April 15, 2025 • 48 mins
Join us as we sit down with Garrett Salpeter, founder of NeuFit and creator of the groundbreaking NEUBIE device, to explore the intersection of business mastery, personal growth, and cutting-edge technology in healthcare.
In this episode, we delve into:
- The Entrepreneurial Operating System (EOS): Discover how this powerful framework can transform your practice, streamline operations, and boost accountability.
- The Spiritual Side of Business: Learn how owning a business can be a catalyst for profound personal growth and self-discovery.
- Building Trust Through Results: Uncover the secrets to creating a patient-centric practice that delivers exceptional outcomes and fosters lasting trust.
- The Science of the NUBI: Explore the revolutionary technology behind the NUBI device and its potential to reshape the future of neurological rehabilitation.
Whether you're a seasoned healthcare entrepreneur or just starting your journey, this episode is packed with valuable insights and inspiration to help you achieve greater success in your practice and life.
Bonus: Garrett shares his incredible story of innovation and the driving force behind NewFit's mission to revolutionize patient care.
Virtual Rockstars specialize in helping support or replace all non-clinical roles.
Learn how a Virtual Rockstar can help scale your physical therapy practice.
Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Welcome to the Willpower Podcast, rockstars.
Thanks again for tuning in, andtoday's episode does not
disappoint.
Today's special guest is theCEO and founder of a company
called NuFit.
His name is Garrett Salpeterand he is a phenomenal leader.
We're going to be jumping rightin to this new concept called
the Entrepreneur OperatingSystem, or EOS.
(00:29):
This is a company that many ofmy friends are using right now
to systematize their business,and it has changed the game for
them, because it provides thesystems and the training
necessary to get the owner outof the business.
So we talk a lot about coachingon this channel.
We're gonna dive into that.
Then we're gonna segue into howhaving the right systems
actually helps us promote thespiritual mission of our
(00:51):
business and then, lastly, we'regonna be deep diving into the
newbie, which is the featuredproduct at NuFit, which is
revolutionizing patient careacross the industry.
I get nothing out of saying thispersonally.
I legitimately believe in thisproduct because of what I've
seen it do for my, my friends,businesses and their patients.
It's an electrical stimulationdevice like no other.
(01:12):
So before you disregard that,pay close attention.
The studies on this thing willblow your mind and Garrett, as
an amazing leader, is going todo a masterclass on how to build
a team based around systems andstill inject the art or the
spiritual side of things.
Enjoy the show.
Okay.
So, garrett, you were sayingright before we hit record that
(01:33):
the most significant thingyou've done to grow you as a
leader in your business wassomething called an EOS system.
Can you tell the audience whatthat is?
Speaker 2 (01:42):
Yeah, so EOS stands for Entrepreneurial Operating
System, and it's most commonlyknown as the system for
operating a business.
That's taught in the bookTraction by Gino Wickman, so the
book is called Traction, andI'm probably like many of you
listening to this where, youknow, I'm not like a business
guy who found an opportunity.
I was actually reallypassionate about this work.
(02:04):
And then my background isengineering and neuroscience and
I actually worked with severalclinicians in the Austin, texas
area and saw ways to improve themethodology of the technology
over time.
And so I came at this from theperspective of, you know,
actually treating people orcollaborating in the treatment
of people and developingtechnology.
And then I had to really learnthe business side.
(02:25):
As I'm sure many of you, ifyou're a physical therapist you
become a practice owner.
You don't really learn thosebusiness skills, and so for me,
reading this book was probablythe single biggest quantum step
in growth in my own knowledgebase and understanding of how to
operate a business.
It really taught me thefundamentals.
For example, it helped me takethis whole broad spectrum of
(02:47):
things in a business and breakit down to okay.
There's really three verticals.
There's customer acquisitionright.
It's marketing and sales.
There's delivery of goods orservices, operations, so to
speak.
And then there's finances,administration of the business,
sort of these three verticals,and there has to be a strategy
for how to have someoneaccountable for owning and
(03:08):
driving forward those elementsof the business.
And so I learned from that bookand really have just, you know,
implemented what was done therewith minimal change, but learned
how to create an organizationeffectively, how to find the
right people, identify the rightpeople, get them in the right
seats, structure theorganization so that works as
efficiently and effectively aspossible, and then also how to
(03:31):
with that team, how to doeffective strategic planning,
how to have effective meetings.
That's one thing that I'velearned too along the way is,
you know, I used to think thatmeetings were a distraction from
the work that I really shouldbe doing, and then I've learned
that, as a leader, meetingsreally are my.
That's like my.
You know, nfl players preparefor the game on Sunday.
That's like my Sunday, that'slike my game.
(03:53):
You know, to be in a meeting tolead an effective meeting,
facilitate an effective meeting,drive it towards a conclusion,
where we're either taking actionon something or clarifying
something, you know, whateverthe purpose is, you know.
So this system helps usunderstand how to get a business
structured appropriately, howto do planning, how to run
effective meetings, how to havea scorecard and measurements
(04:13):
along the way, so you're notjust finding out at the end of
the month or the quarter how youdid, but you have leading
indicators so you can pulllevers and make changes and do
different things along the wayto give yourself the best chance
of success and getting a goodreport at the end of the month
or the quarter or the year,whatever it might be, so there's
alot in that and you know, we've
really, really adopted thatsystem and it's so cool to see
(04:37):
that it frees up a lot of theburden that I felt before doing
this in order to kind of piecethings together and sort of run
everything.
You know, it frees up a lot ofthat burden and it sort of
creates this, this like lateralpressure in a positive way on
everyone.
Accountability, because youknow in weekly meetings that for
us on the leadership team orfor people in their departments,
(04:59):
there's in the weekly meetingthere's there's weekly
commitments, you commitments,there's things that people are
responsible for doing and no onewants to get up in front of the
leadership team, in front ofthe department, and say, you
know what, I didn't do that thisweek.
So there's certainly othersystems that have that.
But that element ofaccountability and it sort of
creates the foundation, theframework that we can really
build our business on top of.
Speaker 1 (05:20):
Yeah Garrett, that is such a great overview of EOS.
I'm very familiar with it.
Of yeah Garrett, that is such agreat overview of EOS.
I'm very familiar with it.
I've read the books.
One of my other favorite booksfrom the same author is Rocket
Fuel, where they talk about thetwo types of personality types
that come into things.
But a couple of things you saidI want to punch.
The first is this idea that youweren't a business owner who
started chasing this passion.
You just started chasing thepassion and then you were
(05:41):
building around it.
I think every healthcareentrepreneur listening to this
is feeling the exact same way.
None of us have gone tobusiness school.
I will tell you that one of myfavorite coaches once said that
if we knew what we were gettinginto, we would have never have
done it.
I have a brother who has adouble NBA.
He is a very successful.
He's been a very high rankingteam member at Google and
(06:01):
Dropbox very big.
He's been at COO level.
He has told me for years how hewish he had had the courage to
start a business like me, andwhat I tell him is like if I had
known what this was, I wouldn'thave done it.
Like it's just who we are.
But this thing called tractionand this concept of EOS is the
entrepreneur operating system.
Every business owner who hasn'tis the entrepreneur operating
(06:21):
system.
Every business owner who hasn'tbought into something like that
yet needs to.
There's a few options out there.
I used actually somethingcalled Gazelles, which is Vern
Harnish's book Scaling Up, butthat was actually 15 years ago.
It's still very widely used.
But I will tell you, in myworld I'm highly networked
(06:41):
across outside of healthcare.
The EOS system is where all myfriends are going.
The EOS system is thepredominant system and they have
implementers.
Did you hire someone to helpyou implement as well?
Speaker 2 (06:52):
So we self-implemented and we did that
in part because we had done.
We were also doing somebusiness coaching with a guy
here in Austin who's a friend ofmine, who had a similar system,
and so that we got somecoaching on how to implement,
sort of through that.
So we didn't hire a formal.
EOS implementer, but I haveseveral friends, fellow business
(07:13):
owners, that have, and that'sbeen a positive experience.
So if we didn't have this othercoaching experience at the same
time, we would have done thatand I definitely would recommend
it for people just gettingstarted.
Speaker 1 (07:25):
Yeah, most of my friends do too and, just like
anything else with coaching,it's expensive.
So, like you're like, oh mygosh, how am I going to spend
this money?
But your journey is not uniquein the sense that people I know
who've gone through it they'relike wow, I've got this meeting
rhythm set up.
I've got systems and operatingpolicies now that are keeping my
people accountable.
It frees people up, Is that?
I mean I don't want to readbetween the lines or put words
(07:47):
in your mouth, garrett, but hasthat been your journey?
Do you feel like you've beenfreed up to focus on the part of
the business that you're mostpassionate on as a result of the
EOS system?
Speaker 2 (07:55):
Yes, absolutely.
And on that same theme and alsoa few moments ago, you
mentioned rocket fuel, right,that relationship between the
visionary and integrator.
Speaker 1 (08:03):
Yeah.
Speaker 2 (08:04):
That's something that in the last, you know, six
months from the time we'rehaving this conversation, I
finally, you know, for the firsttime in this I don't know I
mean had a business for 16, 17years, had the newbie out for
eight years, you know finallyhired an integrator and that was
a big step for me.
It was a lot of actuallypersonal work to get over that
(08:25):
sort of ego status of being likethe only one in a C-level
position or something like that,like to sort of to get over
that.
So it took some really personalgrowth work to get to that
point and also finding the rightperson.
We had a few people who we hadconsidered for a role like that,
working with us on a consultingbasis, saw that it didn't work.
(08:46):
The gentleman we ended uphiring in that position we also
had working with us as aconsultant and saw the contrast
in a positive way that it didwork and it was someone who we
wanted to hire and invest in.
But you talk about hiring animplementer, hiring an
integrator, which is sort oflike the COO to the CEO, right
for people who aren't familiarwith the term.
But that is also anotherexample where it's expensive to
(09:11):
hire someone who has previousexperience running or owning a
business and, you know, bringsthat level of experience.
But that is an investment thatalready, in the span of less
than a year, has provided atremendous return, and that both
of those.
Implementing EOS in the firstplace was a nice sense of ah, of
(09:33):
a burden off of my shoulders,and then hiring this integrator
was another sense of ah.
Good, now he can take and runwith the things that I'm not as
good at or don't have as muchtime to focus on and, just like
you said, it gives me a chanceto focus on the things that I do
so like in traction, as youknow you know, everyone on the
team has the accountabilitychart.
(09:53):
Everyone has a few bullet pointsunderneath their role.
So for me, there's things likeinnovation and key relationships
and things like that, andthere's also the quote, unquote
face of the company, where I doour podcast and speak at events
and have the opportunity to dosomething like this have this
conversation with you and so itfrees up, frees me up to be able
to do stuff like that, which,quite frankly, I love.
(10:13):
It doesn't even feel like work.
You know, I get to sit here andchat with Will.
This is awesome.
Speaker 1 (10:17):
I know it's so crazy because like so this whole
concept about rock stars asyou're listening, he was talking
about integrator and visionary.
Just to kind of clear that up alittle bit.
Like, the visionary, accordingto the traction system, as an
individual who is passionateabout looking forward, comes up
with lots of ideas, wants toinnovate, wants to come up with
different ideas of how to like,make things better, the
(10:38):
integrator loves to get it doneand the most common problem is
that the visionary feels guiltythat they're giving all the crap
they don't want to do to theintegrator because or they have
a hard time letting it gobecause they have, you know,
their sense of control around it.
