This Ex-Doctor Turned Career Regret Into a $2M Business Helping Healthcare Workers Pivot | Entrepreneurship | How We Profit | E9

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2023 we did $8,000 in sales. 2024 we did $30,000. 2025 almost a million. Wow. What change did I?

“And then this year we'll do almost a million.”

Rami Webby left family medicine residency with close to half a million dollars in student debt and no clear path forward. That experience eventually became the foundation for Match Day Health. A company that helps healthcare professionals move from clinical practice into non-clinical careers. Our gross profit margins are around 60%.

Okay. There's around 10 million healthcare professionals if you call all of that.

In the US. That's so many people. 4 million nurses alone. How much does it cost to acquire a customer? What's your customer acquisition cost? Right now, it fluctuates between it. Wow. That's a lot. Yeah. Now that you change the business model, do you wish that you

“just bootstrap it? Because you're a cash fund. Yeah. Here's the thing.”

So our business was going to fail. We were going to run out of money and we weren't going to be able to raise again. But. Rami, welcome to Hally Profit Wednesdays. Thank you so much for having me. Thanks for being here. I know you're based in Austin. So it was an easy trip out to the studio. And we're going to really be unpacking your business model today. I want to understand how

match day health profits. So to begin, let us know what match day is exactly like what is the business today as it stands. Yeah. So to put it simply match day health, we are a career transformation

company for healthcare professionals. So we help healthcare professionals build second careers,

maybe even third careers. And in a nutshell, that's what we do. Okay. So you basically are helping healthcare practitioners transition into more of like a corporate career. Correct. Yeah. So if you think about healthcare professionals, they start their degrees when they're 18 years old, get into professional school and then they do that for a number of years, some five years, some 10 years. But what nobody thinks about is what do they do after that? Typically healthcare

profession careers have a ceiling. And you enter that career and you kind of stay at the same range for as long as you're in that career. A lot of healthcare professionals, when they're, you know, maybe five years or 10 years in start thinking about a second career. And so what do you do when you want a second career or you want to grow or you want to progress or maybe you're burned out. The typical path has been going back to school or getting an MBA or getting more certifications

or just staying in your same job forever. And so what we've created is a path now or an off ramp, so to speak, for healthcare professionals that doesn't require them to get additional schooling or certifications, but rather teaches them how to take their existing experience, repackage it and enter into what we call non-clinical careers or just industry in general. That's really cool. I actually come from a family of doctors and my dad was a surgeon he passed

away. My three siblings are doctors. Two of them are actually no longer doctors. One of them is an entrepreneur who works on all different things. Like as a peptide business, had a medical device company. And my second oldest brother, he's a pediatric neurologist and now he works in pharmaceuticals and research. And he's like a research director helping like your pediatric epilepsy. So he still gets to work on his dream of helping with like pediatric brain issues.

And he just does it in a different way. And so it's really cool that you're actually helping other medical professionals do something similar. Yeah, absolutely. And it's actually not that on common, especially nowadays with the way industries growing both on the pharma, life science side of things, but as well as health tech as well, it's becoming much more common place for clinicians to have that rule that maybe isn't fully clinical or patient facing.

Yeah. So this is a highly profit episode. I've got to know like how do you actually sound?

Yeah. So we run, it's a career transformation fellowship. So we call it, we call it that because it's a comprehensive coaching program. And it takes people through a journey that we've developed now by doing this hundreds of times with clinicians. And so it's a $6,000 coaching program. And it's paid up front, usually by by our clients. Okay. So it's $6,000 for the coaching program and they're paying it all at once. How long is the

program? Three months. Three months. Okay. And then you're basically getting them ready, repackaging their experience, redesigning their LinkedIn profile, coaching them on how to do the interview so that they can actually land a job. Exactly. Yeah. And all the way through to landing the job, getting the offer and negotiating the offer and even becoming part of our alumni system after that. Okay. I want to get more into the nitty-gritty of your business. But first let's

“get into your story because I think it's really cool that you basically turned your”

pain into a business. Your own pain of transitioning from a medical, you know, degree into the corporate

world. You actually never became a doctor, right? So you... I did actually. You did. Okay.

Well, tell us story. Tell us the story. Yeah. So Middle Eastern Lebanese like you. And you just mentioned to me like you have three brothers that are in medicine. Yeah. Two brothers in a sister. Yeah. Two brothers in a sister. So for our culture, it's very common to be encouraged to pursue the medical path. And for me growing up, our families, a lot of them came here as immigrants, escaped war, tragedy, a lot of suffering. And so they came here looking for stability. Yeah.

And opportunity. And so our parents, their number one priority for us, was to have stability, to have, you know, a great career. And it wasn't about our passions or what makes us happier, what we're good at, right? They just wanted us to be secure and established and be able to

“respect it and precision all them. And so I think that's very common among star community and many”

other communities as well. And so my idea growing up was that's the route I should take. And that's, you know, if I was going to do anything, I wanted to do something that I can be the best in. So obviously, if you become a doctor, that's a career path where you can be the top of your field or the best or respected or that sort of thing. And so, you know, graduate high school, very vaguely decided, I want to go down this medical career path. I had an interest in sports.

I was injured one time, went to the CN Orthopedic Surgeon. And I liked that experience. And so without too much thought, I kind of just decided, I'm going to go down the medical path and pursue that. And so I did it. I got good grades. I got into medical school. And my first two years of medical school, I did great. And it was when we started actually seeing what is it actually like being a doctor and working in the clinics and presuppterships that I had like a

“huge shock and I realized, oh, no, I think I made a huge mistake. I don't think I want to do this at all.”

I want to say after it first happened, I thought it just would go away. And I thought, no,

I just, you know, find a specialty I like or something else. But that never really happened. I felt like

as time went on, things just getting worse. And I kept feeling like this wasn't what I wanted to do. And so I almost actually didn't do residency at all. So I thought, okay, do I just drop out of medical school and then start something else? Well, now $400,000 in student along that gosh. And so I kind of felt pretty stock and pigeonholed. And so I said, well, I'll do another year. I'll do a year residency, see if it gets better. So I did that.

