000 she would pay over a
(16:10):
five-year period.
Okay.
And I said, okay.
I'm like, so why, why are yougetting this machine?
Well, I don't have enoughpatience for my practice.
So I'm thinking if I can getthis and then I can do this on
the side, it will pay the bills,you know, and that will we can
grow that way.
I'm like, okay, where are thepatients going to come from who
are going to use this machine?
(16:31):
Well, the the company told methat it's very easy.
You know, like if you just get,you know, three patients or four
patients a month, it will payfor the machine, we'll support
you with the marketing.
I was like, never in the historyof the universe has a medical
device company done marketingfor anybody.
I was like, this is called adisaster in the making.
The same way you need to getpatience for your practice,
(16:53):
you're going to need to getpatients for this machine.
If you haven't gotten patientsfor your practice, you are also
not going to get patience forthis machine.
This is the time that you needto buckle down and start
learning the strategies to builda brand that puts you in a
position where you are thenumber one option for your
market.
Like, this is not the solutionto that.
She was 24 hours away fromsigning that contract.
(17:16):
So her 30,000 investment in theschool saved her 450,000.
Like I need you to understand.
The mistake people say ignoranceis bliss, not in business.
Ignorance is not bliss inbusiness.
Ignorance is not bliss inbusiness at all.
It is expensive.
And there are many people whohave spent years paying for
(17:37):
machines that they never endedup using.
Okay?
And that's just one example.
There's so many examples.
Like mistakes in business areexpensive.
And so to be in a position whereyou can constantly ask
questions, you know, like I'mthere to support people who are,
you know, in your type ofbusiness, in your area, and all
of that, they're all there tosupport.
I want you to think about acommunity of almost 100
(17:59):
physicians where everybody isworking to push their businesses
forward.
They're working, right?
And then they have the expertiseand the experience and the
connections and all of that.
And you have access to all ofthis.
It's just priceless, right?
And so when people talk aboutthe cost, I'm like, it's not a
cost, it's an investment.
(18:20):
And it's an investment with anROI, right?
Okay.
So that's the way to look at it.
It is not a cost.
It is not quote unquoteexpensive.
The same way if I were to invest$100,000 in real estate, it's
not expensive, right?
It's what is the ROI?
(18:40):
If there's an established ROI,then I invest in it.
It's the same thing with youknow, ads.
Sometimes I, you know, I talkabout if if you paid$100 in ads
and you got$1,000, how manyhundred dollar bills do you
spend?
All of them.
unknown (18:56):
Like all of them.
SPEAKER_00 (18:57):
Because there's an ROI, right?
Okay.
Now, the fourth thing that comesup makes people wonder, um, is
will it work for me?
Like I see it working for allthese doctors because I mean,
the the the experiences of thedoctors in the entrepreneurial
business school, I think is justotherworldly, right?
When they when they share thethings that are happening with
(19:18):
them.
Um, and this is, and and that,you know, that's part of the
reason why I like to have themshare their stories because, you
know, when I share it, sometimesit's like, what?
How is that even possible?
But a lot of times people stillhear that and they'd say, hmm,
like you might hear that andsay, well, well, that person is
younger, or that person isolder, or that person is private
(19:41):
practice and I'm a coach, orthat person is a coach and I'm a
DPC doc.
Or you may think, um, you know,that person uh has been an
entrepreneur for 10 years, orthat person is a newbie
entrepreneur.
Like there's always a thing thatmakes people say, Well, will
that work for me?
Okay.
And this is the deal.
(20:03):
First of all, decisions, destinyis at the mercy of decisions.
And I want to invite you todecide that entrepreneurship
will work for you.
Why?
Because historically it has forsomebody like you.
It starts with that commitmentthat I am going to win.
(20:25):
And I am just looking for aplace where I can get
mentorship, I can get community,I can get accountability, but I
am going to win.
Okay.
But to address that, in theentream D business school, we
have had people right outdoorresidency join the entream D
business school.
(20:45):
We have had people who've beenin practice for three to five
years.
We have been we've had peoplewho've been in practice for over
a decade.
Okay.
Over a decade.
And these people have allthrived.
So we've had people who joinedas employed physicians and took
their businesses to multi-sevenfigures.
(21:07):
We have had people who joined atmulti-seven figures and have
added a lot more seven figures,right?
Okay.
So, and everything in between.
We have people who areentrepreneurs, so they work jobs
and their personal brand istheir business.
Or they take those businessstrategies to work, so they're
(21:28):
getting promotion afterpromotion.
We have people gettingsix-figure raises, right?
And they've kind of maxed outeverything they can possibly get
out of their offices.
They're, they're, they'remonetizing their brands, they're
doing all kinds of stuff.
So we have people who areentrepreneurs.
They have no intention ofstarting a brick and mortar.
Some of them stay for a fewyears and then they start a
brick and mortar, but they haveno intention of starting a brick
(21:50):
and mortar.
They're working their job andthey're applying all those
principles there.
We have people who areinsurance-based private practice
owners, okay?
We have people who are directprimary care doctors, direct
specialty care doctors.
We've had concierge doctors,okay.
We have people who are coaches,consultants.
We have people who primarily runevents, we have product-based
(22:14):
businesses.
And so there's the whole, like,so the types of businesses are
all represented, okay?
The stages of business are allrepresented.
And then we have people um whoare in their 20s, in their 30s,
in their 40s, in their 50s, andin their 60s.
(22:37):
We have the whole spectrum.
They're all there, and they'reall learning the things, and
they're all changing theirlives, and they're all changing
their businesses.
It is a thing of beauty to see.
Okay.
So has it worked for somebodylike you?
The answer to that is yes.
The answer is a resounding yes.
(22:59):
And again, I want to invite youto not hold on to that, to not
let that be what keeps youundecided.
Yeah.
Fifth thing that comes up is ummy you know my spouse is not on
board or I have to talk to myspouse, right?
Like something like that.
(23:20):
Okay.
Now with this one, um, I'm gonnatell you the the truth, the
whole truth, and nothing but thetruth.
Okay, okay.
I want you in this moment tothink, okay.
If there are things you do thatyou don't necessarily need
(23:50):
permission from your spouse, youdon't necessarily need
permission for this either.
Um a lot of times when thatcomes up, I'll tell you what it
is.
And I and this may or may not beyou.
If it's not you, you can throwit away.
But I've talked to enoughphysicians, I can tell you this
(24:12):
is what it is.
They're not confident enough intheir decision.
And so they take that lack ofconfidence to their spouses.
And you're the one who listensto the podcast, you're the one
who's seen the doctors in theentream D business school,
(24:32):
you're the one who's done all ofthat.
Your spouse likely hasn't donethat.
And so your spouse can'tactually say yes to the entream
D business school.
What they say yes to is yourconfidence in the program, your
confidence in your decision.
That's what they buy.
(24:53):
They don't buy the businessschool, they buy your confidence
in it.
And so if you say, I wasthinking about this, but this is
the issue with it, this is theissue with it, this is where I'm
concerned about, all of thosekinds of things, chances are
they're like, yeah, I know.
Think about it, right?
Like, so you're undecided andyou sell them on your
indecision, and you're bothundecided.
(25:14):
But there have been times wherethere was a vacation you were
you had confidence in and yousold it and your spouse bought
it.
There's a school you wanted yourkid to go to and you were
confident in it.
You'd done the research and allof that, you got your
confidence, you sold it, and hebought it.
Right?
