Mike Nathan

Yeah. My name is Mike Nathan. I sell cellular therapy in home to the old, affluent, injured, probably, and athletic. We're new, but we've got a million dollars of revenue, half at EBITDA. We would like to get to 25 million.

Consider it mobile healthcare.

RN drives out, gives you an IV infusion in your home.

We'd like to get to $25 million. We're built to be bought. We want to exit, so we think we're on the cutting edge of this. What's stopping us is my team is awesome.

Great. And from the NFL, it's a lot of good. We have great business to doctor B2B sales experience. Zero B2C experience. And that playbook we're learning is wildly different. We have no idea what we're doing.

It doesn't quite pay as well. Meaning we have people that knock on doors to orthopedic surgeons who are looking for patients with alternatives to surgery, PT, chiropractors. It's a lot of effort. And there's some that are going to refer to you and some that just will not. So that's our constraint in a one market. We're in the Twin Cities. It's a one market play.

We know there are more people looking for this solution. So we want to understand what the B2C is. If we go to then Dallas, Philly, LA, as we try to scale it, we're convinced it needs to be a better ROI than maybe what we're doing right now.

Cost to acquire a physician?

It's oftentimes just, it can be a physician, so we don't track it that way, but it's $500.

$6,000.

Run through the woods and hit all the people that are going to refer us. The number's not amazing, or at least I just know there's more there. I assume there's more. There's got to be more than the 200 people we've hit in a year.

I don't know the number off the top of my head, but it's in, it's in the hundreds, less than a thousand of B2B, uh, PT, chiropractors, orthopedic surgeons. We've done that.

And the super small people that have given us has been some give four or five to six, some give zero.

$6,000 of treatment.

Not in a medical term. Like we're not putting notes back in because it is private.

But we do. We ask for more referrals. There's a circle back that way. There's not a patient loop back.

That's not true. Sometimes that does happen. Excuse me. It does.

That's not systematized.

So you would not go after a B2C approach, like advertising online, going, pushing in on a strategy on that?

If you were going to try to expand into other major metros in the next 18 months, would you have the B2C sorted out before you went to the next market?

Right on. Thank you.

My name is Mike Nathan. I sell cellular therapy in-home to the old, affluent, injured, probably, and athletic. We're new, but we've got a million dollars in revenue, half at EBITDA. We would like to get to 25 million.

So we consider mobile healthcare.

RN drives out, gives you an IV infusion in your home. We'd like to get to $25 million. We're built to be bought. We want to exit, so we think we're on the cutting edge of this. What's stopping us is my team is awesome. From the NFL to a lot of great players, we have great business to doctor B2B sales experience. zero B to C experience. And that playbook we're learning is wildly different.

We have no idea what we're doing.

It doesn't quite pay as well, meaning we have people that knock on doors to orthopedic surgeons who are looking for patients with alternatives to surgery, PT chiropractors. It's a lot of effort and there's some that are gonna refer to you and some that just will not. So that's our constraint in a one market, we're in the Twin Cities, it's a one market play.

We know there are more people looking for this solution So we want to understand what the B to C is. If we go to then Dallas, Philly, LA as we try to scale it, we're convinced it needs to be a better ROI than maybe what we're doing right now.

Cost to acquire a physician?

It's oftentimes just, it can be a physician, so we don't track it that way, but it's $500.

Because you're getting 50% more. We've run through the woods and hit all the people that are going to refer us. The number's not amazing, or at least I just know there's more there. I assume there's more. There's got to be more than the 200 people we've hit in the market.

I don't know the number off the top of my head, but it's in the hundreds, less than a thousand of... B2B, PT, chiropractors, orthopedic surgeons, we've done that. And the super small people that have given us has been some give four, five, and six, some give zero.

$6,000 of treatment.

Not in a medical term, like we're not putting notes back in because it is private.

But we do, we ask for more referrals. There's a circle back that way. There's not a patient loop back.

That's not true. Sometimes that does happen, excuse me, it does happen. That's not systematized though.

So you would not go after a B2C approach, like advertising online, going, pushing in on a strategy on that?

If you were gonna try to expand into other major metros in the next 18 months, would you have the B2C sorted out before you went to the next market? Honestly, no.