And you at least getting paid, right? So yeah, you're getting paid a small amount, like $60,000 in residency. But yeah, you're at least getting paid and you know, also maybe I should just finish rent due residency, get done and have a stable career after that. So I sucked it up for a year and did it. And then at that end of that year, super burned out. And I almost decided I was going to drop out then. I got cold feet and decided, all right, I'm going to do another year. So I did

another year. Again, that was when COVID hit it was about 2019, burnout got so much worse. And it really started to feel like I was swimming upstream. I don't know if you've ever had this feeling where you're going in a direction in life and you're just resisting everything, the way life's trying to take you. And that's the best way I can describe what I felt is like I was trying so hard

But the matrix of health care and the system and the hierarchy and all of it was just so so

so sucking for me. And so it really felt like I was just swimming upstream and like I reached a point where I was like, I just can't do this every day anymore. And I just kind of

“like let go. And that's the best way to describe it. I just let go and I just started going with the”

tide. And when I did that, everything started to kind of fall into place for me. I dropped out a residency. So I put in, I talked to my program director. We had the heart to heart. We just talked it all out and decided, hey, like I'm going to put in my months notice and I'm out and that day was January 21st, 2021. Wow. So I just want to pause here because your story

reminds me of something that Gretchen Ruben talks about, which is this idea of drifting.

So so many people actually just drift into their careers. They drift into $400,000 of debt going into medical school or going to law school. They're doing it because they just feel like it's the next logical step. It's the right thing to do. Somebody else told them to do it. They're doing it with like no thought. And you were able to study, do well on your tests, get into residency.

“You could have completed residency. It was you who didn't want to continue on and do it.”

And so talk to us about the sunk costs that you felt with this $400,000 debt. You know, it's so funny. You mentioned that because I actually at one point I was writing a book called the sunk cost fallacy. And I wanted to just talk about it because that was the biggest thing holding me back. I invested so much time, so much effort, so much money. And I felt really truly stuck. And unfortunately, you know, not too long ago, I heard of a medical student, a medical resident

who had finished from the Caribbean graduated with $600,000 in student loans, couldn't get into residency ended up committing suicide. And so people feel so stuck when you have that kind of like, it's like you're stuck in the matrix. Yeah. And people don't know how to look at that objectively and take themselves out of the situation and not just be drowning by it. And so for me, the sunk cost fallacy is really perspective shifting because you can look at a situation and say,

this is doom and gloom or you can look at it and say, well, you know, what if I gave myself three years? What if I time boxed the situation to try and create something new? So I could just take some risk, so I could try something different, so that I could just start on a new path. And it's really just fear around all of the sunk costs. It's not really, it's not a real thing. It's something we perceive to be the case. And so you just have to remove yourself from it.

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now is the time to try 11 agents by 11 labs. That's E-L-E-V-E-N-L-A-B-S.io/propheting. 11 labs.io/propheting. Something that I loved about your story actually was that you positions like once you from my understanding when you left a residency, you were like, okay, this is my fellowship. And I'm going to do like a three-year business fellowship because you see all your friends who were in residency taking their fellowships, basically working for free training, working for a

low amount, and you're like, well, I could do the same thing, but in the business world, then not feel so bad about it. And I thought that was a really great way to think about it.

because a lot of people thought me jumping out of residency with that much student loans without any

real tangible path, they just absolutely crazy. And I've always kind of been someone that's okay

with risk, like I'm willing to take risks as long as they are calculated. And as long as I feel internally that that good about it, like I have to have conviction. And so for me in that position, I said, I'm going to give myself three years. And like you mentioned, a bunch of my friends were doing cardiology fellowships, GI fellowships, and all these different things, and they were taking a pay cut to do that. I said, this is so stupid, because we're able to, we're able to do

a take a pay cut for someone else, as long as it's some corporation or institution that tells us,

“hey, you have to, you know, do this for three years and do X, Y, and Z. And we're so willing to do that,”

because it's the norm, because there's some institution making it normal. I said, well, why don't I just do that for myself? Why don't I give myself that permission? I love this. I'd love this reframing. It's so good. And I could easily make $60 or $70,000 a year, which is what you would make in a fellowship. And I'd say if I worked at this hard, like $100 a week, which is what I was working in residency, at anything, I'm going to be successful. It's just there,

I haven't done it yet. And so that was my command mail. I'm going to give myself three years, but then at three years, I'm going to have my own business. I'm going to be making X amount of dollars. And if I haven't reached these goals by January 21st, 2024, I'll go back to school, I'll go back to residency. I'll do something else. And that was my commitment. And that was what allowed me to take my, like, just reframe everything and just not be so caught up in the fear or the drama

or what people are going to think. Just, I'm going to go do my thing for the next three years and figure it out.

“So what did you do first? I think you erased some money, right? So the first idea was,”

I'm going to go right into being an entrepreneur, right off the bat. No experience. No, no experience. And so the idea I had was I wanted to build this shared co-working space for clinicians, where they could work together and see patients and rent out space, almost like, you know, like, we were the, but it's just for a patient space. So it's like private practice doctors can like share an office space. You know, like a medical center. Exactly. Yeah. But it's more like hip,

it's more, it's more like your average workforce space. It's like a hip medical center. Yeah, exactly. And clinicians can rent space like by the hour, by the day, by or just permanently. And that was the idea. And it was, it had its flaws at the time. And so for about six months, I was working on it. I was pitching to investors, trying to raise capitals, capital intensive

project, it would have taken $2 million to stand up the first kind of full building in operations

for a year. And so I pitched like 100 investors with the next six months and raised $0. $0.00. Yeah. And basically, at that end of that six months, I was like, okay, I'm running out of money. I got to do something. And, you know, that was my first failure. It was a huge punch in the face for me because I had so much riding on me being successful after that. Because I was like, I just left out dropped out of residency. I'm doing this thing.

But I felt like everybody was watching me. They obviously weren't it. Yeah. But I felt like I had to prove myself. I had to do something big to be successful so that I could justify dropping out of residency. Why do you think nobody gave you any money? I think I just probably didn't have enough experience. And it was a big risk for people. Yeah. Probably at the time. Like,

this is the first time founder. And in the environment, I would see it's very different today.