There are other things youwanted to buy, pay for,
(25:35):
whatever, and you were confidentin and you sold it and your
spouse bought it.
And so I want to invite you torelook at that.
It is your confidence that theybuy.
unknown (25:47):
Right?
SPEAKER_00 (25:48):
So I talk to doctors in the on-tream business school
all the time, especially theones who've been in it for many
years.
I'm like, okay, so what's thedeal?
And they're like, oh no, it's ais we don't, and I'm not saying
don't talk about it.
I'm just telling you what peoplesay.
It's like we don't necessarilytalk about it.
It's just a business expense,same way the team members I need
to hire, that's a businessexpense.
The EHR I have to get, that's abusiness expense.
(26:08):
This is just a business expense.
Um, sometimes they'll say, youknow, my sponsor's like, are we
gonna do this for another year?
And they're like, Do you see allthese things happening?
That's where it came from,right?
So, yes, we're going to do itfor another year.
There's no better way to spendthis money, right?
I even had a doc who um, and I Ineed to talk to her husband
(26:28):
actually.
Um they started a major capitalintensive project.
And she was like, man, I don'tknow how you know I'm going to
do this.
And she's she's actually in thein the tier up in in scale,
entrepreneur business schoolscale, which is for the doctors
who are um doing a million inrevenue and still want to have
(26:49):
hypergrowth and build companiesthey can exit from.
And um, and and he was like, No,no, you don't get to leave.
You need to be there.
You need to be there, right?
Yeah.
So the idea is what they buy isnot the entream d business
(27:09):
school.
What they buy is your confidencein it.
It's your confidence.
And so you kind of want to makethe decision, if you will.
Make the decision knowing thiswill give me my time back,
knowing that this is the righttime.
There's no better time for myfor me to be better as a CEO and
get my life back, and for mybusiness to be better where it's
(27:32):
profitable, where it's creatingtime freedom and financial
freedom for me, it's changing somany lives.
Like, this is the best time todo that.
You need to be confident in thefact that I am not spending
money on the untrained businessschool.
I'm investing in myself.
And if I invest in myself andinvest in my business in this
way, this is what the ROI couldlook like.
You need to be confident thatthis will work with me for me,
(27:54):
which primarily comes from yourcommitment.
Like, I am going to win.
I just need help.
I there's a doc in the businessschool, I just love her.
She's amazing.
She says to me, Dr.
Una, when she came into theschool, she says, Dr.
Una, I have an incredible workethic.
I will get the job done.
I will take the action.
I just need to be pointed in theright direction.
And she's in it, she's killingit.
(28:15):
I mean, like, she's a privatepractice doc.
And, you know, on the side, shedoes some speaking.
She did six figures in speaking.
This is not her business.
She's so amazing.
But anyway, so it, but it's it'sa commitment.
So for her, it's thiscommitment.
I'm gonna win.
I just need who to support me,you know, and all this stuff
because you're committed towinning.
(28:37):
I'm committed to helping youwin.
This is a match made in heavenbecause I am committed.
I spend a ridiculous amount oftime, effort, and resources,
money to make the entree and thebusiness school the container
that can deliver the results,right?
So you match your commitmentwith my commitment.
(28:59):
It's just a wrap.
Now, so you look at all thesethings and build your commitment
and you build your con uh yourconfidence, and then you sell
your spouse on your confidence.
Do you see what I'm saying?
Like, so that's the way thatworks.
That's the way that works.
But if you take you're not conyou're not confident, you're not
committed, you don't, you have,you're not, you're undecided,
(29:21):
and you take it, you're justgonna get agreement and
indecision, right?
Okay, so so so these are thethings that I've looked at
because and the reason I'mtelling you this is because I
have seen doctors create suchunbelievably amazing results.
Like we recently interviewed Dr.
Pram Trapati.
You can go listen to hisepisode.
(29:42):
We recently interviewed Dr.
Brenda, it recently Chattarecently interviewed Dr.
Ken Kaufman.
These are all recent episodes onthe Ontrev D podcast.
Go listen to them.
There's story, like I couldinterview people every week for
a year, and it will be storieslike that, one after the other,
after the other, after theother.
I know what is available fordoctors.
(30:03):
And so when I see doctors on thefence and I know we can help
them, I'm like, oh my goodness,pretty, please.
Like this is such a no-brainer.
I wish I had the on-trainedbusiness school when I started.
So anyway, so because I knowthat there are people who stay
on the fence for a long time,and I know this is the reason
why they stay on the fence, andthese are actually reasons to
(30:26):
join, not not to join.
Um, we we're doing something atthe time of this recording, we
have one coming up live.
If you're watching thisafterwards, you can catch the
replay.
It will be at the same link.
But it's the entree MD BusinessSchool Open House Experience,
okay?
And we redesigned it.
And this time, what we're doingis we're showing you, we're
(30:46):
gonna let you see stories ofreal doctors, right?
And you can ask them questions,you can do all of these things,
but real stories of real doctorswho are getting real results.
Like these things are not madeup.
We're gonna show you data,right?
We surveyed the doctors in theentrepreneur business school,
their journey over 2025.
The data is staggering.
(31:07):
It is so staggering.
Like the first few weeks after Igot the data, I refused to
publish it because I'm like, isthis actually real?
Like, I mean, it is real.
Of course it's real.
I see it in story form, but tosee it as data is just nuts.
Okay.
So you get to see the real data.
You get to see the 30-dayonboarding experience we built
(31:29):
to help you get results rightaway.
Because some people are like,Well, I get the results.
We want that, we want thatsquashed in the first 30 days.
Like the first 30 days, you havedocumented results that you have
created.
It could it could look like manydifferent ways, but many
different ways.
And we'll co-create that.
But 30 days, these are theresults you get, right?
And the fourth is to show youour new updated results-driven
(31:55):
curriculum.
Now, we don't do curriculumbecause we want to give you a
certificate necessarily, eventhough now we've started giving
certifications within theon-trained business school, but
we do that because we want youto get results.
We teach you enough to createthe results.
That's it, right?
I am after results.
I am after making seven figuresthe new floor for physicians.
(32:15):
Why?
Because I'm annoyed that theytold us to stay in our lane.
I'm annoyed that they could havebeen some of the most brilliant
people in the world that we'revictims and we should stay in
our lane and we should do whatwe're told, and all of these
things.
Like, I almost see likeoppression what is being done.
And we're just gonna, we're justgonna cancel all that by
creating a brand new culture forus, where seven figures is a new
(32:37):
form, new, new norm, where wehave time freedom, we have
financial freedom, we haveprofound impact.
Like through our business, we'reable to rewrite like healthcare,
right?
And beyond, right?
Okay.
So that's what we're doing.
And oh my goodness, do youdeserve a spot in the room?
Like, do you not want sevenfigures to be your floor?
(32:59):
Do you do you not want to getyour time back?
Do you not want financialfreedom?
Do you not want to have a lifeof profound impact?
That is what we are doing in theentree MD business school.
Like at the time of thisrecording, Dr.
Rachel Rubin just had aninterview that she did with Mel
Robbins.
And, you know, I looked at itthis morning.
There's about 68,000 views on iton YouTube alone.
(33:21):
So, not the podcast and all ofthat.
And her email list, Mel Robbins,is over 2 million people.
And so here's Rachel Rubin, whojoined the entre MD Business
School as an employee, by theway, right?
So she she decided she was goingto start her own practice.