So, like, the integrator lovesto do the thing, but they don't
love thinking of the thing, theyjust want to be.
They want the vision paintedfor them, they'll contribute to
(10:59):
it, but ultimately it's moreoperational and functional based
.
So it's really cool because allof you who are listening to
this rock stars, you're busy inyour companies and this concept
I want to hit that Garrett'shitting upon is you have to buy
back your time, you have tospend money and invest it in
people.
Like you know, we're big oncoaching in this podcast.
(11:19):
You know a company like an EOS.
We get nothing.
We're getting nothing forpromoting them.
Let me just say, garrett and Idid not get beforehand go hey,
how can we make referral fees onEOS systems?
This is just us on the podcastdoing you a solid and saying,
hey guys, this is a system.
If you've been working withcoaches and you've made pretty
good progress, but you'relooking for something to step up
your game, you could add theEOS system in addition to your
(11:41):
coach, or EOS system in additionto your coach, or you could
switch to an EOS coach andreally get focused on the
systems, because the EOS systemis just that.
These are operationalcomponents that are built into
your company that offload theowner.
But you have to buy back yourtime.
You have to invest in the coach, you have to invest in the
integrator, like in Garrett'scase, that he needed, you know
(12:02):
well, before he started using itso that he could focus on doing
what he loves.
And now new fit is growing,like I know you guys as a result
of that.
Here's the two things I knowabout your company and I get
nothing for saying this is thatnumber one.
You do have a phenomenalculture.
Shout out to Laura and KaraLike they are at all these
events that I'm at across theindustry and they just have like
(12:22):
that.
You can just sense the companyculture.
I've I've had a chance toreally dive in deep with them
about what makes your companygreat.
They talk a huge amount abouthow great you are.
They also talk about theproduct and how great it is, but
they also talk about theculture and the feel of that.
So for you, as you've looked atthe EOS system, why don't you
tell me what your top likefavorite takeaways were?
Maybe you've already mentionedit with your like meeting
(12:44):
rhythms and stuff, but what weresome of the key things that
really moved the needle for youwhen you were implementing that
EOS system?
Speaker 2 (12:52):
So there were a few and a few that directly
contribute to culture.
You know, it's interesting tocontrast how I feel now versus
how I felt, say, five years ago.
You know, one of the biggestdifferences is right now I feel
like, holy crap, we have a teamthat can take this thing to the
(13:12):
next level right, we've got therock stars that we want right
people in the right seats.
And five years ago I had a lotto learn as a person, not only
as a business owner butpersonally.
I had some of thesepeople-pleasing tendencies,
(13:33):
inabilities to set boundaries,and I allowed a couple bad
apples Certainly not everyone,but allowed a couple people to
get away with things and reallydrag down the company culture in
a way that I didn't fullycomprehend until I finally had
the courage to do somethingabout it and get rid of a couple
(13:54):
of the wrong people, and thatmade all the difference in the
world and traction helped meSome of it.
I sort of came to my senses, Iwould say beforehand.
But this is part of why, justas a little quick tangent, part
of why I say that that running abusiness really is a spiritual
(14:16):
journey, because the things thatcome up, that we have to.
You know the we really have towork on ourselves, and so many
times what we get in life is notwhat we work for or what we
want, but it's who we are.
The outcomes we get in theexternal world are often a
reflection of who we areinternally, and working on who
we are internally is often thefast track to not even the best
(14:39):
path, like the most direct pathto business success.
So a little bit of an asidethere.
Most direct path to businesssuccess, so a little bit of an
aside there.
But traction talks so much aboutestablishing core values and
then using those as a filter forhiring for you know, managing,
promoting, retaining people onyour team too, so that exercise
(15:02):
has been immensely valuable inhelping to establish and then,
you know, preserve and maintainand continue to cultivate and
grow a very healthy, vibrant,energetic culture.
And then also, one other thingthat I really like from the
traction system is this whatthey call IDS identify, discuss
and solve issues and theydescribe this process that we do
(15:25):
in every weekly meeting of justkeeping a running list of the
issues that are always going tocome up every week.
There's something various issuesin the business, some severe,
some minor, but there's aprocess and time set aside in
the agenda of the weekly meetingto address those, and that,
along with we've also done a fewdifferent book clubs and talked
(15:48):
about different things alongthe way.
So that's one of the thingsthat I think really helps us is
establishing this culture of notletting issues fester, not
sweeping things under the rug,but talking about them in a way
where you know it's this reallyinteresting balance.
This is part of the, I wouldsay you know it's this really
interesting balance.
This is part of the, I wouldsay you know, personal
development, spiritual side ofrunning a business is so much of
(16:09):
.
It is really interpersonalcommunication and interactions
and relationships and being ableto.
If you want to give someonenegative feedback, it's so
important that you have afoundation of safety and a sense
of belonging first, becausethat is going to make someone
feel safe.
If they don't feel safe in aconversation, especially when
(16:31):
they're getting negativefeedback, if they don't feel
safe, they're going to go intofight or flight.
They're going to think eitheryou know you're the idiot who
doesn't even know what they'retalking about, or oh my God, my
job is on the line.
I'm in trouble.
I'm going to lose my job.
You know, they're going to go toall these different places,
they're not even going to hearyou or let alone have any
productive dialogue.
So being able to have beingable to you know as a leader.
(16:55):
Being able to lead withvulnerability, being able to
admit mistakes and being able totalk openly establishes this
sense of safety and belonging,so that you can have difficult
conversations when they come up,which they're going to come up,
you know, from time to time.
So I think that and and havingthat framework of everyone being
on the same page aboutdiscussing issues and
intentionally bringing them up,not sweeping them under the rug,
(17:16):
I think is a big part of thattoo.
Speaker 1 (17:18):
Yeah, I love that.
And rock stars.
I want you to really hear whatGarrett said around this concept
of how just having the righttools has made all the
difference, because EOS hasproduced these tools that hit
upon the different things thathe discussed, from having
crucial conversations toaddressing company issues week
to week.
There's something about a toolthat makes it easier, because
(17:39):
otherwise we're in there justkind of grinding trying to
figure out oh right, so what isit that I've got to put together
this time?
And and you know, lookingaround corners because you don't
know what else to do.
So having a system of checksand balances is big.
And then, garrett, the thingthat you said I really loved is
this idea that owning a businessand being a business leader is
a spiritual journey.
I couldn't agree with that more.
(18:02):
I remember when one of mycoaches, who is just he called
it our ministry.
He's like listen, whether ornot you believe in God.
He's like this is a spiritualjourney.
This is your ministry ofserving others.
So if you do believe in God,this is how you can manifest
that service in the world isthrough your business, and it is
something that's really unique.
(18:24):
I don't think all businessowners are great people, but I
would say that the majority ofthe business owners, who are at
least mom, pa, who bootstrapfrom the ground up, man, they're
my peeps, they're my peeps.
I don't care if it's healthcareor outside of healthcare, you
know.
So I love that piece of itbeing a spiritual journey.
Here's my question for you,kind of leaning into that,
(18:44):
what's maybe something spiritualor like personal that you've
learned in about you as a resultof owning your business that
has later increased your abilityto impact your family?
Speaker 2 (18:58):
There's.
There's quite a few things, youknow.
The, I think, one that Imentioned earlier is through
business.
I became acutely anduncomfortably aware of some of
my own patterns, like thispeople-pleasing inability to set
boundaries, difficulty havinguncomfortable conversations.
(19:19):
Through various situations inmy business journey it was just
staring me right in the facelike wow, if I really sit back
and look me doing or not doingthis has allowed this to happen
and led to this problem overtime.
So I understand it's like withgreat power comes great
(19:40):
responsibility, but also withgreat responsibility comes great
power If I realize the partthat I played in that.
then I have some opportunity toactually change it, and learning
that kind of notion of extremeownership, I think, is something
that serves me and many otherswell and something that I still
(20:01):
will catch myself wanting toblame somebody else for this or
that.
So it's still an ongoingjourney.
I'm not saying I've arrived andI'm some sort of guru by any
means, by any stretch of theimagination, but it is really
cool to just see what happenshere, so learning some of these
different patterns andtendencies.
I really like the notion thatit's kind of both psychology and
(20:24):
spiritual practice.
the notion of internal familysystems, which many people may
have heard of parts work orthings like that where you know
our psychology has thesedifferent learns, these
different patterns, differentbehaviors, like as a child, for
example.
You know some people learn thatthey have to be compliant
little kids or they always haveto, like, put on a happy face in
(20:45):
order to get love and get asense of belonging.
Or, you know, they learn thesepeople pleasing tendencies or
they learn that they have to acta certain way because they
don't feel like they're worthyat their core.
And you know those types ofpatterns lead to these certain
behaviors and it's reallyinteresting to to observe,
either through meditation orjust general daily life, some
sort of you know mindfulnesspractice, if you call it that
(21:05):
you know to observe, eitherthrough meditation or just
general daily life, some sort ofyou know mindfulness practice,
if you call it that you know toobserve those patterns in
oneself and see the results andthen use that as an opportunity
to reflect and perhaps getcoaching or counseling or do
some guided meditation work orthings like that.
But it's allowed me to reallysee some of those patterns and
it's been a catalyst for me to.
(21:27):
In internal family systems theytalk about parts and the self,
about how we actually, you know,oftentimes in our culture we
spend so much time trying tobuild ourselves up, to change
ourselves, turn ourselves intosomething when, in this
perspective, which I have cometo agree with, and when, in this
perspective which I have cometo agree with, the truth is that
we actually have a foundationof a true self that is complete,
(21:50):
that is calm, courageous,curious, compassionate,
connected.
There's these eight C's thatthey use to describe it and
oftentimes what we need is notnecessarily to build more on top
of it, but to unwind thesecompensatory behavioral and
psychological patterns and getback to our true self, get back
to who we really are.
So that perspective I'veactually you know experiences in
(22:13):
business led me to that and Ithink that's made me a better
person, a better parent.
You know and better atrelationships overall, outside
of business too.
Speaker 1 (22:23):
Yeah, it's such a great concept to think about
that the purest, most and all wehave to do.
Leadership is less aboutbecoming something we're not and
more about peeling away what'sin the way.
That's a really cool point thatyou just made there.
What a great share on thespiritual side of owning your
business, and it's funny howlike something non-spiritual and
(22:43):
very like emotionless calledsystems can unlock our ability
to really learn these spirituallessons.
So, rock stars, as you'relistening to this, here's my
question for you to considerwhat are some of the things that
you are grateful to for yourbusiness?
What are the lessons you'velearned in your business that
you're grateful for that havehelped you become a better
person?
I want everyone listening tothink about some of the
(23:05):
challenges that you've overcome,like think when I say that
everyone's got like specificimages that flash to their mind
of really intense problems thatyou have overcome.
And I want you to take a second, as you're listening to this,
whether you're driving orexercising, and think about what
are those lessons that you havelearned that have benefited you
and your family and showgratitude for that, because so
many times, rock stars, we getso round up in this idea of like
(23:29):
being affected by our businessthat we forget what the gift and
opportunity it is to have thatresponsibility, like Garrett
said, and, coincidentally, thatpower.
So I just want you guys to beswimming in that space as we are
talking about this thing calleda spiritual journey of business
.