Like what I'm seeing now in the venture world is lots of people are getting money and getting funded. But it wasn't a tech business. It was almost like a real estate business. I'm someone without any real estate experience, don't have a co-founder. And I don't think I'd built enough trust. And maybe even the upside wasn't enough. Yeah. Yeah. So there are multiple reasons. I just don't think that, I took the swing and I think I learned a lot through that and taught

me how to pitch taught me how to build a pitch deck and tell a story and what investors want to see. And so even though it didn't work out, I learned so much from it and it gave me the confidence

“to go and do my next thing. It could be for many reasons. I think I remember the feedback being”

was just, you know, you're going to need so much money and there's no way to scale this. And you don't even have anybody signed up yet. Okay. So that didn't work out. And then you were like, I'm going to go actually get experience at a startup. You want to start up, right?

I had earned my medical license. So technically, when you have a license, you can still practice. So I had unrestricted license. It wasn't board certified, but it allowed me to go work in the urgent care, which is what I did. Worked in the urgent care for a little bit. Made enough money to, you know, pay my bills and then I was actively pursuing my next thing which was trying to get into health tech. Hey, I'm not ready to be an entrepreneur yet. Let me go work with a startup

founder work in a startup. Do something that I'm potentially passionate about and see what happens. And so it was about nine months, and I caught a break, which actually brought me here to Austin,

Texas, and that was my first health tech opportunity. So you did this health tech opportunity,

and then on the side, you started to build your next business. Correct. Yeah. So I actually landed another opportunity after that, that's the one for about six months, landed another opportunity. And during that time, I was getting so many clinicians asking me, hey, Rami, I want to pivot to how did you do it? Can you show me where you're finding these jobs? And that was around the time that I realized, well, it's not really about a job board. It's not about, you know, just finding

“the jobs. You have to go through an entire transformation. You have to rebrand yourself,”

tell your skills in a different way. Go through this identity crisis because it can be a lot to process, you know, from thinking about yourself as a doctor to now thinking of yourself as someone as an operator. And so I had to kind of figure out, how do I tell people or show people really that there's, there's a lot to bridge here and just applying or finding the opportunities isn't actually going to solve the problem. And so while you were working in corporate, you also started

a podcast, right? I did. Yeah. So actually, while I was in medical school, I started the podcast. Wow, I was in 2017. Okay. I was doing my first few episodes on Skype. So, and because Zoom wasn't even around then, and it was just so early. Yeah. And so it was called Beyond Medicine. And I had what I did was I would interview physicians that were famous on social media, asked them what they're doing beyond medicine, what they're doing with their social media platforms.

No, why don't you left? You got all this inspiration from all these other people who had left medicine. Yeah. So I had that entrepreneurial blog. And I was actually making money from my podcast during medical school and residency with selling t-shirts and all these other things. And it wasn't a lot, but it was a small business for me at the time. And so yeah, that did trigger my inspiration.

And I think looking back, I was always interested in that. But yeah, that was my first podcast.

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about how you, like, what was the first iteration of the match day concept? Yeah, so I started

“match day in 2023. So the first iteration of that was we were doing a startup, and we went to”

actually pitch the idea that we want to build like the Tinder for Dr. Jobs and build a matching platform to house positions and other clinicians, land jobs, in a better way. And so we raised about a million dollars in capital from investors, angel investors, and we started building the platform, and it started that way, and obviously, and then it just evolved from there into something completely different. Okay, so it started as a Tinder for doctors. Why don't you think that

worked? Why didn't you continue building that? Did it ever launch? We never actually launched that

no. So we spent money on, you know, hiring the right team, engineers, building the tech stack, and then doing sales and finding partnerships. And so we were looking to partner with hospital systems, and we were talking to hospital systems. And, you know, at the time, we were burning

“about like $30,000 a month, which is not that much for a startup. I think it's pretty lean actually”

for a startup. But still, you know, we were burning that capital every month. We were spending money on engineers to build the tech stack. And that was before Claude and all of that came about. And it was all really expensive. And so, come, you know, the end of 2023 going to 2024,

started to realize, we're going to burn through all of our capital before we even have our first

partnership signed. And, you know, for anybody familiar with hospital, selling to hospital systems, or B2B, those life cycles can take a year, a year and a half. And we didn't have that time as a startup as a small startup. You know, we were going to burn through that capital. We were going to go back to investors and asteroids. And they were going to ask us, well, what would you have? What's your revenue and how much have you grown? And so, I kind of saw the writing on the wall

at some point that we're going to run out of money. And we're going to still be trying to get this one pilot on. And it's just, it was keeping me up at night. And I knew, like, I'm going to have to go back to my investors and say, hey, this whole business is failed. And I'm really sorry. And I just couldn't live with that. And it was like, yeah, I just remember, I woke up at three in the morning one night. And I was just sitting there. And I was just so stressed out. Like, I just had like,

“my hands, I'm like my head in my, my palms. And I was just like thinking, like, what am I going to do?”

This business cannot fail. I'm not going to go back to my investors and say that we failed. And so I just prayed that night. I was like, God, show me a way that I can take this business and open up that path for us. Very next day, I go to LinkedIn. And I post on LinkedIn. Just kind of like a hunch and intuition to see how people would respond to it. And I say, we're going to, if you're a healthcare professional and you want to go and land a non-clinical job, coming on this post,

we can help you do it. It went viral. I think 200,000 impressions got a thousand comments. And everybody that commented, I just said, like, I don't know, comment career or something. Well, we got all these people commenting and filling out the forum. And I hired a VA to just reach out to every single person. And all of a sudden, I was like, okay, this is something people actually want. Yeah. It's something that I know really well. Maybe we pivot the business to this.

And just help all of these people that so desperately want to change, actually land a job and pivot. And so the lesson I learned from that was, I fell in love with the solution in the very beginning. I had this idea to build a tech company, to be a startup founder, to do something cool and health tech and help with job matching. That was the dream. That was the goal. That was what I was going to do. We were building tech. And then what I realized is, I, I fell in love with the

wrong thing. I fell in love with something that was make believe that people didn't really want. And if they did want, I was going to take forever to actually build. And I went to falling in love with the problem. Yep. So many of these doctors and clinicians didn't really care about clinical jobs. They didn't care about another tech solution to help them because recruiters were reaching out to them all the time. They had a ton of options. And it wasn't a real like major problem.