She started her own practice,which is thriving.
I mean, like, it's justridiculous how well it's doing.
(33:44):
And she did a course where shehelps doctors learn how to
prescribe HRT confidently andall of that stuff.
And they rave about it.
And then now she's doingadvocacy at a national level,
the FDA, right?
Rewriting um, you know,guidelines for GSM.
(34:04):
Um, and now she's reachinghundreds of thousands of people.
I want you to think about it.
Like, think about how crazy thatis.
And that's her story.
She didn't know it would playout like that, but that's her
story.
And others have differentversions of their story.
(34:25):
But what if your story?
Indecision is not going to takeyou to your story.
Not evolving, not becoming theseven-figure, eight-figure
physician CEO is not going totake you there.
Not having the community is notgoing to take you there.
Do you know, even for RachelRubin for her course, it was
(34:46):
another doctor at theentrepreneur business school who
kept pestering her to do thatcourse.
Now, that course has helped overa thousand clinicians.
I want you to think about that.
Think about that.
So, do we need mentorship?
Yes.
Do we need community?
Absolutely.
(35:07):
Do we need accountability?
Yes.
This is what makes us better.
So the open house, on tramd.comforward slash open house.
Um, and I don't want you to cometo browse, to see, to be
curious.
No.
I want you to come, I want youto be clear on the questions
(35:27):
that are stopping you fromsaying yes to yourself.
Because this is more about youthan the on-trained business
school.
This is about you, this is aboutyour dream, this is about your
business, this is about theimpact you can have, this is
about the time you can have foryour family and for your for
your health.
This is about the financialfreedom you can have, the legacy
you can leave for your kids.
This is about you.
I want you to come and say, whatare the questions that are
stopping me from saying yes?
(35:49):
What are they?
And then I want you to come withthose questions to get them
answered.
Okay?
I want you to come with thosequestions to get them answered.
For some of you, you've alreadyattended this stuff before.
You've already talked to my teama number of times.
You've already done all thisstuff.
(36:09):
Okay, so here we are.
It's time for you to apply.
Turn in your application.
Nikita will meet with you.
Nikita is our program directorfor RTRMD, and she will meet
with you and go through yourapplication and walk you through
it and get you enrolled.
We have a cohort starting April13th.
(36:30):
Okay, so we're enrolling now forthat cohort that will start
April 13th.
I want you to be part of thatcohort.
Turn in your application.
Apply.
Don't let the fear stop you.
The fear is not making your lifebetter.
(36:52):
The fear is not giving you yourtime back.
The fear is not making yourbusiness better.
Like at some point, we have tosay no to the fear.
We have to say no to it.
So come.
If you're coming to the openhouse, come ready to come in.
For those of you who have beenfor stuff and you know, just go
turn in your application.
We'll get you in.
(37:13):
We'll get you in, we'll get yousquared away, we'll give you
access to stuff even before thecohort starts.
So boom, you can hit the groundrunning and you can change your
whole life.
Like, don't just hear thisepisode and walk away.
Ask yourself like, I've been inindecision for months, for
years, and I've not made acommitment.
(37:34):
Has this made things better?
Think about the opportunitycost.
That that's what blows my mindis the opportunity cost, right?
The cohort starts April 13th.
I want you to be in it.
I want you to start Q2 with abank.
So we're not, that's not whenthe programming starts, like
(37:54):
we'll get you in sooner, butthat's when the the cohort
orientation, we're gonna haveyou do some stuff first, but
your cohort orientation that'sonboarding, that's when it
starts.
Now, I want you to start Q2 witha bang and completely change
your business over the next 30to 90 days.
Completely.
And I'm not telling yousomething that doesn't happen
(38:16):
all the time.
The doctors in the businessschool are changing their lives
and their businesses every 90days.
We we have 90-day years, right?
Like that's what we do.
We celebrate four years in onein the entrepreneur business
school.
Now, once you do this, you'llbecome addicted to exploring
what is possible for you becauseyou will be blown away by who
you can become, the kind ofbusiness you can build, the kind
(38:39):
of team you can have, the kindof revenue you can create.
You you you have you have to youhave to make this decision.
Okay.
You have to.
Now, you may say, my decision,I've looked at everything, I've
decided, no, that is not whatI'm going to do.
I'm gonna do this instead.
Okay.
Okay.
But you have to make a decision.
(38:59):
And for most of you, thatdecision is to get yourself in
the entrepreneurial businessschool.
You've listened to the podcast,you've been for the workshops.
Do you know there's a doc, and Isay this because she talks about
it openly.
She would come for ourworkshops, and she's like, oh my
goodness, I 3X my annual revenuefrom attending a five-day
workshop with Dr.
(39:19):
Una.
And that is because I don't dofluff anywhere.
I don't do fluff here on thepodcast, I don't do fluff, you
know, on my events, I don't dofluff with anything.
Okay.
That same doctor then comes intothe entree MD business school.
And she, in, you know, she'dincrease her revenue, she'd done
(39:40):
all those things, but in a10-month period, she had made
$120,000.
She comes into the businessschool, she comes to one of our
events, she has this whole thinghappen, and she does$91,000 in
one month.
One month.
So what is the opportunity cost,right?
Because she's like, and peoplesay this to us all the time.
(40:03):
They're like, I listen to thepodcast, Dr.
Una gives so much stuff.
What could possibly be differentin the business school?
It's a whole, it's a whole otherproduction.
And it's not because I hold backhere, it's because the
accountability is much higher.
The opportunity to mentor is ata much higher level.
I hold them to much higherstandards.
And the community is like nutsbecause now you have all these
(40:27):
people.
I mean, I've talked about, youknow, doc Dr.
Dr.
Cheruba, who did the millionairerevenue.
I've talked about the person whodid the 91,000.
Like we talked about all thesethings.
These are all your classmates.
These are all the people you'rein the same community with.
There's no way for your life tobe the same.
If you made the commitment, likeI'm here to change.
Okay.
(40:48):
So the deal is you can change inways that will blow your mind.
Um, you know, Dr.
Kuffman, she we share her storyall the time.
And, you know, she came into theentrepreneurial business school.
She was an employed physician atthe time, thinking about
starting a practice.
And she has gone from, I want tostart a practice to launching a
(41:13):
practice with 350 people on await list, 16 patients on day
one, profitable from day one, toher first million in revenue,
her first million dollar year,her first$2 million year.
And I have no doubt she'sbuilding the infrastructure for
her first$10 million a year.
Because she started and she gotaddicted to exploring.
(41:35):
Because, and when I talk, andand this is not sacrificing her
life to do this.
She has more time off, she hasmore time with her boys.
She has, I mean, like if youfollow her on Facebook, you'll
see like she's constantly attheir games and they travel for
the games and all of that stuff.
They're able to go on thevacations they need to go on.
Total boss, total boss.
So, yeah, it's years in themaking, but my goodness.
(41:59):
Wouldn't you do that?
So, this is my invitation toyou.
Okay, turn in your application,entreamd.com forward slash
business.
Go there, turn in yourapplication.
And those of you coming to theopen house, come to the open
house, but to get your questionsanswered and to get yourself
(42:22):
into the very next cohort of theentree and the business school.
You've listened to the podcastand it's great.
And I'll continue to deliver.
And the people in the entreampodcast, entream the business
school, listen to it too.