Got it. Cool. My name is Mike. My wife and I are here. We started a company with your content. Super gratitude, super grateful, man. We exited for over 20 million. Amazing. Appreciate it. You're right. Your books are worth the weight in gold, bro. Thanks, man. Anyhow, we're at a crossroads because we're building a new company based on our passion project.

We started a company that taught do-it-yourselfers how to remodel their kitchen and bathroom using epoxy over old countertops to make them look like natural stone.

So with that idea, we found that, you know, we really hit home with the DIYers, but a lot of our people that saw our YouTube, we built over 1.5 million YouTube subscribers and a lot of them didn't want to do it themselves, but we couldn't serve those customers. And so there's a shortage of contractors in the US. So we're really going to reach out to young people that

Maybe don't want to go to college. Or old people. Or old people. Right. Or middle-aged. 30-year-olds. So we're really, we're going to, we're building a trade school right now. We're going to teach these people how to do the trade, how to, I've already proven the lead gen so that I can give them all the leads they can handle because that's really the harder part of the business for them to learn.

My question is we can either charge up front for this school, cost about 20 grand for us to train somebody, or we could, we could, we have a big following. We could attract the people to apply, train them on our dime, maybe lock them in with a

you know, if you leave before two years or whatever, but would, and then we own the businesses in all these different areas, or should we, should we, they would own it. We supply leads and cut the liability. That's really the crossroads we're at.

My, my concern with that is if you look at a franchisee, which we're not going franchise, but if you look at that avatar, they're probably not the hustler. Who's as hungry as the kid with nothing who want that. That's just, that's my passion. I want to help the kid that has nothing.

Well, I can't finance it. You know, we could finance it and help him earn it back, but.

Still own it, charge for the school?

Just your kid won't be screwed up when they leave my school. What was that? Your kid just won't be screwed up when they leave my school. Yeah, sure. Thank you. Oh yeah, you bet.

Gotcha.

My name is Mike Nathan. I sell cellular therapy in-home to the old, affluent, injured, probably, and athletic. We're new, but we've got a million dollars in revenue, half at EBITDA. We would like to get to $25 million.

So we consider it mobile health care.

RN drives out, gives you an IV infusion in your home. Okay, got it. We'd like to get to 25 million. We're built to be bought. We want to exit, so we think we're on the cutting edge of this. What's stopping us is my team is awesome.

Great, from the NFL to a lot of great players. We have great business to doctor B2B sales experience. zero B2C experience and that playbook we're learning is wildly different. We have no idea what we're doing.

Um, it doesn't, it doesn't quite pay as well. Meaning, uh, we have people that knock on doors to, uh, orthopedic surgeons who are looking for patients with, uh, alternatives to surgery, PT chiropractors. It's a lot of effort and there's some that are going to refer to you and some that just will not. Uh, so that's our constraint in a one market in the twin cities. It's a one market, uh, play.

We know there are more people looking for this solution. So we want to understand what the B to C is. If we go to then Dallas, Philly, LA as we try to scale it, we're convinced it needs to be a better ROI than maybe what we're doing right now.

Cost to acquire a physician?

It can be a physician, so we don't track it that way, but it's $500.

We've run through the woods and hit all the people that are going to refer us. The number's not amazing, or at least I just know there's more there. I assume there's more. There's got to be more than the 200 people we've hit.

I don't know the number off the top of my head, but it's in, it's in the hundreds, less than a thousand of B2B, PT, chiropractors, orthopedic surgeons. We've done that.

And the super small people that have given us has been some give four, five and six, some give zero.

Six thousand dollars of treatment.

Sorry, say that one more time.

Not in a medical term, like we're not putting notes back in because it is private. For sure, yeah, yeah. But we do, we ask for more referrals. There's a circle back that way. There's not a patient loop back.

That's not true. Sometimes that does happen. Excuse me, it does.

That's not systematized.

So you would not go after a B2C approach, like advertising online, going, pushing in on a strategy on that?

If you were going to try to expand into other major metros in the next... 18 months, would you have the B2C sorted out before you went to the next market, or would you... Honestly, no.

Right on. Thank you.