Yeah. Instead, they were wanting to build new careers, get their life back, land better jobs, not feel stuck like I was feeling stuck. And it was a huge pain. And there's no solution.

Yep. So basically, I fell in love with the problem of figuring that out. And figuring out how

from that post? From that post, we took everybody and put them into a CRM. So we had a little

“form had them fill it out. Okay. Went to a CRM. And then we just started calling everybody one by one,”

emailing them and setting up appointment times to basically see if they were willing to

work with us to help them end the job. And what was your first offer? The first offer, that's a good question because it evolved into what it is now. So the first iteration of this was because we didn't have any social proof or any track record, it was a contract. So you would work with us. We would invest in you basically and help you end a job. And after you end a job, the agreement would say you would pay us a percent of your first year salary. And so

it was like 7% or something like that. Did people actually do it? Yeah. So in the first iteration of that, it was we took on all the risk. We paired them with a coach. We helped them end a job. And people started paying us, you know, if they landed $100,000 jobs, $7,000. But that came with

“its issues and problems. That's why we ended up pivoting to the model we have now. I read that”

you had a stock community. We did. That was a beyond medicine group. That was from the podcast. From the podcast. Okay. Did any of those people end up becoming clients later on or that was like long ago? I think so. Yeah. There were people that I knew through that community that ended up being clients. But it wasn't a huge percentage of them. I asked that because actually my company, yet media basically started as a stock channel. Yeah. I basically had fans that would

reach out to me that loved the podcast and they were like, how can I help and I started a volunteer

team in Slack and that turned into my whole company now and we're making like almost $10 million

a year. Yeah. And you know, before I took the leap on match day, we like we tried so many ways to so first it was a community. It was called Beyond Medicine Group. It was off the podcast. I tried $99 a year to become a member and I grew up to like 300 people. And at the time, I started, you know, getting three or four signups every single day. So it was like $400 every day coming in going into the Slack community. And that was when I realized, I was like, oh, I can actually

leave my job and pay my rent and start building this. And so the second iteration of Beyond Medicine Group was matched, matched a health. So we started it as a community in a way. But we were trying to like tell the story of like it can be so much bigger than that. Yeah. Let's pause there for a second. So basically you're saying that when you're when you're working at the startup, that's when you started the Slack community. And then that side hustle gave you the funds to

then become an entrepreneur, just try new business ideas. Is that right? It gave me the confidence because I started to see like I was getting, you know, three or four signups every single day. And I was working for I was VP of clinical operations for an AI startup. And I didn't, I was

learning a lot. I enjoyed it. But I just my goal and my head was always like think back to the

fellowship. Yeah. I have three years to do this. I was coming up on year two almost. So I was like, I got to figure this out now and start planning those seeds. And so once it got to a point where I was like, I can just pay my bills. Now even though it was just like making $3,000 a month, I was like, I'm willing to take that risk in as soon as Beyond Medicine Group, which is now matched. Hit that point. I was like, I'm all in. First iteration like we were saying was basically like

a recruiter model, right? You get so many jobs. They give you a percentage of their first year salary. What is a model now? The model now is it's paid up front by the client. And so in the recruiter my model, the recruiters work for companies and they get paid when they match someone. So it's like you having your own personal recruiter, but they're not really recruiter. They're coach. They're invested in your success. I'm investing in you getting a job. That's obviously something you would

have to pay for to have that white glove service. And so the fellowship now is a coaching program and it's paid up front by the client. And you call it a fellowship. Yeah. So basically it's these medical professionals. It was doctors just that first. And now you've widened it up to nurses and other types of who can who can do it? What types of professionals? Pretty much any healthcare professional. Anybody with clinical background from medical assistance to physical therapists,

to nurses, PA's and PA's doctors, pretty much anyone who's built their career around a healthcare profession and is looking to make a career transition. And so going something non-clinical and

“industry mainly our focus is health tech and life science. So now what is the the most recent offer?”

What is it exactly? So it's a three-month fellowship and a $6,000. Okay. Three-month fellowship

between 20 and 40. Okay. So yeah around that number and you know active we have about 150 fellows. The hard part about that model is that every three months you need new customers, right? It's like

“kind of like a leaky bucket. So have you thought about how to extend lifetime value?”

Yeah that's something I've actually thought about a lot and it actually used to be a six-month fellowship but it was six months for a year and then we condense it down to three months because a lot of the value and just the refinement of the program we were able to get a lot of that down to three months. But yes it's you know that's it's kind of like the high ticket space.

You always have that problem having to chase new revenue and we've thought about different ways

where we can continue to support people beyond three months. We haven't really figured out what is right for our clients and what's actually going to be a good business model to invest in yet. Right now it's just a variation of different off-selling opportunities. So extension beyond three months or you know I think that's the next stage we want to figure out. Yeah it's like what happens after three months that is this person still keep because you know your best customers are your existing

customers as other people. Let's talk about your customers for a little bit. You started with doctors. The problem with doctors is that they basically have golden handcuffs right? They get paid a decent amount of money. I can tell my brother's story because his story is what was actually like really positive. So he was a pediatric neurologist. He was making like $300,000 a year more. Very busy. He has two kids, two young kids. He used to get so stressed out if they got sick because both him and his

wife were in healthcare so it's like they'd have to cancel patients and it was like very difficult for them to handle anytime a kid was sick. He would have neighbors who would be like eating lunch

in the middle of the day. He never could do that. He said to take calls at two in the morning

and then he was just like I love my job. It's rewarding. It's very rewarding to have patients be grateful and everything like that. It's like instant reward. But he just wanted a better lifestyle. And so he just you know figured it out and went on LinkedIn and started a you know one company then kept moving his way up and now he's the amazing job he's making like almost double the amount of money. And I'm sure in the beginning he was making just about the same. But for other doctors