I will continue to deliver, I'llcontinue to show up on the work
on the workshops, but you'vegotten results from the podcast,
and you've gotten results fromthe workshop, which means you
(42:43):
are the perfect person to getmind-blowing results that will
make you unrecognizable to yourfamily, to your community, to
your industry, to yourself, ifyou will say yes to the entream
d business school.
So I want you to dare thosefears that have been showing up
in the face, and I want you tosay yes.
(43:06):
So go register for the openhouse, ontraemd.com forward
slash open house.
Those of you who need to apply,you know yourselves, just go
apply.
And the team will reach out toyou and they'll get you enrolled
so you can be in the very nextcohort because everything can
change.
And I want to see that for you.
I want to see the version of youblown away by the impact you
(43:27):
have, by the time freedom youhave, and by the financial
freedom you have.
You deserve that.
You went to medical school tochange the world.
Let me show you how to changethe world and change your life.
That is a true win-winsituation.
And every doctor deserves that.
So I'll see you in the school.
(43:48):
I'll see you at the open house.
Um, Mikita can't wait to getyour application so we can get
you enrolled.
Let's do this.
Let's make the next 90 days moreimpactful than maybe the last
five years have been.
Rooting for you always.
See you in the school.
Destiny is at the mercy of decisions.
This is such a powerfulstatement.
And if you understand it and youapply it to your business, it
will be such a game changer.
Where you are as an entrepreneurand where your business will be
at the end of this year is tiedto the decisions you make today.
(01:30):
Okay.
This is so important that thisdeserves a whole episode.
Now, when you think about it,many people think about
decisions they need to make andthey decide, I will think about
it.
Okay.
They put themselves in a placeof indecision.
The problem with being in aplace of indecision is that it
(01:53):
puts you in a state where you'renot forced to change, you're not
forced to take the actions thatwill create the results.
And the opportunity cost ishuge.
I was talking to my husband afew days ago, and we just did
this trip down memory lane, andwe traveled to, you know, right
when I was done with residency,I was done with my first job,
(02:16):
and I had two options in frontof me.
So one is I had the opportunityto start a private practice,
which I knew nothing about, andI didn't have EntreMD or the
Profitable Private PracticeMovement or the EntreMD Business
School.
I didn't have any of thosethings.
And so the level of ignoranceand fear and uncertainty was
really high.
And at the same time, I got thisreally nice cushion job at the
(02:40):
urgent care in Emory University.
And, you know, it had a nicesalary, it had nice benefits,
and it was a short path.
And I had these two options infront of me.
And we took the option of goingthe private practice route,
which was really like, you know,taking a leap in the dark.
(03:01):
But we did it because we wantedto explore what was possible,
right?
What was possible.
Yes, there was the risk offailure.
Yes, there were all thesethings.
But we explored what waspossible.
Now, when we were talking aboutit, he then said, Have you
thought about the fact that ifyou said no to the private
practice and you said yes to thejob, nothing wrong with the job,
(03:23):
by the way, right?
I'm just trying to paint apicture here.
If you said yes to the job, whatwould have ended up happening
would be that there would havebeen no private practice.
And if you didn't do what youdid in your private practice,
there would have been no entreeMD.
And if you think about, youknow, no entree MD, that also
means no podcast, no YouTubechannel, no events, no books,
(03:47):
no, none of those things.
Like all of those things wouldnot exist.
And today, 17 years later, youcould have still worked your
job, you could have had apromotion, earning good money,
all of those things.
But all these things wouldn'thave existed.
And the worst part is you wouldhave never known that all of
those things could be possible.
And I thought about it, likethat version of me, if you told
(04:09):
me I'd be doing what I'm doingnow, there's no way I would have
believed it.
All of these things came out ofone yes and many yeses after
that, right?
One decision and many decisionsafter that.
And so I I wanted to come talkabout this concept because I see
it play out in the entree MDbusiness school, and it really
(04:30):
does need to be talked about.
I want to show you what isavailable, I want to show you
what is possible, and I want toshow you the magnitude of the
opportunity cost, right?
Okay, so many people, you know,think about the entree MD
business school and they wonderif it's for them.
And, you know, in in the entreeMD business school, we say
something, we observe, we don'tjudge, right?
(04:51):
And so this is not aboutjudging, this is about an
observation.
Okay.
Now, they may wonder for weeks,they may wonder for months, they
may wonder for six months, ninemonths.
And, you know, I say this, youknow, when I think about it,
that, you know, a whole baby, ababy could be conceived,
nurtured, and born in ninemonths.
Like there's so much that couldhappen in that time.
(05:14):
Some for two years, some forthree years.
Some are wondering now, andthey've been wondering since the
school started six years ago,right?
And it's not about, oh, Dr.
Una wants us to say yes.
No, it's about Dr.
Una wanting you to make adecision.
Why?
Because destiny is at the mercyof decisions.
(05:34):
Okay.
Now, the the thing is, you know,for the students that I've
interviewed, um, and I talkedwith a number of them at the
entree MD Business SchoolBusiness Makeover Masterminds,
which is an in-person event thatwe have once a year.
And they're like, a doctor onthere said, you know, a friend
of mine told me about the entreeMD Business School, said, for
(05:54):
what you're trying to do, thisis where you need to be.
And she said, and I joined ayear later.
And she's like, I shouldn't havedone that.
If I'd known what I know now, Iwould have joined right away.
And I'm telling you this, thisis something I hear over and
over and over again.
Okay.
So I decided to come on to kindof share with you, um, after
(06:16):
talking to hundreds of doctors,what are the things that, you
know, make people not decide?
Let's, you know, let's addresssome of those things.
Um, one of them is, you know,and and the reason why I want to
do this is because I want you tocome to a decision.
And that decision could beabsolutely, that decision could
be absolutely not, but at leastyou've made an informed
(06:38):
decision, and then you can takewhatever action it is you need
to take after that.
Because no decision, no action,no action, no result.
The opportunity cost is high.
Okay?
All right.
So let's look at a few things.
Um, what are the reasons?
I have five reasons that come upa lot, okay?
We're gonna start with the firstone here, which is time.
(07:00):
Time.
I don't have the time.
I don't have the time to dothis.
Now, this this reason right hereum is very important to look at,
is very common.
Doctors, many times we're reallybusy, okay?
But this is the deal.
When you think about thisstatement, I don't have time, it
is not a true statement, right?
When you say I don't have time,um, we all have 24 hours.
(07:22):
So clearly it's not the time, itis the utilization of the time,
right?
It's not, we all have 24 hours.
Um, when we think about it, ifif you run no company, you have
24 hours.
If you run one company, you have24 hours, you run three
companies, you have 24 hours,you run 300 companies, you have
you have 24 hours.
And so it's not about the 24hours, it's about how the 24
(07:44):
hours is being used.
Okay?
Now we understand this, andthat's why a huge part of what
we talk about all through thebusiness school is a time
management tool we use calledthe CEO calendar.
And it's really how to spendyour time, or rather, how to
invest your time, like theultra-successful do, right?
(08:05):
How do we use the time?
What are the activities we putin the time?
What are the things we don't do?
What are the things that wedelegate?
What are the superior strategiesthat will help us accomplish a
lot more by doing a lot less?
These are all the things that wework on because we know if you
do not know that, you will nothave time.
And so what that means is ifyour thought about not joining
(08:29):
the business school has beenthat I don't have the time, it
is actually an indication thatyou need to join the business
school.
We had a doctor who um came toone of our events on training
live, and she joined theon-trained business school.