And it's so cool that we landedon this, coming from a place
originally of this objective,non emotional thing called
(23:52):
systems, because it's the art inthe science of what we do in
physical therapy terms.
Garrett, you know it's likethat idea of like I know how to
do a grade five manipulation onthat joint, but do I know how to
feel it with my hands?
Do I know how to read thepatient's face and communicate
it to them so they don't guard?
Like there's an art and ascience to these things and I
(24:13):
think clearly what you've doneso beautifully over at NuFit
which, by the way, and not justsaying this, it's one of my
favorite companies in thephysical therapy space is
because you guys have a realgrip on those two elements of
the science and the art of it.
And one of the things we weretalking about, you know, kind of
pivoting our conversation a bitbefore we hit record, was how
(24:36):
you have come to also recentlyrealize how trust is such a
vital part of this path for youin your business.
You know you were talkingspecifically about patient care.
So we were talking internallyabout businesses using systems
and understanding the art andthe spiritual side of it.
But now let's pivot into thatthing called patient care and
(24:57):
building trust with them.
You were alluding that you haveseen recently and learned how
powerful it is to get, howresults, build trust and
retention with patients.
Can you mind talking a littlebit about that?
Speaker 2 (25:09):
Yes, Thank you for the kind words about NewFit and
happy to share that so foreveryone listening.
One of the things that we do inthe EOS process in traction is
to create your marketing message, talk about your core focus,
talk about your three uniquessort of your sales pitch, what
(25:32):
makes your company unique, whyyour potential customers should
care, should work with you, etcetera, and I was so passionate
about this work that it was.
For me it was, you know, giveyour patients a better
experience, help them feelbetter.
It was these, you know, thingsthat were related to just the
(25:54):
patient experience, patientoutcomes, and a lot of
clinicians of course value that,of course care about patient
outcomes, but they also arealready skilled and trained
clinicians and so when we talkabout that, it doesn't
necessarily land because it'snot solving an immediate problem
(26:15):
.
That's top of mind for them,whereas a lot of people
listening to this you might haveissues more that you're
thinking about.
The things that keep you up atnight are probably more related
to you know how do I?
recruit and train and retaintherapists right, or how do I
get more patients in the door,things like that.
And so one of the things that'scool is that we have now seen,
(26:39):
both anecdotally and with actualobjective data, that this
process of new fit methodologyand using the newbie in various
clinics not only does it providethat increase in patient
satisfaction, but it also leadsto a financial return in a way
that speaks to business ownersas well.
More of the dollars and centsminded people.
(27:02):
And so it's kind of cool thatyou can get both the sort of the
art and the science or thesubjective and the objective or
the you know, feel good and the,you know, do well by doing good
to kind of all of that together.
And so we did a pilot study, forexample, with a large national
clinic and they were using theNubi Nubi is our device
(27:24):
neuro-bioelectric stimulator,just for reference and they
started using it in fivelocations and they looked at all
of their MRs.
It's very sophisticated, theytrack everything in their EMR
and they saw at all of theirEMRs.
It's very sophisticated, theytrack everything in their EMR
and they saw some reallywonderful things.
Their patient satisfaction wasalready really good.
It was in the high 80s.
It was 88 or 89.
When they used the newbie itwent up to 98, so that was cool.
(27:48):
That, however, doesn'tnecessarily translate to more
dollars you think that it willover time.
but you have to look at theother things.
What they saw was an increasein arrival rate.
They saw their 1, 2, 3 rate.
It's kind of the dirty littlesecret the number of patients
that drop out within the firstthree sessions don't complete
their plan of care because theythink, oh, this isn't worth the
(28:10):
co-pay.
Speaker 1 (28:10):
It's not worth the drive.
Speaker 2 (28:11):
I could do this myself.
It's not worth the drive Icould do this myself.
It's not going to help me,whatever they think.
So their one, two, threedropout rate was 16 to 17% and
that was cut in half, went downto 8% when they used the newbie.
So if you think about theincreased retention and the
number of patient visits thatthey're going to have, that
increased volume is going toearn them a return on the
purchase of the newbie insomething like five or six
(28:33):
months.
So it was really reallywonderful to see that.
And that is you know.
You talk about the speed oftrust, which I know is one of
your absolute favorite books Iknow we've talked about.
If you talk about the notionthat one of the things that
builds trust the best is results, If you get a result for
somebody, they tend to trust you.
And so, you know, working withthe newbie, many, many practice
(28:58):
owners tell us this.
Many clinicians notice this andwe've seen in our data 91 to
92% of patients experiencetangible improvements, so
functional improvements and orreductions in pain in their
first session on the device.
And we, you know, we can talkabout why that happens, but the
headline is that that experiencecreates these wow moments,
these aha moments for patientsand they are saying, well, of
(29:19):
course I'd want to come back.
This actually worked, this waswell worth the time and the
money.
And heck, yeah, I'm going tocome back and complete my plan
of care.
So, it sort of creates thatdynamic there, where you get
that immediate buy-in.
Speaker 1 (29:32):
Yeah, it's so interesting, this concept of how
trust builds results.
Nothing builds trust quickerthan getting quick results,
according to Stephen Covey.
And the thing about the newbiewhen it first came out, when
NuFit first entered the market,I think I first saw you guys at
a hands-on diagnostic seminarsevent and I remember seeing you
guys going, oh cool, another newdevice.
(29:53):
Like I didn't.
I honestly would.
Just I wasn't like I don'ttrust it or whatever.
But there's, there's just beenso many devices.
I remember being in PT schoollearning about diathermy.
You know this like magneticcoil thing that no one uses.
You know there's ultrasound wasreally big when I started
trading and now very few, ifanyone ever, use it.
Like there's these things thathave come and gone.
We know that these equipmentpieces are part of our business,
(30:19):
so I don't immediately like putthem down when I see something
new come, but it doesn't standout to me either and I just
remember thinking I wonder whatthat is.
And here's, here's what wasinteresting.
The first people I talked to.
I could mention their names,but I don't know if I can
without embarrassing them.
But these are, these areclients of yours, good friends
of mine, who would not lie.
I was like so why are you?
What is it about this, this newfit, newbie thing that you like
, and they're like well,immediately.
(30:41):
It's because we get resultswith our patients in a way that
nothing else has, and that's youknow.
I don't know how deep we wantto get into that in this episode
, but like, this is a machinethat has not only gotten results
so quick that it's starting toexplode across the therapy world
, but it's also in almost allthese professional teams.
I was in Colorado and Kara andLaura had to go to I think it
(31:01):
was the Rockies, and it was likeoh my gosh.
And so, yeah, it's really coolthat the newbie has gotten so
much attention so fast.
But this is what I love aboutthe trust factor.
So people who've been usingthat product and this concept,
by the way, goes beyond thenewbie, but just this idea of
like, with the newbie as anexample people who use it, the
patients get an immediate result, so they keep coming back to
(31:23):
their appointments, which isgreat.
The other piece about this, too,that I've seen with my friends
who use it is that they getimmediate results in a different
way.
Their patients not only love it, but they're able to actually
make additional revenue abovewhat they've traditionally done
in the insurance model, and that, to me, is the ultimate win,
win, win.
You've helped create a productthat increases the results of
(31:43):
patients' goals, but then youturn around and you're
increasing the results of yourclients, the PT owners, getting
the results they needfinancially, and so, yeah, I
just think that's really coolthat you have found that.
How did you discover this thing, like, how did you get in?
How did this whole thing comeabout?
I don't know the origin.
Super story of the new fitcompany and newbie.
Speaker 2 (32:04):
When you talk about you know how it gets these fast
results for patients.
Speaker 1 (32:10):
I think it's worth diving into that and I think
that's going to tell me how thathappens first.
Well, so let's get into thatWell.
Speaker 2 (32:16):
I think that'll come, that'll come through when I
tell my story to here and itactually.
It actually dates back to mytime.
I was and I grew up in Chicago.
I played ice hockey growing up.
I played in college.
I was really passionate aboutit.
I was set to become an edge.
I was a physics it.
I was set to become an edge.
I was a physics major, I wasgoing to engineering graduate
school and I also, because ofhockey, established a real
(32:39):
passion for learning aboutphysiology and exercise,
exercise science and those sortsof things.
I also had some injuries alongthe way and I became very
disenfranchised with traditionalphysical therapy, traditional
orthopedic medicine, for reasonspeople can probably guess, and
(33:01):
I so I had.
I was in college and I had this, this experience where, you
know, it was like like one ofthese pain to purpose, really
aha moments for me, where I hadsome torn ligaments in my wrist.
I thought I was going to haveto get a surgery and I met a
chiropractic neurologist, a guyI got referred to through a
friend of a friend.
He was the first one to reallyexplain to me the importance of
the nervous system in healing,even though it's something
(33:21):
that's orthopedic, that's morehardware-based.
He was talking to me about thesoftware in the nervous system
and how the inhibitory andguarding neurological patterns
locally influence or eithersupport or don't support the
healing process and also howglobally, how the autonomic
nervous system is relevant.
And so we did some moreneurologically oriented
(33:41):
treatments.
And he also used on me a directcurrent device.
It was an older one with theseanalog dials, it was more like a
microcurrent type of thing, butI saw firsthand how using
direct current and working withthe nervous system actually
allowed me to heal withoutsurgery and it was this amazing
epiphany for me and I was so,having had the experiences I had
(34:04):
, it meant even more.
It was so exciting to me tofind something that made sense
scientifically from firstprinciples.
It was just this life-changingexperience and I felt called
going through that, to sharethis type of work with as many
people as I could.
So I was already set to go toengineering graduate school here
in Austin at the University ofTexas, and when I was here I
(34:27):
sort of networked within thesports medicine world and ended
up connecting with a guy who'sthe chiropractor for the UT
football team and startedworking out of his private
practice.
So I'm not a clinician, but Iwas working underneath him and
using older versions ofelectrical stimulation to
actually treat people, toactually work with clients and
patients, and I did this forseven or eight years and I got
(34:50):
really passionate about what wewere able to do with electrical
stimulation, started to reallysee this opportunity to use
electrical stimulation to changepatterns of neuromuscular
activation and accelerate theprocess of neuromuscular
reeducation.
I ended up going back tograduate school at UT for
additional graduate work inneuroscience focusing on motor
control.
Wow, and I along the way youknow I was just, I was just
(35:18):
waiting for someone to come outwith something better and
perhaps, you know, partner upand open more facilities around
Austin.
And then eventually I got tothe point where I said, you know
what?
I have these ideas.
I actually had a client who wasa patent attorney who I talked
to and he sort of.
He was the first one who toldme, like you know, you could
probably get some patents onsome of your ideas.
And I was like, oh, that'sinteresting.
And finally got to the pointwhere I was like, you know what
I'm going to do it?
To heck with it, I'm going todo it myself.
(35:38):
And it's sort of like you saidearlier if you had known what
you were getting into, youwouldn't have done it.
Speaker 1 (35:51):
If I had known how long, how expensive it do you
want to start a medical device?
I'd be like oh buddy.
No, I literally want to live adifferent life.
But that's so cool, because thedifference was that you're
paying to purpose, jody.
You were suffering and you hada connection, so you had a
driver for it, right?
That's, I think, the difference.
Speaker 2 (36:08):
Yeah, for sure, for sure.