“that's not necessarily the case like they might have to take a pay cut. And I think those are the”

golden handcuffs that they have right? Absolutely. And it's actually one of the things we realized as we started progressing. We actually moved away from really marketing to positions at all and we focused on the healthcare professionals that were earning between a and $150,000 because for them they could make a career transition horizontally and still earn the same amount of money or maybe a little bit more. And so the career pivot for them just made so much more sense

whereas like you mentioned physicians earn a lot higher incomes. And so they're not necessarily willing to go into like a mid to entry level job. Which is the case for most physicians like you if you wanted to do a career transition you probably need to take a pay cut. But not for all many can pivot into formal like your brother and actually earn more money. But I'm sure for your brother is actually really difficult to have to figure that out on his own and you know navigate

that entire process. I remember it was very difficult for him and it was kind of like he got lucky. He got like a big break you know. There was like one specific company that needed in pediatric neurologist and there's not that many in the world and you know what I mean? So he had to like find the exact opportunity that was a fit for him and then kind of navigate his way. But it worked out he's so much happier you know and ultimately he's been so much of a life working that

you want to be happy. So what have jobs like for all the nurse there's so many nurses in the world that medical assistance for everybody tuning in what kind of job opportunities are really out there for people who have medical degrees that are not clinical. There's such a wide variation

“and I'm honestly always surprised because I see a new job title out there and I'm like oh another”

new job that could be for clinicians. But they're not really marketed for clinicians or

marketed for people with X, Y and Z background and they always say clinical or health care background

preferred or something along those lines. So I'd say it falls into four main categories. The first one is probably sales being the big category. I would put customer success under there, a count executive, a calm manager, medical device sales, parma sales. So anything in that category I've put there maybe even MSL or medical affairs. One of my best friends just reminded me she was

it. Yeah and sales is definitely and I love sales and it's probably like I encourage people to learn sales and like get into sales as much as possible because it's such a good skill to learn but it's definitely also got the highest ceiling in the highest earning potential potentially.

So sales is one of them. I put operations maybe on the second category that can include clinical

operations, coordination, program management, project management, product management as well as a very popular one. There's just so many that different job titles that can fall under that. I'll say third categories education or content writing and then the fourth category would be the consulting or strategy side of things. So in terms of like costs of delivering all these services you have coaches and sounds like you've had coaches from like almost the very beginning. So how do you find

“these coaches? How do you vet these coaches? How do you pay these coaches? How big of a cost is that?”

Yeah absolutely so we have two full-time coaches. There are program directors and we pay them a full salary. Okay. So now for a client, it's salary based. It's salary based for the program directors and there are these are super experienced coaches, Chanel and Jennie, they're wonderful

and they basically built out the entire program for us and they did all of the hiring and the

recruiting and so we've got about 15, I want to say 15 contractor coaches at the moment and so they just step in as needed. We have so many different clients and they have different schedules and so we need a lot of availability to that's flexible for our clients. Got it. And so we rely on contractors to support kind of like outside of our two main coaches. I can imagine that can be very difficult. Quality control. Yeah. Reliability and also with a service like this that's high

ticket. You've got to really deliver for your customers and if you've got like one bad review on Reddit, crush everything right. Absolutely. We spent and really for me like I wanted to build the

“best program and to do something like that you have to hire the best people and so my first two”

hires like we really just spent like so much time interviewing, talking to the right people, asking

for referrals and that was the big difference maker because they really built the bulk of the program and when you hire people who are a plus, they hire other people who are a plus. Yeah. That is so so important in program delivery because you know when your clients are happy like you said if you even have one bad review, you can hurt your business and thankfully for us like we've got I think 4.7 on trust pilot, all five star reviews and all of our clients have been super happy so far

and if they're ever haven't been, we just go above and beyond to like make it right or help them in whatever way we can and that's so important. So with a $6,000 fee for the coaching program, how much profit do you make off that with all the different expenses from the coaches from your team? You've like a pretty small like executive team like people or something like that. How much profit do you earn? Well, our gross profit margins are around 60%. Okay, 55% to 60% and then our net profit

margin, it just really depends for us on how much we're investing back into the business or spending on marketing. Yeah. But that could be around, you know, I'd say 20% 30%. So how do you get your

“customer's today? So today the main channel is obviously paid. Okay. So why is that obvious?”

I think for the high ticket space, it's actually pretty common that a lot of people are doing meta. But we've actually been also getting a lot of referrals. So, you know, I think that's been becoming much more common now that we're more established. People have heard about us and we've got a lot more fellows who have gone through the program. So referrals and then organic as well, my Instagram, my LinkedIn, the company page. This podcast. Yeah, it's not that hopeful.

Which I need to do more of until I need to do more podcasts. Well, I don't know. You had a podcast. I was like, he probably does like fairly interviewing. Okay. Okay. I was thinking might be doing a fair amount of podcasts. If you have, do you like being interviewed or do you like being the interviewer? I like being interviewed when I have something to say. So if I have like a new course and I've got all this material in my head or if I just had a new webinar and I've got all these ideas

but I hate being interviewed when like, I don't have anything new going on because then I just feeling boring. So I'm not doing interviews until I launch my book which I'm in the progress of writing. So once I have my book out, I'll save all my favorites for them. Yeah, that's all. Okay. So let's talk about paid ads meta. I tried paid ads once. I get all my clients

Most of my clients actually are guests on the podcast and then they just become my client.

“Sorry. Sorry. I mean, I've basically designed this podcast that way. Yeah, I could definitely”

help you with like podcast appearances and all the, I have so many different services that people that come on my show want those types of like LinkedIn management, Instagram, podcast production, monetization of their channels, all that kind of stuff. So I've designed a really cool like lead gen engine and then also we grow our brand really wide so that when my team does outreach like everybody knows about my podcast and yet media and even if they don't come on my podcast,

like the brand gets us in and we don't have to do really any paid other than like

how much it costs to do like outbound email. So we never do paid ads. I did it once and it totally

for offset. Yeah. But I didn't try hard enough. So what was your experience with paid ads? Like what was like some of your first campaigns like what is working for you? Yeah. So well, when we started off, we started with like a super low ad spend to just get leads and talk to them and learn and then we have to figure out, you know, as what we're offering here is something they want. And so in the beginning, we were offering basically kind of like, it was like kind of like