And I remember talking with herbefore she did, and she was
like, she didn't have the time.
And I tell you, within 30 days,she had bought back 10 hours of
(08:52):
her time every single week.
10 hours.
I want you to think about that.
Okay.
And we had another dog who cameinto this school, and it was so
fun because we were on a call.
She's been in theentrepreneurial business school
now for about four years, and wewere on the call, and she said,
you know, last year I made amillion and I took eight weeks
(09:13):
off.
Is that too many weeks off?
And I'm like, no, there's nosuch thing as too many weeks
off.
The idea is you set a target,you decide on the strategies to
pull off the target, you figureout how to use your time.
So you're using it in doing whatyou need to do in the least
amount of time, not from astandpoint of I don't do the
(09:34):
work, but a standpoint of I dothe right work.
I do the work in the rightorder, right?
And so if you feel you do nothave time, that is a problem we
fix in the school.
And if you think about it, howelse does it get fixed?
Waiting doesn't change it,right?
Okay.
And the the beautiful thing isyou learn how to do it.
(09:54):
You can have this life where youget more done by doing less,
right?
You have time for the thingsthat matter for you.
Um, for me, one of the thingsthat really mattered to me is
that I homeschool my kids.
And so here I am a serialentrepreneur, and I homeschool
my kids, right?
That's what something that wasreally important to me.
And I get to do that.
And so this is what you canhave, or you can continue to not
(10:16):
have time, right?
And we don't want that.
I don't want that for you.
You don't want that for you.
Okay.
That's the first thing thatcomes up.
The second thing that comes upis I don't know if this is the
right time.
And it usually shows up thisway.
I think I'll do this after X.
It could be after, you know, Itake my boards, or after I get
back from this vacation, orafter I hire these people, or I
(10:39):
have a lot of stuff going on inmy business.
I need to fix that first, andthen after I would do that,
right?
There's a lot of after.
But the thing is, if you've beenalive for longer than 10 years,
you know that there's alwaysgoing to be an after.
There's always going to be areason why this is not the right
time to do this, right?
And so we don't wait for time.
What we do is we make a decisionand we then make the decision
(11:05):
right.
We make a decision.
This is this, I'm going to dothis, and then we make the
decision right.
We make the timing right, right?
And so this is the way I wantyou to think about that.
Because when, for instance, whenyou come into a place like the
entream business school, whathappens in it?
You get the mentorship, you getthe accountability, you get the
(11:28):
community you need to move yourbusiness forward and all of
those things.
It's like a doctor in theentrepreneurial business school
described it like being on arocket launcher, like being on a
rocket launcher.
And so the question is when isthe right time to get the
world-class mentorship you needto move your business forward?
When is the right time to getthe support of a community of
(11:51):
physicians who are buildingprofitable six, seven, and
eight-figure businesses?
When is the right time, right,to get accountability so that
you can get so much more done ina shorter amount of time?
When is the right time?
And the right time is likeimmediately, like actually maybe
yesterday, two years ago, butthis is the next best time,
right?
So I want you to think aboutthese things, okay?
(12:14):
All right.
The third objection um or thefear that shows up, if I, if you
will, um, or the thing thatmakes people wonder and wait and
not decide is oh, you know, umthe investment.
Oh, the investment is a lot,right?
And this is this is the way Ilook at this, right?
(12:35):
Running a business is one of themost expensive things you will
do if you don't know what to do,right?
If you don't know what to do.
So for instance, we have doctorsin the school who've taken their
businesses to a million inrevenue.
Some did it in a year, some didit in 15 months, some did it in
18 months, some did it in twoyears.
Like, you know, they have allthese timelines.
(12:55):
Now, I want you to think aboutit.
For somebody who did took theirbusiness to a million or added a
million, right?
We had a doc who went to herfirst million dollar month,
okay?
And she's been in the entre MDbusiness school for about four
years or so.
So I want you to calculate allthat she could have possibly
invested in to be in the entreamD business school, maybe come to
(13:16):
our events and all of thosethings.
And I want you to think of amillion dollar month.
Okay.
So there's the cost that is theopportunity cost.
If I don't learn how to do thesethings, if I don't buy my time
back, if I don't learn thesesuperior strategies, if I don't
stay in an environment thatsupports me to do this long
enough to see the results, if Idon't experience these mindset
(13:39):
shifts, like if I don't do allof these things, what is the
cost of that?
For some people is six figures,for some people it's multiple
six figures, for some peopleit's seven figures, for some
people it's eight figures.
We have many people in theschool that are currently
working on their first$10million a year.
Okay.
Now, for those people, and andyou know, they they got their
(13:59):
time back and they're becausethe thing about the way you do
one thing is that it becomes theway you do everything.
So the doctors in the businessschool is not unusual at all to
hear them talk about, you know,they bought their time back,
their health is better, they'resleeping better, they're
exercising, they're eating.
Um, so many of them talk abouttheir exercise um streaks, um,
(14:22):
their relationship with theirkids is better, their
relationship with their spousesare better.
Like all of these things arehappening.
Now, so I want you to thinkabout the opportunity cost.
The opportunity cost runs in sixfigures, seven figures, and
eight figures, right?
And so the investment is notabout the investment.
Think about somebody who investsin real estate.
(14:43):
They're not fussing about theinvestment, they're looking for
an ROI.
Does the ROI exist, right?
And how do we maximize the ROI?
That is what they're constantlythinking about.
When I invest in real estate,I'm not like bent out of shape
how much I invested in it.
I'm like, what is the ROI?
How can I make the return oninvestment better?
(15:05):
What is my part to play andstuff like that?
That's kind of where we live,right?
And so the opportunity cost ofit is so high that it is one of
the best investments you make inyour business.
Now remember, this is a businessexpense.
It is one of the bestinvestments you'll make in your
business, is the investment tobe in the entrepreneurial
(15:27):
business school.
Okay.
And then if you think about anymistakes, turnover from hiring,
hiring the wrong person, likehow many people have hired the
wrong team member that has costthem not only their salary, but
also all the mistakes that theymade.
It's way more than anyinvestment.
(15:49):
There's a doctor who walked upto me and she said, you know,
she was having some issues inher private practice.
And so her solution was she wasgoing to go get this laser
machine thing.
And I was like, okay, you know,and she was like, it's only X
amount per month.
I'm like, uh-uh, let's do themath.
The math, it came to about$450,000 she would pay over a
(16:10):
five-year period.
Okay.
And I said, okay.
I'm like, so why, why are yougetting this machine?
Well, I don't have enoughpatience for my practice.
So I'm thinking if I can getthis and then I can do this on
the side, it will pay the bills,you know, and that will we can
grow that way.
I'm like, okay, where are thepatients going to come from who
are going to use this machine?
(16:31):
Well, the the company told methat it's very easy.
You know, like if you just get,you know, three patients or four
patients a month, it will payfor the machine, we'll support
you with the marketing.
I was like, never in the historyof the universe has a medical
device company done marketingfor anybody.
I was like, this is called adisaster in the making.
The same way you need to getpatience for your practice,
(16:53):
you're going to need to getpatients for this machine.
If you haven't gotten patientsfor your practice, you are also
not going to get patience forthis machine.
This is the time that you needto buckle down and start
learning the strategies to builda brand that puts you in a
position where you are thenumber one option for your
market.
Like, this is not the solutionto that.
She was 24 hours away fromsigning that contract.
(17:16):
So her 30,000 investment in theschool saved her 450,000.