And so now that was a nearlythree-year journey to conceive
of, and launch and develop andget clearance on and start
selling the newbie.
And then, as a time we'rehaving this conversation, it's
been out between seven and ahalf and eight years and it's
just been amazing to see.
Yeah, like you mentioned sportsteams, there's 50-plus
professional sports teams as oftoday across the major leagues
(36:31):
in the United States, here usingthe newbie and several hundred
clinics, and it's been amazingto see.
It's like we're going up amountain and we've made it part
of the way up and we can lookdown and say what a view.
And then we can look up and seethe peak and say wow, and we've
got a long way to go.
Speaker 1 (36:49):
There's something about electrical stimulation
that honestly, we're just kindof starting to tap into and I
think the NuFit company andnewbie is really exploring that
space in a way that's never beendone.
Because I was talking to Lauraand Kara about stories that
would, that blew my freakingmind of this idea of, like
people with ALS who were able tohave temporary relief in a way
(37:10):
that's like miraculous, andthere's there's something about
the electrical I want to be verymindful about.
You know, over promoting andwhatever, but I these aren't
over promotions, these areliteral stories and things that
I've seen in my own experiencewith people outside of your
company.
I think there's something inthis electric space that is
meant our.
We understand our nervoussystem probably the least of any
(37:31):
system in our body.
So there's something aboutelectrical current and how we
can leverage that for healingand promoting that you guys are
really tapping into.
If someone came to you and justsaid, hey, listen, how are you
guys different than all theother electrical STEM devices
out there?
What would you say to them?
Just so for the audience theycan hear what that is.
Speaker 2 (37:49):
There's a few ways that it's different.
The biggest is the use ofdirect current as opposed to
alternating current.
So, just to close the loop, wewere talking about how a
majority of patients have theseaha moments in their notice
progress in their first session.
Sometimes it feels impossiblyquick, feels miraculous.
Why is that happening?
(38:09):
Well, it's happening because ofthe effect on the nervous
system.
It's happening because so manytimes, you know, we're focused
on the tissues, the bones,muscles, tendons, ligaments,
discs.
But a big part of why it takesso long to recover, why people
have pain and limitation, is notthe initial damage, but it's
the neurological response, theguarding, the inhibition, the
perception of threat that leadsto pain and so we're able to
(38:32):
directly address that and thatoftentimes creates a large or
small or something in betweenimprovement.
But it creates some improvement, functional improvement often
very quickly.
And part of why we're able todo so much there you know we
care a lot about the nervoussystem for that reason, and part
of why we're able to impact itin such a way and accelerate
(38:55):
that process of neuromusculareducation is because of the use
of direct current.
So there's interesting historythere where the benefits of
direct current were known backat least in the 1960s, 1970s.
But there was always thisproblem where, when you get it
up to a high enough level tohave a therapeutic effect.
it would literally burn the skin, and you know so the Soviets
(39:15):
would burn the skin of some oftheir athletes, and they could
do that for Mother Russia but wewere not doing that over here,
and so direct current fell outof favor and in its place came
alternating current, themodalities that people are
familiar with, the TENS units,the so-called Russian stim,
which what we think of asRussian stim is alternating
current, the NMES, fes,interferential, those sorts of
things, and the issue with thatis that there's a couple.
(39:40):
The biggest one is thatalternating current, as that
signal goes back and forthpositive, negative, positive,
negative it sends a signal tothe nervous system to
essentially co-contract or havemuscles fight against each other
, agonist-antagonistco-contraction.
Everyone knows here, when we'retalking to patients, we describe
it as it would be like if youwere driving your car and you're
hitting the gas pedal and thebrake pedal, or if you have an
(40:01):
electric car, the throttle andthe brake pedal.
At the same time, you'refighting against your own
internal resistance, yourmuscles are fighting against
each other, and that becomes alimiting factor in how much you
can take.
So you don't get enough sensoryand afferent input into the
nervous system.
And so, in contrast, directcurrent allows us to speak more
powerfully, more precisely and,yes, I'll say, more directly to
(40:23):
the nervous systems.
You can get a lot more sensoryand afferent input and that
allows us to do things likemapping, where we scan around on
the body to identify where theguarding, inhibition, perception
of threat is present and thenstimulate that area to
accelerate that process ofrecalibrating, re-educating the
nervous system and the brain andchanging these patterns of
sensory and motor activation.
Speaker 1 (40:44):
That's amazing, yeah, and I think that's interesting
that you guys have been able toharness that DC power in a way
that has allowed the body totake more current so they can
have the effect, Because at theend of the day, that's what
we're seeing here.
You know people who are eveninto cold plunging right now.
They'll talk about in thestudies how there's like this
neurological reset that happensover time through this, the
stimulation of the cold, muchless in a direct electrical
(41:06):
current that's hitting thenervous system directly, what
that's capable of doing to resetsome of these patterns that are
being, that are at leastunderstood in our body.
So it's amazing that you foundyou found this path through the
DC world, the direct currentworld, and they were able to
harness it and put it in there.
You may have said this, butjust in case I missed it, how
come your system doesn't causeburns on the patient Like the
(41:27):
Russians used to do, like howcome your DC current isn't
causing that kind of skin result.
Speaker 2 (41:31):
Part of that is where I just feel immensely grateful
that I found like this, this,this thing, where my engineering
and neuroscience and interestsoverlap you know so so in the
engineering that was part of thespecial sauce, so to speak, is
there's actually it's a dualwaveform, so we have this pulse,
direct current, and thenthere's a second waveform that
essentially comes in in betweenthose primary impulses and it
(41:56):
removes some of the chargebuildup.
Because the problem is, if yourun a direct current, if you run
a direct current, eventually,if you run it for long enough,
steady at a steady state,eventually the positive ions are
going to accumulate around thenegative electrode.
Negative ions will accumulatearound positive.
You know vice versa.
So you, you have those chargesbuild up and then that builds up
a lot of resistance.
So as you try to pass morecurrent through that and the
(42:18):
resistance gets higher andhigher, the current can't pass
through, so it dissipates asheat and causes burning.
And so what we do is is stillget those benefits of direct
current, while getting rid ofthat charge buildup.
Exactly, yeah, exactly, that'sthe right way to say it.
And one other benefit, actually, in terms of direct current, we
talked about this neuromusculareducation.
(42:38):
There's also these reallyinteresting processes that have
to do with tissue healing andregeneration, where the body's
own healing process this goesback to even before this, but in
the 1980s, dr Robert Beckercame out with this book called
the.
Body Electric and it describeshow the body's own internal
electric fields actuallyinfluence the processes of
(42:58):
healing and remodeling, whetherit be wound healing, damage that
influences inflammation,influences all of the
restructuring proteinsosteoblasts, fibroblasts, all
those things and so these directcurrent electric fields can
actually help influence in apositive way the body's own
healing, and we just just sawthe results of this in a really
(43:21):
fascinating study, which wasreally cool because it was, at
least to my knowledge, the firstof its kind that compared, in
humans, head to head, directcurrent versus alternating
current.
So this study was justpublished.
Speaker 1 (43:33):
February of 2025 in the journal of.
We're filming this episode inFebruary of 2025.
Speaker 2 (43:39):
Right, so a couple of weeks before we're having this
conversation.
So the study just came out.
It was with you mentioned thehands-on diagnostics group.
It was done in partnership withthem, because they do these
really sophisticated EMG andnerve conduction velocity tests,
these electro diagnostics.
And so this study, just briefly, 150 diabetic neuropathy
patients, and so these arepatients for whom the standard
(44:03):
of care is about symptommanagement, pain relief.
No one really believes thatthey can heal or improve
function in any meaningful way.
And so we had 150 of thesediabetic neuropathy patients, 75
of them got traditionalalternating current TENS unit
treatment and with them we sawwhat people expected a little
bit of pain relief, but nothingreally meaningful in terms of
(44:24):
functional improvement.
With the direct current of thenewbie, however, those patients,
not only were they subjectivelyreporting improvements in pain
sensation, activities of dailyliving, we also saw increased
EMG amplitude, increased nerveconduction velocity.
So we're actually seeingregenerative changes in axons
remyelination in these patientsin just six weeks.
(44:46):
So there actually are these.
It's showing thesephysiological benefits of using
direct current.
Speaker 1 (44:53):
Unbelievable.
That is so phenomenal.
By the way, I want to pause fora second and acknowledge anyone
who's listened to the episodeat this point, because anyone
who's more on the leadershipside of my podcast.
They tuned out probably 15minutes ago when we started
getting into the science ofnewbie.
But I will tell you, the peoplewho are listening, their minds
are like, yeah, they're justsoaking it in.
So I want to acknowledge allthe really intelligent people
(45:15):
who've stayed with us Because,Garrett, this is a huge deal.
I think the thing that got mereally lit up talking about that
study, about theremyelinization of nerves, was
this idea that I was talking toLaura and Kara about this these
people with, like terminaldisorders that are neurological
based and how, again, you're notlike fixing them, but there's
(45:36):
fixing them, but there's somereal hope around some of these
temporary, short-term thingsthat are being tested on.
They're like, wow, we've neverbeen able to eat.
You know, now, because of thenewbie, they've been able to try
these things.
There's, I think I feel likeyou're on an iceberg.
I feel like the new fit is aniceberg and you guys are just
scratching the surface of whatthis world is that you're
uncovering.
So, and you guys are justscratching the surface of what
this world is that you'reuncovering.
So it's great, becauseprofitability unlocks
(45:56):
possibility.
You're helping your partnersmake more money as they're
treating patients getting betterresults, but you're not doing
new fit to make money.
You're making money to do morenew fit Like.
I can see that you're going totake that money, research it and
continue to develop thisproduct so that you can discover
and if anyone's going to find abreakthrough that's going to
change the world in this world,it's going to be new fit.
So I just really can't thank youenough for developing the
(46:18):
product and also not just thatpiece of it, but the business
end of it, being able to createit in a way to where your
clients are making more money,that their patients are having
better results.
I'm, I'm a I'm a huge fan, incase you can't tell.
Um.
So yeah, Garrett, listen, it'sbeen phenomenal having you on
the show.
If people wanted to get a holdof you, if there's anything that
they need.
How do they do that?
Speaker 2 (46:39):
Well, thank you very much for the kind words there.
I appreciate it.
I love the work you're doingand it's an honor to be able to
collaborate with wonderfulpeople like you who are also
leading the industry really indifferent elements, different
ways than we are.
But it takes a village.
Speaker 1 (46:55):
It takes a village.
Speaker 2 (46:56):
And you're doing wonderful work, so I really
appreciate it.
And for anyone interested inlearning more about us,
connecting with our team throughthe website is a great place to
start wwwnewfit that's N-E-Ulike neurological newfit.
And then, if you're on socialmedia, we're most active on
Instagram, newfitrfp for rehab,fitness and performance, and I
(47:18):
have a personal Instagram.
I would love to connect withyou there.
Just my first and last name,Garrett Saulpeter.
Speaker 1 (47:24):
Garrett, thanks again for being on the show.
Phenomenal discussion.
I love this idea of talkingabout systems, the spiritual
side of business, trust,creating results with clients
and then just learning aboutyour fascinating product.
Thanks for being on the show.
Speaker 2 (47:36):
Thank you Will Thank you, rockstars.
Speaker 1 (47:40):
Guys, thank you for taking time to listen to today's
episode.