“a no brainer. Like we were taking on all the risk. We were letting you sign up for, I think it was like”

$500 to sign up for three months get coaching and then you only have to pay us when you actually get a job. And so we just had such low risk. Yeah. Such a no brainer offer that we were just talked to people and they'd say, okay, you're going to take on all the risk. And then we'd help them get jobs and pivot and actually be successful. And then they would actually be so grateful they would pay us. And so in the beginning, we're just spending like a low amount

on meta, maybe a couple thousand dollars a month. And then once people started landing jobs, we realized, oh, okay, this works great. But it came to a point where cash flow became the constraint. And so the model we were doing wasn't actually a good model because it just delayed cash flow and then for whatever reason, sometimes people wouldn't be able to pay or they'd have to pay it over a longer period. Yeah, how would you even like prove it or I guess you had a contract,

but like you're not going to go spend legal fees for $7,000 dollars. It would cost the same amount to take it court, right? Exactly. So for that reason, we pivoted the model, we collected the cash up front, which allows us to cash flow the business and grow it. And so, you know, at reach a point where when we were closing five or six a month, we started to increase the ad spend. And then at one point, we changed the model, made it all up front. We started hiring a sales team

setters and closers. And then it just kind of started growing from there. You know what I would do if I was trying to grow your business? Tell me webinars. webinars, we do that now. You do webinars. I mean, I would focus on growing your personal brand because this is a topic that a lot, there's so many medical professionals in the world. How big is the market? Like how

many medical professionals are there? There's around 10 million healthcare professionals if you

can't all live in the US. Yeah, if you can't all of the allied health and like support staff and that. That's so many people. Four million nurses alone. Yeah. And it's like, it's very targetable on LinkedIn so you could be searching different titles and then DMing people and inviting them to your free educational webinar and then mass closing them. You know what

“I mean? So that's what I would do. I would be like find every single nurse and every single medical”

assistant and invite them to this free webinar give them an hour of great content and then close them and mass. I actually do want to pick your brain about that because I totally agree with it. Hey, my brain right now. Let's do it. Well, I guess. So I've been doing a webinar every week. No. Yeah. So I have it on my personal LinkedIn page. Okay. And I did it because one week we've done supplemental webinars. So all of our leads that don't close or pay on the call. We send them

link. Come to the free webinar if you're not convinced yet. And the last thing about Zoom webinars is you can collect either email and their phone number when they sign up. So if they sign up once you've got their email to retarget them. Exactly. Yeah. Yeah. And so we do all the retargeting in it. It builds trust really. And that's the biggest thing because when people want to spend $6,000, they really want to know they can trust you. And you can't build trust of a paid ad. That's

why it flopped for me because on social people would follow me for years and I'd sell something. They have years of content and trust on a paid ad. They have no idea who I am. So we paid

ad to webinars. Always a way to go my opinion. Yeah. I want to -- and I'd love to get your opinion

on, you know, having those be paid webinars versus free free for all of them. Free. And I know a lot about webinars. I've interviewed like Russell Brunson about it. Jason, flat line about it. I done maybe 200 webinars myself. So what you want to do on a webinar is you want to give free

to tell your own hero story, which you've got a really great hero story. Right? So you actually

“were your own customer. Like you have the experience to help them because you went through the same”

thing. So you wanted to go through something called a hero story. And like that's the first 15

minutes of the webinars. You've just inspiring them with your hero story, making them feel relatable to you of the same pain points and then you are establishing your credibility of like how many people you've gotten job so far, how you turned it around, and like how you just like want to give back and help them now make their own transition. Right. Then you give them like a promise of like by the end of this webinar in the next 45 minutes. I'm going to help you do X, Y, and Z.

And you pick like one like 5% or even 2% of what you would teach them in the coaching program, one nugget that they can walk away with, and like implement or like that's actually meaningful, and like walk them through like a framework. And then if they want more, you tell them the offer. And you give them like an incentive to actually buy then so in the next 24 hours you get a 20 present discount or you know use this promo code or whatever it is and you give them like some sort of

offer at the end. And then there's like camaraderie and people chatting, you can invite your past students to give you shoutouts and even come on and talk about their experience and you can get really creative. And so it's a great way to mask out. And especially for something like this where there's so many people, if it was like something really niche, I wouldn't recommend this, but because there's so many people that would be interested and there's so much to teach, like you could just

do it about like how to be confident in your interview or something, you know, you're spot on.

“And that's actually such a good advice. And we made them a stake. I think of over teaching and”

some of our webinars where we go too deep and like how to actually do something. It's like so valuable. Yeah, you don't go too deep. Whereas like then they just want to go and do it on their own. Or they get scared on their own. I guess scared. Yes. This is way too much. This is way too much. For you want to just talk about the outcome and like not how hard it's going to be and all the work. Right? 100%. So just like a couple small things that like you want to teach them and take them away

to build that trust and like to get them feeling like, okay, this is the company that I want to work with. If I got this for free, I can't imagine what it would be if I paid for it. Right. Yeah. And then case studies of all the success that you've had, like all the credibility, because you've actually helped a lot of people land jobs. So you've got something that other people don't have, which is like proof points. Totally. Yeah. And I think social proof has definitely been like

the biggest thing for us is both on the paid side as well. Like, my best ads are social proof.

And then the more we can sprinkle it in on our website and our socials, it's always like

“really boosts it ourselves. Yeah. So you actually have a pretty decent email list, right?”

We do. We've got about 18,000. Nice. How did you get those emails? Yeah. Paid. Paid ads. Paid ads mostly. And probably organic, just website visits. We've invested a lot in SEO. Yeah. That's smart. Being kind of like this unique brand and healthcare for career transitions, I do believe we're the market leader. I don't think there's anybody else in terms of like quality or scale. That's this niche providing to like providing this

type of solution for healthcare professionals. Yeah. And so when people search non-clinical careers or pivoting, we usually come up and we're the first kind of, you know, place people usually learn about these sort of things. But that's been a big driver of growth for us and collecting emails. And I will say, you know, we're kind of, I still think we're kind of a baby company because we spent our first year, 2023 we did $8,000 in sales. Nothing. 2024 we did $30,000.