Like I need you to understand.
The mistake people say ignoranceis bliss, not in business.
Ignorance is not bliss inbusiness.
Ignorance is not bliss inbusiness at all.
It is expensive.
And there are many people whohave spent years paying for
(17:37):
machines that they never endedup using.
Okay?
And that's just one example.
There's so many examples.
Like mistakes in business areexpensive.
And so to be in a position whereyou can constantly ask
questions, you know, like I'mthere to support people who are,
you know, in your type ofbusiness, in your area, and all
of that, they're all there tosupport.
I want you to think about acommunity of almost 100
(17:59):
physicians where everybody isworking to push their businesses
forward.
They're working, right?
And then they have the expertiseand the experience and the
connections and all of that.
And you have access to all ofthis.
It's just priceless, right?
And so when people talk aboutthe cost, I'm like, it's not a
cost, it's an investment.
(18:20):
And it's an investment with anROI, right?
Okay.
So that's the way to look at it.
It is not a cost.
It is not quote unquoteexpensive.
The same way if I were to invest$100,000 in real estate, it's
not expensive, right?
It's what is the ROI?
(18:40):
If there's an established ROI,then I invest in it.
It's the same thing with youknow, ads.
Sometimes I, you know, I talkabout if if you paid$100 in ads
and you got$1,000, how manyhundred dollar bills do you
spend?
All of them.
unknown (18:56):
Like all of them.
SPEAKER_00 (18:57):
Because there's an ROI, right?
Okay.
Now, the fourth thing that comesup makes people wonder, um, is
will it work for me?
Like I see it working for allthese doctors because I mean,
the the the experiences of thedoctors in the entrepreneurial
business school, I think is justotherworldly, right?
When they when they share thethings that are happening with
(19:18):
them.
Um, and this is, and and that,you know, that's part of the
reason why I like to have themshare their stories because, you
know, when I share it, sometimesit's like, what?
How is that even possible?
But a lot of times people stillhear that and they'd say, hmm,
like you might hear that andsay, well, well, that person is
younger, or that person isolder, or that person is private
(19:41):
practice and I'm a coach, orthat person is a coach and I'm a
DPC doc.
Or you may think, um, you know,that person uh has been an
entrepreneur for 10 years, orthat person is a newbie
entrepreneur.
Like there's always a thing thatmakes people say, Well, will
that work for me?
Okay.
And this is the deal.
(20:03):
First of all, decisions, destinyis at the mercy of decisions.
And I want to invite you todecide that entrepreneurship
will work for you.
Why?
Because historically it has forsomebody like you.
It starts with that commitmentthat I am going to win.
(20:25):
And I am just looking for aplace where I can get
mentorship, I can get community,I can get accountability, but I
am going to win.
Okay.
But to address that, in theentream D business school, we
have had people right outdoorresidency join the entream D
business school.
(20:45):
We have had people who've beenin practice for three to five
years.
We have been we've had peoplewho've been in practice for over
a decade.
Okay.
Over a decade.
And these people have allthrived.
So we've had people who joinedas employed physicians and took
their businesses to multi-sevenfigures.
(21:07):
We have had people who joined atmulti-seven figures and have
added a lot more seven figures,right?
Okay.
So, and everything in between.
We have people who areentrepreneurs, so they work jobs
and their personal brand istheir business.
Or they take those businessstrategies to work, so they're
(21:28):
getting promotion afterpromotion.
We have people gettingsix-figure raises, right?
And they've kind of maxed outeverything they can possibly get
out of their offices.
They're, they're, they'remonetizing their brands, they're
doing all kinds of stuff.
So we have people who areentrepreneurs.
They have no intention ofstarting a brick and mortar.
Some of them stay for a fewyears and then they start a
brick and mortar, but they haveno intention of starting a brick
(21:50):
and mortar.
They're working their job andthey're applying all those
principles there.
We have people who areinsurance-based private practice
owners, okay?
We have people who are directprimary care doctors, direct
specialty care doctors.
We've had concierge doctors,okay.
We have people who are coaches,consultants.
We have people who primarily runevents, we have product-based
(22:14):
businesses.
And so there's the whole, like,so the types of businesses are
all represented, okay?
The stages of business are allrepresented.
And then we have people um whoare in their 20s, in their 30s,
in their 40s, in their 50s, andin their 60s.
(22:37):
We have the whole spectrum.
They're all there, and they'reall learning the things, and
they're all changing theirlives, and they're all changing
their businesses.
It is a thing of beauty to see.
Okay.
So has it worked for somebodylike you?
The answer to that is yes.
The answer is a resounding yes.
(22:59):
And again, I want to invite youto not hold on to that, to not
let that be what keeps youundecided.
Yeah.
Fifth thing that comes up is ummy you know my spouse is not on
board or I have to talk to myspouse, right?
Like something like that.
(23:20):
Okay.
Now with this one, um, I'm gonnatell you the the truth, the
whole truth, and nothing but thetruth.
Okay, okay.
I want you in this moment tothink, okay.
If there are things you do thatyou don't necessarily need
(23:50):
permission from your spouse, youdon't necessarily need
permission for this either.
Um a lot of times when thatcomes up, I'll tell you what it
is.
And I and this may or may not beyou.
If it's not you, you can throwit away.
But I've talked to enoughphysicians, I can tell you this
(24:12):
is what it is.
They're not confident enough intheir decision.
And so they take that lack ofconfidence to their spouses.
And you're the one who listensto the podcast, you're the one
who's seen the doctors in theentream D business school,
(24:32):
you're the one who's done all ofthat.
Your spouse likely hasn't donethat.
And so your spouse can'tactually say yes to the entream
D business school.
What they say yes to is yourconfidence in the program, your
confidence in your decision.
That's what they buy.
(24:53):
They don't buy the businessschool, they buy your confidence
in it.
And so if you say, I wasthinking about this, but this is
the issue with it, this is theissue with it, this is where I'm
concerned about, all of thosekinds of things, chances are
they're like, yeah, I know.
Think about it, right?
Like, so you're undecided andyou sell them on your
indecision, and you're bothundecided.
(25:14):
But there have been times wherethere was a vacation you were
you had confidence in and yousold it and your spouse bought
it.
There's a school you wanted yourkid to go to and you were
confident in it.
You'd done the research and allof that, you got your
confidence, you sold it, and hebought it.
Right?
There are other things youwanted to buy, pay for,
(25:35):
whatever, and you were confidentin and you sold it and your
spouse bought it.
And so I want to invite you torelook at that.
It is your confidence that theybuy.
unknown (25:47):
Right?
SPEAKER_00 (25:48):
So I talk to doctors in the on-tream business school
all the time, especially theones who've been in it for many
years.
I'm like, okay, so what's thedeal?
And they're like, oh no, it's ais we don't, and I'm not saying
don't talk about it.
I'm just telling you what peoplesay.
It's like we don't necessarilytalk about it.
It's just a business expense,same way the team members I need
to hire, that's a businessexpense.
The EHR I have to get, that's abusiness expense.
(26:08):
This is just a business expense.
Um, sometimes they'll say, youknow, my sponsor's like, are we
gonna do this for another year?
And they're like, Do you see allthese things happening?
That's where it came from,right?
So, yes, we're going to do itfor another year.
There's no better way to spendthis money, right?
I even had a doc who um, and I Ineed to talk to her husband
(26:28):
actually.
Um they started a major capitalintensive project.