If you found today'sinformation to be useful, could
you take a minute and help me?
I would love it if you couldleave a podcast review in your
app so that other people who arelooking for this information
can find it.
Plus, my dream is to have thelargest network of medical
entrepreneurs and leaders in theworld so that together, we can
(48:00):
change healthcare to make itbetter for all.
So, in addition, if you canthink of anyone that you can
send this to, not only wouldthat mean a lot to me personally
, but it would build thisnetwork so that we can make
healthcare the way that we wantit.
Welcome to the Willpower Podcast, rockstars.
Thanks again for tuning in, andtoday's episode does not
disappoint.
Today's special guest is theCEO and founder of a company
called NuFit.
His name is Garrett Salpeterand he is a phenomenal leader.
We're going to be jumping rightin to this new concept called
the Entrepreneur OperatingSystem, or EOS.
(00:29):
This is a company that many ofmy friends are using right now
to systematize their business,and it has changed the game for
them, because it provides thesystems and the training
necessary to get the owner outof the business.
So we talk a lot about coachingon this channel.
We're gonna dive into that.
Then we're gonna segue into howhaving the right systems
actually helps us promote thespiritual mission of our
(00:51):
business and then, lastly, we'regonna be deep diving into the
newbie, which is the featuredproduct at NuFit, which is
revolutionizing patient careacross the industry.
I get nothing out of saying thispersonally.
I legitimately believe in thisproduct because of what I've
seen it do for my, my friends,businesses and their patients.
It's an electrical stimulationdevice like no other.
(01:12):
So before you disregard that,pay close attention.
The studies on this thing willblow your mind and Garrett, as
an amazing leader, is going todo a masterclass on how to build
a team based around systems andstill inject the art or the
spiritual side of things.
Enjoy the show.
Okay.
So, garrett, you were sayingright before we hit record that
(01:33):
the most significant thingyou've done to grow you as a
leader in your business wassomething called an EOS system.
Can you tell the audience whatthat is?
Speaker 2 (01:42):
Yeah, so EOS stands for Entrepreneurial Operating
System, and it's most commonlyknown as the system for
operating a business.
That's taught in the bookTraction by Gino Wickman, so the
book is called Traction, andI'm probably like many of you
listening to this where, youknow, I'm not like a business
guy who found an opportunity.
I was actually reallypassionate about this work.
(02:04):
And then my background isengineering and neuroscience and
I actually worked with severalclinicians in the Austin, texas
area and saw ways to improve themethodology of the technology
over time.
And so I came at this from theperspective of, you know,
actually treating people orcollaborating in the treatment
of people and developingtechnology.
And then I had to really learnthe business side.
(02:25):
As I'm sure many of you, ifyou're a physical therapist you
become a practice owner.
You don't really learn thosebusiness skills, and so for me,
reading this book was probablythe single biggest quantum step
in growth in my own knowledgebase and understanding of how to
operate a business.
It really taught me thefundamentals.
For example, it helped me takethis whole broad spectrum of
(02:47):
things in a business and breakit down to okay.
There's really three verticals.
There's customer acquisitionright.
It's marketing and sales.
There's delivery of goods orservices, operations, so to
speak.
And then there's finances,administration of the business,
sort of these three verticals,and there has to be a strategy
for how to have someoneaccountable for owning and
(03:08):
driving forward those elementsof the business.
And so I learned from that bookand really have just, you know,
implemented what was done therewith minimal change, but learned
how to create an organizationeffectively, how to find the
right people, identify the rightpeople, get them in the right
seats, structure theorganization so that works as
efficiently and effectively aspossible, and then also how to
(03:31):
with that team, how to doeffective strategic planning,
how to have effective meetings.
That's one thing that I'velearned too along the way is,
you know, I used to think thatmeetings were a distraction from
the work that I really shouldbe doing, and then I've learned
that, as a leader, meetingsreally are my.
That's like my.
You know, nfl players preparefor the game on Sunday.
That's like my Sunday, that'slike my game.
(03:53):
You know, to be in a meeting tolead an effective meeting,
facilitate an effective meeting,drive it towards a conclusion,
where we're either taking actionon something or clarifying
something, you know, whateverthe purpose is, you know.
So this system helps usunderstand how to get a business
structured appropriately, howto do planning, how to run
effective meetings, how to havea scorecard and measurements
(04:13):
along the way, so you're notjust finding out at the end of
the month or the quarter how youdid, but you have leading
indicators so you can pulllevers and make changes and do
different things along the wayto give yourself the best chance
of success and getting a goodreport at the end of the month
or the quarter or the year,whatever it might be, so there's
alot in that and you know, we've
really, really adopted thatsystem and it's so cool to see
(04:37):
that it frees up a lot of theburden that I felt before doing
this in order to kind of piecethings together and sort of run
everything.
You know, it frees up a lot ofthat burden and it sort of
creates this, this like lateralpressure in a positive way on
everyone.
Accountability, because youknow in weekly meetings that for
us on the leadership team orfor people in their departments,
(04:59):
there's in the weekly meetingthere's there's weekly
commitments, you commitments,there's things that people are
responsible for doing and no onewants to get up in front of the
leadership team, in front ofthe department, and say, you
know what, I didn't do that thisweek.
So there's certainly othersystems that have that.
But that element ofaccountability and it sort of
creates the foundation, theframework that we can really
build our business on top of.
Speaker 1 (05:20):
Yeah Garrett, that is such a great overview of EOS.
I'm very familiar with it.
Of yeah Garrett, that is such agreat overview of EOS.
I'm very familiar with it.
I've read the books.
One of my other favorite booksfrom the same author is Rocket
Fuel, where they talk about thetwo types of personality types
that come into things.
But a couple of things you saidI want to punch.
The first is this idea that youweren't a business owner who
started chasing this passion.
You just started chasing thepassion and then you were
(05:41):
building around it.
I think every healthcareentrepreneur listening to this
is feeling the exact same way.
None of us have gone tobusiness school.
I will tell you that one of myfavorite coaches once said that
if we knew what we were gettinginto, we would have never have
done it.
I have a brother who has adouble NBA.
He is a very successful.
He's been a very high rankingteam member at Google and
(06:01):
Dropbox very big.
He's been at COO level.
He has told me for years how hewish he had had the courage to
start a business like me, andwhat I tell him is like if I had
known what this was, I wouldn'thave done it.
Like it's just who we are.
But this thing called tractionand this concept of EOS is the
entrepreneur operating system.
Every business owner who hasn'tis the entrepreneur operating
(06:21):
system.
Every business owner who hasn'tbought into something like that
yet needs to.
There's a few options out there.
I used actually somethingcalled Gazelles, which is Vern
Harnish's book Scaling Up, butthat was actually 15 years ago.
It's still very widely used.
But I will tell you, in myworld I'm highly networked
(06:41):
across outside of healthcare.
The EOS system is where all myfriends are going.
The EOS system is thepredominant system and they have
implementers.
Did you hire someone to helpyou implement as well?
Speaker 2 (06:52):
So we self-implemented and we did that
in part because we had done.
We were also doing somebusiness coaching with a guy
here in Austin who's a friend ofmine, who had a similar system,
and so that we got somecoaching on how to implement,
sort of through that.
So we didn't hire a formal.
EOS implementer, but I haveseveral friends, fellow business
(07:13):
owners, that have, and that'sbeen a positive experience.
So if we didn't have this othercoaching experience at the same
time, we would have done thatand I definitely would recommend
it for people just gettingstarted.
Speaker 1 (07:25):
Yeah, most of my friends do too and, just like
anything else with coaching,it's expensive.
So, like you're like, oh mygosh, how am I going to spend
this money?
But your journey is not uniquein the sense that people I know
who've gone through it they'relike wow, I've got this meeting
rhythm set up.
I've got systems and operatingpolicies now that are keeping my
people accountable.
It frees people up, Is that?
I mean I don't want to readbetween the lines or put words
(07:47):
in your mouth, garrett, but hasthat been your journey?
Do you feel like you've beenfreed up to focus on the part of
the business that you're mostpassionate on as a result of the
EOS system?
Speaker 2 (07:55):
Yes, absolutely.
And on that same theme and alsoa few moments ago, you
mentioned rocket fuel, right,that relationship between the
visionary and integrator.
Speaker 1 (08:03):
Yeah.
Speaker 2 (08:04):
That's something that in the last, you know, six
months from the time we'rehaving this conversation, I
finally, you know, for the firsttime in this I don't know I
mean had a business for 16, 17years, had the newbie out for
eight years, you know finallyhired an integrator and that was
a big step for me.
It was a lot of actuallypersonal work to get over that
(08:25):
sort of ego status of being likethe only one in a C-level
position or something like that,like to sort of to get over
that.
So it took some really personalgrowth work to get to that
point and also finding the rightperson.
We had a few people who we hadconsidered for a role like that,
working with us on a consultingbasis, saw that it didn't work.
(08:46):
The gentleman we ended uphiring in that position we also
had working with us as aconsultant and saw the contrast
in a positive way that it didwork and it was someone who we
wanted to hire and invest in.
But you talk about hiring animplementer, hiring an
integrator, which is sort oflike the COO to the CEO, right
for people who aren't familiarwith the term.
But that is also anotherexample where it's expensive to
(09:11):
hire someone who has previousexperience running or owning a
business and, you know, bringsthat level of experience.
But that is an investment thatalready, in the span of less
than a year, has provided atremendous return, and that both
of those.
Implementing EOS in the firstplace was a nice sense of ah, of
(09:33):
a burden off of my shoulders,and then hiring this integrator
was another sense of ah.
Good, now he can take and runwith the things that I'm not as
good at or don't have as muchtime to focus on and, just like
you said, it gives me a chanceto focus on the things that I do
so like in traction, as youknow you know, everyone on the
team has the accountabilitychart.
(09:53):
Everyone has a few bullet pointsunderneath their role.
So for me, there's things likeinnovation and key relationships
and things like that, andthere's also the quote, unquote
face of the company, where I doour podcast and speak at events
and have the opportunity to dosomething like this have this
conversation with you and so itfrees up, frees me up to be able
to do stuff like that, which,quite frankly, I love.
(10:13):
It doesn't even feel like work.
You know, I get to sit here andchat with Will.
This is awesome.
Speaker 1 (10:17):
I know it's so crazy because like so this whole
concept about rock stars asyou're listening, he was talking
about integrator and visionary.
Just to kind of clear that up alittle bit.
Like, the visionary, accordingto the traction system, as an
individual who is passionateabout looking forward, comes up
with lots of ideas, wants toinnovate, wants to come up with
different ideas of how to like,make things better, the
(10:38):
integrator loves to get it doneand the most common problem is
that the visionary feels guiltythat they're giving all the crap
they don't want to do to theintegrator because or they have
a hard time letting it gobecause they have, you know,
their sense of control around it.
So, like, the integrator lovesto do the thing, but they don't
love thinking of the thing, theyjust want to be.
They want the vision paintedfor them, they'll contribute to
(10:59):
it, but ultimately it's moreoperational and functional based
.
So it's really cool because allof you who are listening to
this rock stars, you're busy inyour companies and this concept
I want to hit that Garrett'shitting upon is you have to buy
back your time, you have tospend money and invest it in
people.
Like you know, we're big oncoaching in this podcast.
(11:19):
You know a company like an EOS.
We get nothing.
We're getting nothing forpromoting them.