2025 we did almost a million. Wow. What change? Yeah. That entire model. Yeah. Okay. That's when

you pivoted that model. Okay. And then this year will do, you know, almost a million. That's great. How much does it cost to acquire a customer? What's your customer acquisition cost? Right now, it fluctuates between 1200 and 2000. Wow. That's a lot. Yeah. Damn. I'm so lucky I get all my customers for free. Yeah. You are lucky. I get paid. I get paid to have my customers because I get paid for what guests. Yeah. And so and that's actually pretty common in the industry for

for these high ticket programs. Yeah. There's so much kind of, you got to separate the signal from the noise and you just have to talk to the right people. And yeah. So I don't like giving Microsoft because I covered all of our money. But unfortunately it's the way, you know, right now we're building brand awareness. And it's been profitable. So we have a, you know, around a four to five X row asked for at the moment. So it works. Yeah. It's just not ideal. Yeah. It's not ideal. Organic is so good.

scaling it that way and just maximizing the effectiveness of your meta ads campaigns.

“But organic, what are you working on? I know you mentioned SEO. Are you doing anything with AI?”

Like AEO. So yes, our agency is actually building our AEO strategy and all of that. And so it's goes along with like building that fake use and, and, you know, that SEO and all of that. So we got we have like 10 blog posts going out every week to build our SEO strategy and get in search engines. But we're also doing, and this is the part I'm most excited about. We used to have to hire a social media manager to basically run our Instagram. And right now, we're able to put out 10 times of

volume through cloud and through building frameworks and skills and then running many chat automations from our posts. So we're getting hundreds of comments on our posts every single week that lead to nurturing funnels, career assessment quizzes, webinars, all these different things. And that's boosted our sales. Like, I'd say like 20%. Okay, unpack this. Yeah. So is that like many different

“Instagram channels that you guys are just like kind of like clipping? No, it's the matching health”

Instagram page. Okay, it's one Instagram page. And what are you saying? Like, cloud's helping you come up with content? Yeah, carousels have just been major for us. So the way carousels work is it it goes mainly to your followers first. And so because we spend so much, you know, we spend around $1,000 a day in meta ads. And we get a lot of followers on our Instagram. We're also running organic posts. All those people follow our Instagram and probably lurk for a long time. And so through

these carousels, we do a lot of education about non-clinical jobs, about careers, about what they can land. Because this is a space that requires a lot of education. People still don't know enough about it. And so we get, you know, people to comment. There's the automations. And then they can go into our newsletter or book a call with our team. And we've just seen a, you know, a huge bump in our organic sales every month. And it's just been like a huge supplement to our paid meta ads.

Let me give you a tip. Take all your best performing carousels and make them trial reels. Interesting. And then my Instagram has been blowing up from trial reels. Like, I just got a

like last week, I had a video that had a million views, 500,000 views, 300 like huge, huge videos.

And each video is giving me like 3,000 followers. Like, it is crazy. Like, I'm about to grow really fast on Instagram. And the thing that wins is actually the topics. It's what is getting people to comment and have a conversation. So you have all this data now of all the carousels that generated comments and conversation. Turn those into reels. Take each idea and do it five times. Five different hooks or like switch up the video because you can't upload the same video and do

five trial reels a day of like the same concept and just do that every day. And like, again, to you. It's going to pop off. Like, yeah. So basically Instagram is here. That Andrew. Yeah. Get on this. Instagram is basically pushing trial reels to followers. And especially because you've trained like your word cloud of your Instagram page of like all the keywords that you use like Instagram knows what you talk about because you guys have been consistent in your topics.

So your trial reels are going to go to people who want that and who and like basically, if you have one or two of your trial reels that are doing well, as people are scrolling, they're just

going to get fed like your next video. It's just really awesome. And it's kind of like, I've never

seen this much traction on Instagram for like brand new accounts or not super popular accounts like from my clients. It's working really well. So like definitely lean into trial reels. Yeah, I looked at ask you like, I'm guessing you have a team that works with you on your social media. How much of a hand do you have and like this strategy or you know, pushing them to do certain things? Well, I'm a busy woman, but like my, I'm 11 pm at night. I'm always checking like my

YouTube, my Instagram and like giving everybody feedback. I am involved in the strategy and setting

“the higher level strategy. Like, what do we want to focus on? What features do we want to use?”

But my team, I have like a big team and my team is really like drafting the nitty gritty content.

We've got like a b-roll library of like a proved videos and a proved photo. So I don't always have to

like approve every single little thing. And then anything super personal, I review like if it's like a mother's day post or a post about my boyfriend, they're like, I want them to be the one writing that you know, so it's like I work on those. But other than that, my team is basically doing like everything and I basically have like monthly social media meetings, bi-weekly content,

always directing my team. I think a big part of my job is just directing everyone, but not the

“nitty gritty day-to-day of like, this is the post we're going to post today, you know? Yeah, that's a”

hijack here. You're a show. What are you? I'm curious. I'm curious to hear the listeners want to know. Well I'm curious, like what do you exactly mean by directing? Are you like supporting or like setting the vision for them or more so, you know, showing them what to do or that's where to think? I have so many things going on. So to kind of break down like all the different like areas of my brand, right? So I have my podcast, which is like audio and YouTube, and like we're

really focused on growing YouTube. Then we have LinkedIn, Instagram, TikTok, email. Yeah. And in a bi-weekly meeting, I've got my whole team on. It's like 20 people on and everybody's got their work stream and reporting out on like what they did this week, what they did last week, what did they end then they're telling me what they're doing and I'm like, okay, like, I noticed this mistake or I want this guest on the show or or like with trial reels, like let's just focus

on the biggest guests, not the most recent guests unless just lean into that or because I'm really like hands on in terms of like I'm looking at every comment that's going on my page and like I'm really looking at it every day. So that in the meeting with my team, I can bring up like, hey, I saw we're doing this. I don't want to do that anymore or whatever, but based everybody's like there's like somebody responsible for every, every like area, that makes sense. It's like you're

just stealing all of the insights too because you're seeing what's working, what's moving. They're telling me like we grew this much or like we went viral here. I'm learning new things too.