And she was like, man, I don'tknow how you know I'm going to
do this.
And she's she's actually in thein the tier up in in scale,
entrepreneur business schoolscale, which is for the doctors
who are um doing a million inrevenue and still want to have
(26:49):
hypergrowth and build companiesthey can exit from.
And um, and and he was like, No,no, you don't get to leave.
You need to be there.
You need to be there, right?
Yeah.
So the idea is what they buy isnot the entream d business
(27:09):
school.
What they buy is your confidencein it.
It's your confidence.
And so you kind of want to makethe decision, if you will.
Make the decision knowing thiswill give me my time back,
knowing that this is the righttime.
There's no better time for myfor me to be better as a CEO and
get my life back, and for mybusiness to be better where it's
(27:32):
profitable, where it's creatingtime freedom and financial
freedom for me, it's changing somany lives.
Like, this is the best time todo that.
You need to be confident in thefact that I am not spending
money on the untrained businessschool.
I'm investing in myself.
And if I invest in myself andinvest in my business in this
way, this is what the ROI couldlook like.
You need to be confident thatthis will work with me for me,
(27:54):
which primarily comes from yourcommitment.
Like, I am going to win.
I just need help.
I there's a doc in the businessschool, I just love her.
She's amazing.
She says to me, Dr.
Una, when she came into theschool, she says, Dr.
Una, I have an incredible workethic.
I will get the job done.
I will take the action.
I just need to be pointed in theright direction.
And she's in it, she's killingit.
(28:15):
I mean, like, she's a privatepractice doc.
And, you know, on the side, shedoes some speaking.
She did six figures in speaking.
This is not her business.
She's so amazing.
But anyway, so it, but it's it'sa commitment.
So for her, it's thiscommitment.
I'm gonna win.
I just need who to support me,you know, and all this stuff
because you're committed towinning.
(28:37):
I'm committed to helping youwin.
This is a match made in heavenbecause I am committed.
I spend a ridiculous amount oftime, effort, and resources,
money to make the entree and thebusiness school the container
that can deliver the results,right?
So you match your commitmentwith my commitment.
(28:59):
It's just a wrap.
Now, so you look at all thesethings and build your commitment
and you build your con uh yourconfidence, and then you sell
your spouse on your confidence.
Do you see what I'm saying?
Like, so that's the way thatworks.
That's the way that works.
But if you take you're not conyou're not confident, you're not
committed, you don't, you have,you're not, you're undecided,
(29:21):
and you take it, you're justgonna get agreement and
indecision, right?
Okay, so so so these are thethings that I've looked at
because and the reason I'mtelling you this is because I
have seen doctors create suchunbelievably amazing results.
Like we recently interviewed Dr.
Pram Trapati.
You can go listen to hisepisode.
(29:42):
We recently interviewed Dr.
Brenda, it recently Chattarecently interviewed Dr.
Ken Kaufman.
These are all recent episodes onthe Ontrev D podcast.
Go listen to them.
There's story, like I couldinterview people every week for
a year, and it will be storieslike that, one after the other,
after the other, after theother.
I know what is available fordoctors.
(30:03):
And so when I see doctors on thefence and I know we can help
them, I'm like, oh my goodness,pretty, please.
Like this is such a no-brainer.
I wish I had the on-trainedbusiness school when I started.
So anyway, so because I knowthat there are people who stay
on the fence for a long time,and I know this is the reason
why they stay on the fence, andthese are actually reasons to
(30:26):
join, not not to join.
Um, we we're doing something atthe time of this recording, we
have one coming up live.
If you're watching thisafterwards, you can catch the
replay.
It will be at the same link.
But it's the entree MD BusinessSchool Open House Experience,
okay?
And we redesigned it.
And this time, what we're doingis we're showing you, we're
(30:46):
gonna let you see stories ofreal doctors, right?
And you can ask them questions,you can do all of these things,
but real stories of real doctorswho are getting real results.
Like these things are not madeup.
We're gonna show you data,right?
We surveyed the doctors in theentrepreneur business school,
their journey over 2025.
The data is staggering.
(31:07):
It is so staggering.
Like the first few weeks after Igot the data, I refused to
publish it because I'm like, isthis actually real?
Like, I mean, it is real.
Of course it's real.
I see it in story form, but tosee it as data is just nuts.
Okay.
So you get to see the real data.
You get to see the 30-dayonboarding experience we built
(31:29):
to help you get results rightaway.
Because some people are like,Well, I get the results.
We want that, we want thatsquashed in the first 30 days.
Like the first 30 days, you havedocumented results that you have
created.
It could it could look like manydifferent ways, but many
different ways.
And we'll co-create that.
But 30 days, these are theresults you get, right?
And the fourth is to show youour new updated results-driven
(31:55):
curriculum.
Now, we don't do curriculumbecause we want to give you a
certificate necessarily, eventhough now we've started giving
certifications within theon-trained business school, but
we do that because we want youto get results.
We teach you enough to createthe results.
That's it, right?
I am after results.
I am after making seven figuresthe new floor for physicians.
(32:15):
Why?
Because I'm annoyed that theytold us to stay in our lane.
I'm annoyed that they could havebeen some of the most brilliant
people in the world that we'revictims and we should stay in
our lane and we should do whatwe're told, and all of these
things.
Like, I almost see likeoppression what is being done.
And we're just gonna, we're justgonna cancel all that by
creating a brand new culture forus, where seven figures is a new
(32:37):
form, new, new norm, where wehave time freedom, we have
financial freedom, we haveprofound impact.
Like through our business, we'reable to rewrite like healthcare,
right?
And beyond, right?
Okay.
So that's what we're doing.
And oh my goodness, do youdeserve a spot in the room?
Like, do you not want sevenfigures to be your floor?
(32:59):
Do you do you not want to getyour time back?
Do you not want financialfreedom?
Do you not want to have a lifeof profound impact?
That is what we are doing in theentree MD business school.
Like at the time of thisrecording, Dr.
Rachel Rubin just had aninterview that she did with Mel
Robbins.
And, you know, I looked at itthis morning.
There's about 68,000 views on iton YouTube alone.
(33:21):
So, not the podcast and all ofthat.
And her email list, Mel Robbins,is over 2 million people.
And so here's Rachel Rubin, whojoined the entre MD Business
School as an employee, by theway, right?
So she she decided she was goingto start her own practice.
She started her own practice,which is thriving.
I mean, like, it's justridiculous how well it's doing.
(33:44):
And she did a course where shehelps doctors learn how to
prescribe HRT confidently andall of that stuff.
And they rave about it.
And then now she's doingadvocacy at a national level,
the FDA, right?
Rewriting um, you know,guidelines for GSM.
(34:04):
Um, and now she's reachinghundreds of thousands of people.
I want you to think about it.
Like, think about how crazy thatis.
And that's her story.
She didn't know it would playout like that, but that's her
story.
And others have differentversions of their story.
(34:25):
But what if your story?
Indecision is not going to takeyou to your story.
Not evolving, not becoming theseven-figure, eight-figure
physician CEO is not going totake you there.
Not having the community is notgoing to take you there.
Do you know, even for RachelRubin for her course, it was
(34:46):
another doctor at theentrepreneur business school who
kept pestering her to do thatcourse.
Now, that course has helped overa thousand clinicians.
I want you to think about that.
Think about that.
So, do we need mentorship?
Yes.
Do we need community?
Absolutely.
(35:07):
Do we need accountability?
Yes.