Let me just say, garrett and Idid not get beforehand go hey,
how can we make referral fees onEOS systems?
This is just us on the podcastdoing you a solid and saying,
hey guys, this is a system.
If you've been working withcoaches and you've made pretty
good progress, but you'relooking for something to step up
your game, you could add theEOS system in addition to your
(11:41):
coach, or EOS system in additionto your coach, or you could
switch to an EOS coach andreally get focused on the
systems, because the EOS systemis just that.
These are operationalcomponents that are built into
your company that offload theowner.
But you have to buy back yourtime.
You have to invest in the coach, you have to invest in the
integrator, like in Garrett'scase, that he needed, you know
(12:02):
well, before he started using itso that he could focus on doing
what he loves.
And now new fit is growing,like I know you guys as a result
of that.
Here's the two things I knowabout your company and I get
nothing for saying this is thatnumber one.
You do have a phenomenalculture.
Shout out to Laura and KaraLike they are at all these
events that I'm at across theindustry and they just have like
(12:22):
that.
You can just sense the companyculture.
I've I've had a chance toreally dive in deep with them
about what makes your companygreat.
They talk a huge amount abouthow great you are.
They also talk about theproduct and how great it is, but
they also talk about theculture and the feel of that.
So for you, as you've looked atthe EOS system, why don't you
tell me what your top likefavorite takeaways were?
Maybe you've already mentionedit with your like meeting
(12:44):
rhythms and stuff, but what weresome of the key things that
really moved the needle for youwhen you were implementing that
EOS system?
Speaker 2 (12:52):
So there were a few and a few that directly
contribute to culture.
You know, it's interesting tocontrast how I feel now versus
how I felt, say, five years ago.
You know, one of the biggestdifferences is right now I feel
like, holy crap, we have a teamthat can take this thing to the
(13:12):
next level right, we've got therock stars that we want right
people in the right seats.
And five years ago I had a lotto learn as a person, not only
as a business owner butpersonally.
I had some of thesepeople-pleasing tendencies,
(13:33):
inabilities to set boundaries,and I allowed a couple bad
apples Certainly not everyone,but allowed a couple people to
get away with things and reallydrag down the company culture in
a way that I didn't fullycomprehend until I finally had
the courage to do somethingabout it and get rid of a couple
(13:54):
of the wrong people, and thatmade all the difference in the
world and traction helped meSome of it.
I sort of came to my senses, Iwould say beforehand.
But this is part of why, justas a little quick tangent, part
of why I say that that running abusiness really is a spiritual
(14:16):
journey, because the things thatcome up, that we have to.
You know the we really have towork on ourselves, and so many
times what we get in life is notwhat we work for or what we
want, but it's who we are.
The outcomes we get in theexternal world are often a
reflection of who we areinternally, and working on who
we are internally is often thefast track to not even the best
(14:39):
path, like the most direct pathto business success.
So a little bit of an asidethere.
Most direct path to businesssuccess, so a little bit of an
aside there.
But traction talks so much aboutestablishing core values and
then using those as a filter forhiring for you know, managing,
promoting, retaining people onyour team too, so that exercise
(15:02):
has been immensely valuable inhelping to establish and then,
you know, preserve and maintainand continue to cultivate and
grow a very healthy, vibrant,energetic culture.
And then also, one other thingthat I really like from the
traction system is this whatthey call IDS identify, discuss
and solve issues and theydescribe this process that we do
(15:25):
in every weekly meeting of justkeeping a running list of the
issues that are always going tocome up every week.
There's something various issuesin the business, some severe,
some minor, but there's aprocess and time set aside in
the agenda of the weekly meetingto address those, and that,
along with we've also done a fewdifferent book clubs and talked
(15:48):
about different things alongthe way.
So that's one of the thingsthat I think really helps us is
establishing this culture of notletting issues fester, not
sweeping things under the rug,but talking about them in a way
where you know it's this reallyinteresting balance.
This is part of the, I wouldsay you know it's this really
interesting balance.
This is part of the, I wouldsay you know, personal
development, spiritual side ofrunning a business is so much of
(16:09):
.
It is really interpersonalcommunication and interactions
and relationships and being ableto.
If you want to give someonenegative feedback, it's so
important that you have afoundation of safety and a sense
of belonging first, becausethat is going to make someone
feel safe.
If they don't feel safe in aconversation, especially when
(16:31):
they're getting negativefeedback, if they don't feel
safe, they're going to go intofight or flight.
They're going to think eitheryou know you're the idiot who
doesn't even know what they'retalking about, or oh my God, my
job is on the line.
I'm in trouble.
I'm going to lose my job.
You know, they're going to go toall these different places,
they're not even going to hearyou or let alone have any
productive dialogue.
So being able to have beingable to you know as a leader.
(16:55):
Being able to lead withvulnerability, being able to
admit mistakes and being able totalk openly establishes this
sense of safety and belonging,so that you can have difficult
conversations when they come up,which they're going to come up,
you know, from time to time.
So I think that and and havingthat framework of everyone being
on the same page aboutdiscussing issues and
intentionally bringing them up,not sweeping them under the rug,
(17:16):
I think is a big part of thattoo.
Speaker 1 (17:18):
Yeah, I love that.
And rock stars.
I want you to really hear whatGarrett said around this concept
of how just having the righttools has made all the
difference, because EOS hasproduced these tools that hit
upon the different things thathe discussed, from having
crucial conversations toaddressing company issues week
to week.
There's something about a toolthat makes it easier, because
(17:39):
otherwise we're in there justkind of grinding trying to
figure out oh right, so what isit that I've got to put together
this time?
And and you know, lookingaround corners because you don't
know what else to do.
So having a system of checksand balances is big.
And then, garrett, the thingthat you said I really loved is
this idea that owning a businessand being a business leader is
a spiritual journey.
I couldn't agree with that more.
(18:02):
I remember when one of mycoaches, who is just he called
it our ministry.
He's like listen, whether ornot you believe in God.
He's like this is a spiritualjourney.
This is your ministry ofserving others.
So if you do believe in God,this is how you can manifest
that service in the world isthrough your business, and it is
something that's really unique.
(18:24):
I don't think all businessowners are great people, but I
would say that the majority ofthe business owners, who are at
least mom, pa, who bootstrapfrom the ground up, man, they're
my peeps, they're my peeps.
I don't care if it's healthcareor outside of healthcare, you
know.
So I love that piece of itbeing a spiritual journey.
Here's my question for you,kind of leaning into that,
(18:44):
what's maybe something spiritualor like personal that you've
learned in about you as a resultof owning your business that
has later increased your abilityto impact your family?
Speaker 2 (18:58):
There's.
There's quite a few things, youknow.
The, I think, one that Imentioned earlier is through
business.
I became acutely anduncomfortably aware of some of
my own patterns, like thispeople-pleasing inability to set
boundaries, difficulty havinguncomfortable conversations.
(19:19):
Through various situations inmy business journey it was just
staring me right in the facelike wow, if I really sit back
and look me doing or not doingthis has allowed this to happen
and led to this problem overtime.
So I understand it's like withgreat power comes great
(19:40):
responsibility, but also withgreat responsibility comes great
power If I realize the partthat I played in that.
then I have some opportunity toactually change it, and learning
that kind of notion of extremeownership, I think, is something
that serves me and many otherswell and something that I still
(20:01):
will catch myself wanting toblame somebody else for this or
that.
So it's still an ongoingjourney.
I'm not saying I've arrived andI'm some sort of guru by any
means, by any stretch of theimagination, but it is really
cool to just see what happenshere, so learning some of these
different patterns andtendencies.
I really like the notion thatit's kind of both psychology and
(20:24):
spiritual practice.
the notion of internal familysystems, which many people may
have heard of parts work orthings like that where you know
our psychology has thesedifferent learns, these
different patterns, differentbehaviors, like as a child, for
example.
You know some people learn thatthey have to be compliant
little kids or they always haveto, like, put on a happy face in
(20:45):
order to get love and get asense of belonging.
Or, you know, they learn thesepeople pleasing tendencies or
they learn that they have to acta certain way because they
don't feel like they're worthyat their core.
And you know those types ofpatterns lead to these certain
behaviors and it's reallyinteresting to to observe,
either through meditation orjust general daily life, some
sort of you know mindfulnesspractice, if you call it that
(21:05):
you know to observe, eitherthrough meditation or just
general daily life, some sort ofyou know mindfulness practice,
if you call it that you know toobserve those patterns in
oneself and see the results andthen use that as an opportunity
to reflect and perhaps getcoaching or counseling or do
some guided meditation work orthings like that.
But it's allowed me to reallysee some of those patterns and
it's been a catalyst for me to.
(21:27):
In internal family systems theytalk about parts and the self,
about how we actually, you know,oftentimes in our culture we
spend so much time trying tobuild ourselves up, to change
ourselves, turn ourselves intosomething when, in this
perspective, which I have cometo agree with, and when, in this
perspective which I have cometo agree with, the truth is that
we actually have a foundationof a true self that is complete,
(21:50):
that is calm, courageous,curious, compassionate,
connected.
There's these eight C's thatthey use to describe it and
oftentimes what we need is notnecessarily to build more on top
of it, but to unwind thesecompensatory behavioral and
psychological patterns and getback to our true self, get back
to who we really are.
So that perspective I'veactually you know experiences in
(22:13):
business led me to that and Ithink that's made me a better
person, a better parent.
You know and better atrelationships overall, outside
of business too.
Speaker 1 (22:23):
Yeah, it's such a great concept to think about
that the purest, most and all wehave to do.
Leadership is less aboutbecoming something we're not and
more about peeling away what'sin the way.
That's a really cool point thatyou just made there.
What a great share on thespiritual side of owning your
business, and it's funny howlike something non-spiritual and
(22:43):
very like emotionless calledsystems can unlock our ability
to really learn these spirituallessons.
So, rock stars, as you'relistening to this, here's my
question for you to considerwhat are some of the things that
you are grateful to for yourbusiness?
What are the lessons you'velearned in your business that
you're grateful for that havehelped you become a better
person?
I want everyone listening tothink about some of the
(23:05):
challenges that you've overcome,like think when I say that
everyone's got like specificimages that flash to their mind
of really intense problems thatyou have overcome.
And I want you to take a second, as you're listening to this,
whether you're driving orexercising, and think about what
are those lessons that you havelearned that have benefited you
and your family and showgratitude for that, because so
many times, rock stars, we getso round up in this idea of like
(23:29):
being affected by our businessthat we forget what the gift and
opportunity it is to have thatresponsibility, like Garrett
said, and, coincidentally, thatpower.
So I just want you guys to beswimming in that space as we are
talking about this thing calleda spiritual journey of business
.
And it's so cool that we landedon this, coming from a place
originally of this objective,non emotional thing called
(23:52):
systems, because it's the art inthe science of what we do in
physical therapy terms.
Garrett, you know it's likethat idea of like I know how to
do a grade five manipulation onthat joint, but do I know how to
feel it with my hands?
Do I know how to read thepatient's face and communicate
it to them so they don't guard?
Like there's an art and ascience to these things and I
(24:13):
think clearly what you've doneso beautifully over at NuFit
which, by the way, and not justsaying this, it's one of my
favorite companies in thephysical therapy space is
because you guys have a realgrip on those two elements of
the science and the art of it.