This is what makes us better.
So the open house, on tramd.comforward slash open house.
Um, and I don't want you to cometo browse, to see, to be
curious.
No.
I want you to come, I want youto be clear on the questions
(35:27):
that are stopping you fromsaying yes to yourself.
Because this is more about youthan the on-trained business
school.
This is about you, this is aboutyour dream, this is about your
business, this is about theimpact you can have, this is
about the time you can have foryour family and for your for
your health.
This is about the financialfreedom you can have, the legacy
you can leave for your kids.
This is about you.
I want you to come and say, whatare the questions that are
stopping me from saying yes?
(35:49):
What are they?
And then I want you to come withthose questions to get them
answered.
Okay?
I want you to come with thosequestions to get them answered.
For some of you, you've alreadyattended this stuff before.
You've already talked to my teama number of times.
You've already done all thisstuff.
(36:09):
Okay, so here we are.
It's time for you to apply.
Turn in your application.
Nikita will meet with you.
Nikita is our program directorfor RTRMD, and she will meet
with you and go through yourapplication and walk you through
it and get you enrolled.
We have a cohort starting April13th.
(36:30):
Okay, so we're enrolling now forthat cohort that will start
April 13th.
I want you to be part of thatcohort.
Turn in your application.
Apply.
Don't let the fear stop you.
The fear is not making your lifebetter.
(36:52):
The fear is not giving you yourtime back.
The fear is not making yourbusiness better.
Like at some point, we have tosay no to the fear.
We have to say no to it.
So come.
If you're coming to the openhouse, come ready to come in.
For those of you who have beenfor stuff and you know, just go
turn in your application.
We'll get you in.
(37:13):
We'll get you in, we'll get yousquared away, we'll give you
access to stuff even before thecohort starts.
So boom, you can hit the groundrunning and you can change your
whole life.
Like, don't just hear thisepisode and walk away.
Ask yourself like, I've been inindecision for months, for
years, and I've not made acommitment.
(37:34):
Has this made things better?
Think about the opportunitycost.
That that's what blows my mindis the opportunity cost, right?
The cohort starts April 13th.
I want you to be in it.
I want you to start Q2 with abank.
So we're not, that's not whenthe programming starts, like
(37:54):
we'll get you in sooner, butthat's when the the cohort
orientation, we're gonna haveyou do some stuff first, but
your cohort orientation that'sonboarding, that's when it
starts.
Now, I want you to start Q2 witha bang and completely change
your business over the next 30to 90 days.
Completely.
And I'm not telling yousomething that doesn't happen
(38:16):
all the time.
The doctors in the businessschool are changing their lives
and their businesses every 90days.
We we have 90-day years, right?
Like that's what we do.
We celebrate four years in onein the entrepreneur business
school.
Now, once you do this, you'llbecome addicted to exploring
what is possible for you becauseyou will be blown away by who
you can become, the kind ofbusiness you can build, the kind
(38:39):
of team you can have, the kindof revenue you can create.
You you you have you have to youhave to make this decision.
Okay.
You have to.
Now, you may say, my decision,I've looked at everything, I've
decided, no, that is not whatI'm going to do.
I'm gonna do this instead.
Okay.
Okay.
But you have to make a decision.
(38:59):
And for most of you, thatdecision is to get yourself in
the entrepreneurial businessschool.
You've listened to the podcast,you've been for the workshops.
Do you know there's a doc, and Isay this because she talks about
it openly.
She would come for ourworkshops, and she's like, oh my
goodness, I 3X my annual revenuefrom attending a five-day
workshop with Dr.
(39:19):
Una.
And that is because I don't dofluff anywhere.
I don't do fluff here on thepodcast, I don't do fluff, you
know, on my events, I don't dofluff with anything.
Okay.
That same doctor then comes intothe entree MD business school.
And she, in, you know, she'dincrease her revenue, she'd done
(39:40):
all those things, but in a10-month period, she had made
$120,000.
She comes into the businessschool, she comes to one of our
events, she has this whole thinghappen, and she does$91,000 in
one month.
One month.
So what is the opportunity cost,right?
Because she's like, and peoplesay this to us all the time.
(40:03):
They're like, I listen to thepodcast, Dr.
Una gives so much stuff.
What could possibly be differentin the business school?
It's a whole, it's a whole otherproduction.
And it's not because I hold backhere, it's because the
accountability is much higher.
The opportunity to mentor is ata much higher level.
I hold them to much higherstandards.
And the community is like nutsbecause now you have all these
(40:27):
people.
I mean, I've talked about, youknow, doc Dr.
Dr.
Cheruba, who did the millionairerevenue.
I've talked about the person whodid the 91,000.
Like we talked about all thesethings.
These are all your classmates.
These are all the people you'rein the same community with.
There's no way for your life tobe the same.
If you made the commitment, likeI'm here to change.
Okay.
(40:48):
So the deal is you can change inways that will blow your mind.
Um, you know, Dr.
Kuffman, she we share her storyall the time.
And, you know, she came into theentrepreneurial business school.
She was an employed physician atthe time, thinking about
starting a practice.
And she has gone from, I want tostart a practice to launching a
(41:13):
practice with 350 people on await list, 16 patients on day
one, profitable from day one, toher first million in revenue,
her first million dollar year,her first$2 million year.
And I have no doubt she'sbuilding the infrastructure for
her first$10 million a year.
Because she started and she gotaddicted to exploring.
(41:35):
Because, and when I talk, andand this is not sacrificing her
life to do this.
She has more time off, she hasmore time with her boys.
She has, I mean, like if youfollow her on Facebook, you'll
see like she's constantly attheir games and they travel for
the games and all of that stuff.
They're able to go on thevacations they need to go on.
Total boss, total boss.
So, yeah, it's years in themaking, but my goodness.
(41:59):
Wouldn't you do that?
So, this is my invitation toyou.
Okay, turn in your application,entreamd.com forward slash
business.
Go there, turn in yourapplication.
And those of you coming to theopen house, come to the open
house, but to get your questionsanswered and to get yourself
(42:22):
into the very next cohort of theentree and the business school.
You've listened to the podcastand it's great.
And I'll continue to deliver.
And the people in the entreampodcast, entream the business
school, listen to it too.
I will continue to deliver, I'llcontinue to show up on the work
on the workshops, but you'vegotten results from the podcast,
and you've gotten results fromthe workshop, which means you
(42:43):
are the perfect person to getmind-blowing results that will
make you unrecognizable to yourfamily, to your community, to
your industry, to yourself, ifyou will say yes to the entream
d business school.
So I want you to dare thosefears that have been showing up
in the face, and I want you tosay yes.
(43:06):
So go register for the openhouse, ontraemd.com forward
slash open house.
Those of you who need to apply,you know yourselves, just go
apply.
And the team will reach out toyou and they'll get you enrolled
so you can be in the very nextcohort because everything can
change.
And I want to see that for you.
I want to see the version of youblown away by the impact you
(43:27):
have, by the time freedom youhave, and by the financial
freedom you have.
You deserve that.
You went to medical school tochange the world.
Let me show you how to changethe world and change your life.
That is a true win-winsituation.
And every doctor deserves that.
So I'll see you in the school.
(43:48):
I'll see you at the open house.
Um, Mikita can't wait to getyour application so we can get
you enrolled.
Let's do this.
Let's make the next 90 days moreimpactful than maybe the last
five years have been.
Rooting for you always.
See you in the school.
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