And one of the things we weretalking about, you know, kind of
pivoting our conversation a bitbefore we hit record, was how
(24:36):
you have come to also recentlyrealize how trust is such a
vital part of this path for youin your business.
You know you were talkingspecifically about patient care.
So we were talking internallyabout businesses using systems
and understanding the art andthe spiritual side of it.
But now let's pivot into thatthing called patient care and
(24:57):
building trust with them.
You were alluding that you haveseen recently and learned how
powerful it is to get, howresults, build trust and
retention with patients.
Can you mind talking a littlebit about that?
Speaker 2 (25:09):
Yes, Thank you for the kind words about NewFit and
happy to share that so foreveryone listening.
One of the things that we do inthe EOS process in traction is
to create your marketing message, talk about your core focus,
talk about your three uniquessort of your sales pitch, what
(25:32):
makes your company unique, whyyour potential customers should
care, should work with you, etcetera, and I was so passionate
about this work that it was.
For me it was, you know, giveyour patients a better
experience, help them feelbetter.
It was these, you know, thingsthat were related to just the
(25:54):
patient experience, patientoutcomes, and a lot of
clinicians of course value that,of course care about patient
outcomes, but they also arealready skilled and trained
clinicians and so when we talkabout that, it doesn't
necessarily land because it'snot solving an immediate problem
(26:15):
.
That's top of mind for them,whereas a lot of people
listening to this you might haveissues more that you're
thinking about.
The things that keep you up atnight are probably more related
to you know how do I?
recruit and train and retaintherapists right, or how do I
get more patients in the door,things like that.
And so one of the things that'scool is that we have now seen,
(26:39):
both anecdotally and with actualobjective data, that this
process of new fit methodologyand using the newbie in various
clinics not only does it providethat increase in patient
satisfaction, but it also leadsto a financial return in a way
that speaks to business ownersas well.
More of the dollars and centsminded people.
(27:02):
And so it's kind of cool thatyou can get both the sort of the
art and the science or thesubjective and the objective or
the you know, feel good and the,you know, do well by doing good
to kind of all of that together.
And so we did a pilot study, forexample, with a large national
clinic and they were using theNubi Nubi is our device
(27:24):
neuro-bioelectric stimulator,just for reference and they
started using it in fivelocations and they looked at all
of their MRs.
It's very sophisticated, theytrack everything in their EMR
and they saw at all of theirEMRs.
It's very sophisticated, theytrack everything in their EMR
and they saw some reallywonderful things.
Their patient satisfaction wasalready really good.
It was in the high 80s.
It was 88 or 89.
When they used the newbie itwent up to 98, so that was cool.
(27:48):
That, however, doesn'tnecessarily translate to more
dollars you think that it willover time.
but you have to look at theother things.
What they saw was an increasein arrival rate.
They saw their 1, 2, 3 rate.
It's kind of the dirty littlesecret the number of patients
that drop out within the firstthree sessions don't complete
their plan of care because theythink, oh, this isn't worth the
(28:10):
co-pay.
Speaker 1 (28:10):
It's not worth the drive.
Speaker 2 (28:11):
I could do this myself.
It's not worth the drive Icould do this myself.
It's not going to help me,whatever they think.
So their one, two, threedropout rate was 16 to 17% and
that was cut in half, went downto 8% when they used the newbie.
So if you think about theincreased retention and the
number of patient visits thatthey're going to have, that
increased volume is going toearn them a return on the
purchase of the newbie insomething like five or six
(28:33):
months.
So it was really reallywonderful to see that.
And that is you know.
You talk about the speed oftrust, which I know is one of
your absolute favorite books Iknow we've talked about.
If you talk about the notionthat one of the things that
builds trust the best is results, If you get a result for
somebody, they tend to trust you.
And so, you know, working withthe newbie, many, many practice
(28:58):
owners tell us this.
Many clinicians notice this andwe've seen in our data 91 to
92% of patients experiencetangible improvements, so
functional improvements and orreductions in pain in their
first session on the device.
And we, you know, we can talkabout why that happens, but the
headline is that that experiencecreates these wow moments,
these aha moments for patientsand they are saying, well, of
(29:19):
course I'd want to come back.
This actually worked, this waswell worth the time and the
money.
And heck, yeah, I'm going tocome back and complete my plan
of care.
So, it sort of creates thatdynamic there, where you get
that immediate buy-in.
Speaker 1 (29:32):
Yeah, it's so interesting, this concept of how
trust builds results.
Nothing builds trust quickerthan getting quick results,
according to Stephen Covey.
And the thing about the newbiewhen it first came out, when
NuFit first entered the market,I think I first saw you guys at
a hands-on diagnostic seminarsevent and I remember seeing you
guys going, oh cool, another newdevice.
(29:53):
Like I didn't.
I honestly would.
Just I wasn't like I don'ttrust it or whatever.
But there's, there's just beenso many devices.
I remember being in PT schoollearning about diathermy.
You know this like magneticcoil thing that no one uses.
You know there's ultrasound wasreally big when I started
trading and now very few, ifanyone ever, use it.
Like there's these things thathave come and gone.
We know that these equipmentpieces are part of our business,
(30:19):
so I don't immediately like putthem down when I see something
new come, but it doesn't standout to me either and I just
remember thinking I wonder whatthat is.
And here's, here's what wasinteresting.
The first people I talked to.
I could mention their names,but I don't know if I can
without embarrassing them.
But these are, these areclients of yours, good friends
of mine, who would not lie.
I was like so why are you?
What is it about this, this newfit, newbie thing that you like
, and they're like well,immediately.
(30:41):
It's because we get resultswith our patients in a way that
nothing else has, and that's youknow.
I don't know how deep we wantto get into that in this episode
, but like, this is a machinethat has not only gotten results
so quick that it's starting toexplode across the therapy world
, but it's also in almost allthese professional teams.
I was in Colorado and Kara andLaura had to go to I think it
(31:01):
was the Rockies, and it was likeoh my gosh.
And so, yeah, it's really coolthat the newbie has gotten so
much attention so fast.
But this is what I love aboutthe trust factor.
So people who've been usingthat product and this concept,
by the way, goes beyond thenewbie, but just this idea of
like, with the newbie as anexample people who use it, the
patients get an immediate result, so they keep coming back to
(31:23):
their appointments, which isgreat.
The other piece about this, too,that I've seen with my friends
who use it is that they getimmediate results in a different
way.
Their patients not only love it, but they're able to actually
make additional revenue abovewhat they've traditionally done
in the insurance model, and that, to me, is the ultimate win,
win, win.
You've helped create a productthat increases the results of
(31:43):
patients' goals, but then youturn around and you're
increasing the results of yourclients, the PT owners, getting
the results they needfinancially, and so, yeah, I
just think that's really coolthat you have found that.
How did you discover this thing, like, how did you get in?
How did this whole thing comeabout?
I don't know the origin.
Super story of the new fitcompany and newbie.
Speaker 2 (32:04):
When you talk about you know how it gets these fast
results for patients.
Speaker 1 (32:10):
I think it's worth diving into that and I think
that's going to tell me how thathappens first.
Well, so let's get into thatWell.
Speaker 2 (32:16):
I think that'll come, that'll come through when I
tell my story to here and itactually.
It actually dates back to mytime.
I was and I grew up in Chicago.
I played ice hockey growing up.
I played in college.
I was really passionate aboutit.
I was set to become an edge.
I was a physics it.
I was set to become an edge.
I was a physics major, I wasgoing to engineering graduate
school and I also, because ofhockey, established a real
(32:39):
passion for learning aboutphysiology and exercise,
exercise science and those sortsof things.
I also had some injuries alongthe way and I became very
disenfranchised with traditionalphysical therapy, traditional
orthopedic medicine, for reasonspeople can probably guess, and
(33:01):
I so I had.
I was in college and I had this, this experience where, you
know, it was like like one ofthese pain to purpose, really
aha moments for me, where I hadsome torn ligaments in my wrist.
I thought I was going to haveto get a surgery and I met a
chiropractic neurologist, a guyI got referred to through a
friend of a friend.
He was the first one to reallyexplain to me the importance of
the nervous system in healing,even though it's something
(33:21):
that's orthopedic, that's morehardware-based.
He was talking to me about thesoftware in the nervous system
and how the inhibitory andguarding neurological patterns
locally influence or eithersupport or don't support the
healing process and also howglobally, how the autonomic
nervous system is relevant.
And so we did some moreneurologically oriented
(33:41):
treatments.
And he also used on me a directcurrent device.
It was an older one with theseanalog dials, it was more like a
microcurrent type of thing, butI saw firsthand how using
direct current and working withthe nervous system actually
allowed me to heal withoutsurgery and it was this amazing
epiphany for me and I was so,having had the experiences I had
(34:04):
, it meant even more.
It was so exciting to me tofind something that made sense
scientifically from firstprinciples.
It was just this life-changingexperience and I felt called
going through that, to sharethis type of work with as many
people as I could.
So I was already set to go toengineering graduate school here
in Austin at the University ofTexas, and when I was here I
(34:27):
sort of networked within thesports medicine world and ended
up connecting with a guy who'sthe chiropractor for the UT
football team and startedworking out of his private
practice.
So I'm not a clinician, but Iwas working underneath him and
using older versions ofelectrical stimulation to
actually treat people, toactually work with clients and
patients, and I did this forseven or eight years and I got
(34:50):
really passionate about what wewere able to do with electrical
stimulation, started to reallysee this opportunity to use
electrical stimulation to changepatterns of neuromuscular
activation and accelerate theprocess of neuromuscular
reeducation.
I ended up going back tograduate school at UT for
additional graduate work inneuroscience focusing on motor
control.
Wow, and I along the way youknow I was just, I was just
(35:18):
waiting for someone to come outwith something better and
perhaps, you know, partner upand open more facilities around
Austin.
And then eventually I got tothe point where I said, you know
what?
I have these ideas.
I actually had a client who wasa patent attorney who I talked
to and he sort of.
He was the first one who toldme, like you know, you could
probably get some patents onsome of your ideas.
And I was like, oh, that'sinteresting.
And finally got to the pointwhere I was like, you know what
I'm going to do it?
To heck with it, I'm going todo it myself.
(35:38):
And it's sort of like you saidearlier if you had known what
you were getting into, youwouldn't have done it.
Speaker 1 (35:51):
If I had known how long, how expensive it do you
want to start a medical device?
I'd be like oh buddy.
No, I literally want to live adifferent life.
But that's so cool, because thedifference was that you're
paying to purpose, jody.
You were suffering and you hada connection, so you had a
driver for it, right?
That's, I think, the difference.
Speaker 2 (36:08):
Yeah, for sure, for sure.
And so now that was a nearlythree-year journey to conceive
of, and launch and develop andget clearance on and start
selling the newbie.
And then, as a time we'rehaving this conversation, it's
been out between seven and ahalf and eight years and it's
just been amazing to see.
Yeah, like you mentioned sportsteams, there's 50-plus
professional sports teams as oftoday across the major leagues
(36:31):
in the United States, here usingthe newbie and several hundred
clinics, and it's been amazingto see.
It's like we're going up amountain and we've made it part
of the way up and we can lookdown and say what a view.
And then we can look up and seethe peak and say wow, and we've
got a long way to go.
Speaker 1 (36:49):
There's something about electrical stimulation
that honestly, we're just kindof starting to tap into and I
think the NuFit company andnewbie is really exploring that
space in a way that's never beendone.
Because I was talking to Lauraand Kara about stories that
would, that blew my freakingmind of this idea of, like
people with ALS who were able tohave temporary relief in a way
(37:10):
that's like miraculous, andthere's there's something about
the electrical I want to be verymindful about.
You know, over promoting andwhatever, but I these aren't
over promotions, these areliteral stories and things that
I've seen in my own experiencewith people outside of your
company.
I think there's something inthis electric space that is
meant our.
We understand our nervoussystem probably the least of any
(37:31):
system in our body.
So there's something aboutelectrical current and how we
can leverage that for healingand promoting that you guys are
really tapping into.
If someone came to you and justsaid, hey, listen, how are you
guys different than all theother electrical STEM devices
out there?
What would you say to them?
Just so for the audience theycan hear what that is.
Speaker 2 (37:49):
There's a few ways that it's different.
The biggest is the use ofdirect current as opposed to
alternating current.
So, just to close the loop, wewere talking about how a
majority of patients have theseaha moments in their notice
progress in their first session.
Sometimes it feels impossiblyquick, feels miraculous.
Why is that happening?
(38:09):
Well, it's happening because ofthe effect on the nervous
system.
It's happening because so manytimes, you know, we're focused
on the tissues, the bones,muscles, tendons, ligaments,
discs.
But a big part of why it takesso long to recover, why people
have pain and limitation, is notthe initial damage, but it's
the neurological response, theguarding, the inhibition, the
perception of threat that leadsto pain and so we're able to
(38:32):
directly address that and thatoftentimes creates a large or
small or something in betweenimprovement.
But it creates some improvement, functional improvement often
very quickly.
And part of why we're able todo so much there you know we
care a lot about the nervoussystem for that reason, and part
of why we're able to impact itin such a way and accelerate
(38:55):
that process of neuromusculareducation is because of the use
of direct current.
So there's interesting historythere where the benefits of
direct current were known backat least in the 1960s, 1970s.
But there was always thisproblem where, when you get it
up to a high enough level tohave a therapeutic effect.
it would literally burn the skin, and you know so the Soviets
(39:15):
would burn the skin of some oftheir athletes, and they could
do that for Mother Russia but wewere not doing that over here,
and so direct current fell outof favor and in its place came
alternating current, themodalities that people are
familiar with, the TENS units,the so-called Russian stim,
which what we think of asRussian stim is alternating
current, the NMES, fes,interferential, those sorts of
things, and the issue with thatis that there's a couple.
(39:40):
The biggest one is thatalternating current, as that
signal goes back and forthpositive, negative, positive,
negative it sends a signal tothe nervous system to
essentially co-contract or havemuscles fight against each other
, agonist-antagonistco-contraction.
Everyone knows here, when we'retalking to patients, we describe
it as it would be like if youwere driving your car and you're
hitting the gas pedal and thebrake pedal, or if you have an
(40:01):
electric car, the throttle andthe brake pedal.
At the same time, you'refighting against your own
internal resistance, yourmuscles are fighting against
each other, and that becomes alimiting factor in how much you
can take.
So you don't get enough sensoryand afferent input into the
nervous system.
And so, in contrast, directcurrent allows us to speak more
powerfully, more precisely and,yes, I'll say, more directly to
(40:23):
the nervous systems.
You can get a lot more sensoryand afferent input and that
allows us to do things likemapping, where we scan around on
the body to identify where theguarding, inhibition, perception
of threat is present and thenstimulate that area to
accelerate that process ofrecalibrating, re-educating the
nervous system and the brain andchanging these patterns of
sensory and motor activation.
Speaker 1 (40:44):
That's amazing, yeah, and I think that's interesting
that you guys have been able toharness that DC power in a way
that has allowed the body totake more current so they can
have the effect, Because at theend of the day, that's what
we're seeing here.
You know people who are eveninto cold plunging right now.
They'll talk about in thestudies how there's like this
neurological reset that happensover time through this, the
stimulation of the cold, muchless in a direct electrical
(41:06):
current that's hitting thenervous system directly, what
that's capable of doing to resetsome of these patterns that are
being, that are at leastunderstood in our body.
So it's amazing that you foundyou found this path through the
DC world, the direct currentworld, and they were able to
harness it and put it in there.
You may have said this, butjust in case I missed it, how
come your system doesn't causeburns on the patient Like the
(41:27):
Russians used to do, like howcome your DC current isn't
causing that kind of skin result.
Speaker 2 (41:31):
Part of that is where I just feel immensely grateful
that I found like this, this,this thing, where my engineering
and neuroscience and interestsoverlap you know so so in the
engineering that was part of thespecial sauce, so to speak, is
there's actually it's a dualwaveform, so we have this pulse,
direct current, and thenthere's a second waveform that
essentially comes in in betweenthose primary impulses and it
(41:56):
removes some of the chargebuildup.
Because the problem is, if yourun a direct current, if you run
a direct current, eventually,if you run it for long enough,
steady at a steady state,eventually the positive ions are
going to accumulate around thenegative electrode.
Negative ions will accumulatearound positive.
You know vice versa.
So you, you have those chargesbuild up and then that builds up
a lot of resistance.
So as you try to pass morecurrent through that and the
(42:18):
resistance gets higher andhigher, the current can't pass
through, so it dissipates asheat and causes burning.
And so what we do is is stillget those benefits of direct
current, while getting rid ofthat charge buildup.
Exactly, yeah, exactly, that'sthe right way to say it.
And one other benefit, actually, in terms of direct current, we
talked about this neuromusculareducation.
(42:38):
There's also these reallyinteresting processes that have
to do with tissue healing andregeneration, where the body's
own healing process this goesback to even before this, but in
the 1980s, dr Robert Beckercame out with this book called
the.
Body Electric and it describeshow the body's own internal
electric fields actuallyinfluence the processes of
(42:58):
healing and remodeling, whetherit be wound healing, damage that
influences inflammation,influences all of the
restructuring proteinsosteoblasts, fibroblasts, all
those things and so these directcurrent electric fields can
actually help influence in apositive way the body's own
healing, and we just just sawthe results of this in a really
(43:21):
fascinating study, which wasreally cool because it was, at
least to my knowledge, the firstof its kind that compared, in
humans, head to head, directcurrent versus alternating
current.
So this study was justpublished.
Speaker 1 (43:33):
February of 2025 in the journal of.
We're filming this episode inFebruary of 2025.
Speaker 2 (43:39):
Right, so a couple of weeks before we're having this
conversation.
So the study just came out.
It was with you mentioned thehands-on diagnostics group.
It was done in partnership withthem, because they do these
really sophisticated EMG andnerve conduction velocity tests,
these electro diagnostics.
And so this study, just briefly, 150 diabetic neuropathy
patients, and so these arepatients for whom the standard
(44:03):
of care is about symptommanagement, pain relief.
No one really believes thatthey can heal or improve
function in any meaningful way.
And so we had 150 of thesediabetic neuropathy patients, 75
of them got traditionalalternating current TENS unit
treatment and with them we sawwhat people expected a little
bit of pain relief, but nothingreally meaningful in terms of
(44:24):
functional improvement.
With the direct current of thenewbie, however, those patients,
not only were they subjectivelyreporting improvements in pain
sensation, activities of dailyliving, we also saw increased
EMG amplitude, increased nerveconduction velocity.
So we're actually seeingregenerative changes in axons
remyelination in these patientsin just six weeks.
(44:46):
So there actually are these.
It's showing thesephysiological benefits of using
direct current.
Speaker 1 (44:53):
Unbelievable.
That is so phenomenal.
By the way, I want to pause fora second and acknowledge anyone
who's listened to the episodeat this point, because anyone
who's more on the leadershipside of my podcast.
They tuned out probably 15minutes ago when we started
getting into the science ofnewbie.
But I will tell you, the peoplewho are listening, their minds
are like, yeah, they're justsoaking it in.
So I want to acknowledge allthe really intelligent people
(45:15):
who've stayed with us Because,Garrett, this is a huge deal.
I think the thing that got mereally lit up talking about that
study, about theremyelinization of nerves, was
this idea that I was talking toLaura and Kara about this these
people with, like terminaldisorders that are neurological
based and how, again, you're notlike fixing them, but there's
(45:36):
fixing them, but there's somereal hope around some of these
temporary, short-term thingsthat are being tested on.
They're like, wow, we've neverbeen able to eat.
You know, now, because of thenewbie, they've been able to try
these things.
There's, I think I feel likeyou're on an iceberg.
I feel like the new fit is aniceberg and you guys are just
scratching the surface of whatthis world is that you're
uncovering.
So, and you guys are justscratching the surface of what
this world is that you'reuncovering.
So it's great, becauseprofitability unlocks
(45:56):
possibility.
You're helping your partnersmake more money as they're
treating patients getting betterresults, but you're not doing
new fit to make money.
You're making money to do morenew fit Like.
I can see that you're going totake that money, research it and
continue to develop thisproduct so that you can discover
and if anyone's going to find abreakthrough that's going to
change the world in this world,it's going to be new fit.
So I just really can't thank youenough for developing the
(46:18):
product and also not just thatpiece of it, but the business
end of it, being able to createit in a way to where your
clients are making more money,that their patients are having
better results.
I'm, I'm a I'm a huge fan, incase you can't tell.
Um.
So yeah, Garrett, listen, it'sbeen phenomenal having you on
the show.
If people wanted to get a holdof you, if there's anything that
they need.
How do they do that?
Speaker 2 (46:39):
Well, thank you very much for the kind words there.
I appreciate it.
I love the work you're doingand it's an honor to be able to
collaborate with wonderfulpeople like you who are also
leading the industry really indifferent elements, different
ways than we are.
But it takes a village.
Speaker 1 (46:55):
It takes a village.
Speaker 2 (46:56):
And you're doing wonderful work, so I really
appreciate it.
And for anyone interested inlearning more about us,
connecting with our team throughthe website is a great place to
start wwwnewfit that's N-E-Ulike neurological newfit.
And then, if you're on socialmedia, we're most active on
Instagram, newfitrfp for rehab,fitness and performance, and I
(47:18):
have a personal Instagram.
I would love to connect withyou there.
Just my first and last name,Garrett Saulpeter.
Speaker 1 (47:24):
Garrett, thanks again for being on the show.
Phenomenal discussion.
I love this idea of talkingabout systems, the spiritual
side of business, trust,creating results with clients
and then just learning aboutyour fascinating product.
Thanks for being on the show.
Speaker 2 (47:36):
Thank you Will Thank you, rockstars.
Speaker 1 (47:40):
Guys, thank you for taking time to listen to today's
episode.
If you found today'sinformation to be useful, could
you take a minute and help me?
I would love it if you couldleave a podcast review in your
app so that other people who arelooking for this information
can find it.
Plus, my dream is to have thelargest network of medical
entrepreneurs and leaders in theworld so that together, we can
(48:00):
change healthcare to make itbetter for all.
So, in addition, if you canthink of anyone that you can
send this to, not only wouldthat mean a lot to me personally
, but it would build thisnetwork so that we can make
healthcare the way that we wantit.
Popular Podcasts
United States of Kennedy
United States of Kennedy is a podcast about our cultural fascination with the Kennedy dynasty. Every week, hosts Lyra Smith and George Civeris go into one aspect of the Kennedy story.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com