“Like, oh, TikTok grew 10k. I didn't know that. Like, you know what I mean? So that's how I get my”

information because there's just so much going on. Yeah. Very cool. Okay, back to you. So match day, what about the tools that you're using? What technology are you using to run this all? Like how do people like schedule time with their coach? How do you monitor coaching class or some things like that? Yeah. And so this is the part I love and it's probably so relevant for someone who's starting a business or wanting to start their own business is you can start with off the shelf tools for everything.

And what I mean by that is like Google Drive, notion, Slack, Gmail, obviously. All these different off-the-shelf tools, subscriptions. You know, we have a ton of subscriptions that we use. But we don't have any of our own tech stack right now that we use. We actually built

it in the very first year and it was useless and it's actually not great. It was super expensive

and it doesn't help the users but users made your own platform. Got it. Yeah. And it wasn't very effective because at that end of the day people just need the tools that they need and they actually like using the tools they're already familiar with. Slack, notion, Google Drive, all these things. And so we really just use off-the-shelf tools for everything. Slack is our community so we still have the community. Okay. It's a thousand plus members now. That's for job boards. We have hiring managers

posting in there. All of the coach communications like the asynchronous ones happen on Slack between the fellow and their coach. And that's the community Slack and then we have our team Slack which is all our internal operations. Notion is basically set up for all of the resources, all of the guides, all of the videos that are supplementary, all of the tools that we use different AI search tools that we set our clients up with. And then we have our tracker and there

for tracking jobs, et cetera. And then we also use it for internal operations as well. Whether it's marketing or setting up a CRM for different objectives and KPIs for the month, that sort of thing. And then Google Drive for connecting with fellows, the coaches use that a lot.

In terms of how your team is structured, when you raise that million dollars,

“did they take equity? Yes, we raised it on a safe note. Okay. What's that mean?”

So safe is it's a YC designed to kind of tool or vehicle for collecting cash from angel investors. Okay. So it's basically a promise to give equity when there's a price drowned or something that would trigger an equity conversion. So you typically raise it on a cap. So it's either a pre money valuation or a post money valuation. So we raise it on a $10 million valuation cap. Okay. But it's it's not real equity yet. So we raise from angel investors and at the

time we were building or planning to build a venture back business. Yeah. And so those investors have kind of like that promise of like when we do convert that equity or when there's a price round

we didn't pay them back yet. We actually are in the process of converting all of our existing

“first investors into equity. Got it. Yeah. So I know how much equity will you have to give up?”

It's about 20% of our business. Got it. That's a lot. But you got a million dollars to start the

business. So it was helpful. Yeah. And you know you always want to do right by your investors,

especially like the first people that invested in you. For me it's like the relationships are way more important than the money. So I'd rather give away more and like do right by our investors than like have them wondering like hey, what happened to my money or that sort of thing? Now that you changed the business model, do you wish that you just bootstrap it? Because you're cashflowers. I do. Yeah. I do. I didn't. Here's the thing. We actually did something.

So our business was going to fail in 2023. We were going to run out of money and we weren't going to be able to raise again. But that was where I was like whatever we turned this business into. I wanted to really do right by our investors and the people that took a risk on us and like not make this just a failed business. Yeah. And so instead of just going back to them and saying hey sorry the business failed and starting this other thing, which I really could have done.

We did it and we turned match day into this business that it is now. So you could have like folded the other company completely and you've been like sorry guys, do you took the risk? I'm out.

“But instead you didn't. So do you have to communicate anything to these investors? Do they have”

any sort of like say over anything or do you communicate them on a certain? To some degree when you're at when they're angel investors and they're you know on a safe they don't really have that kind of

say. I did always put out like quarterly investor updates sharing how the business is doing.

What's happening? We're growing and I still do that even now. But they don't get to they don't really have a safe because they don't you know at once you get to like the seed stage or series A and then they have a board seat. Then that becomes a different story and also you're taking on a lot more capital at that stage versus our stage was just individual angel investors. All right so we're going to do a SWAT analysis.

Oh no. What do you think your biggest strengths are as a company right now? As a company our biggest strengths are marketing and operations. So we have a very strong program very high quality high caliber coaches. So from a program for film outside like we're super strong

“and also from a marketing side of things I think we've just done a really good job of establishing”

ourselves as like the leader in the space for career transitions. Speaking of success what is your success rate for actually helping people get a job? So we track success over a six-month period so within six months 80 plus percent of our fellows will actually land a job. The average time to offer last quarter it was 88 days right now it's about 112. So slow down a bit because of the market slow down but we're also going into like September or October which is peak hiring season so

hopefully that number will speed up again too. And in terms of like capacity with your coaches like are you looking at it like we've got X amount of coaches we have this much capacity for clients and we're this much underfilled like how do how are you like monitoring your goals? We have an update every single week so a weekly operations update and we kind of have a percentage of capacity. So we have a percentage of capacity that kind of floats around so anytime we're above 70

percent we start thinking of hiring. When we when we know we're ready to scale we'll start thinking about additional contractors we'll start interviewing and preparing for that process but you know typically above 80 percent is that's kind of like yellow flag in above 90 is like okay we got to figure this out yes AP because we're bringing on new clients all the time and so we might run out of

capacity in that stage and we never want our fulfillment to be the bottleneck. How much is your

founder's story a strength at this point? Do you feel like it's grown beyond you? I think our business could do well without me and I think it would probably do the same one or ever new with her without me. Maybe um you know for me it's really been the trust factor because it's my story and it's just you know to establish the business and get it off the ground it's really helped but now I think match day carries it's own weight it's got social proof it's got strong

marketing strong brand we want to still kind of you know take the key take me the key man out of risk out of the business like I want to run matchy forever I love the business but I don't want to be the the main risk to the business if I ever can't do something or be you know doing the ads or anything like that I don't want the business rely on me or my personal brand I really want

Just I'd say probably half of them we hire UGC creators my ads usually are the best performing

“and I think it's I think there's something about being the funders that you just have the most”

conviction and people like can sense that and so that's part of it and then I think just being a doctor also gives you credibility and I say like I say this like my degree didn't go to complete waste you know the 400,000 dollars it's like now it helps me you know go trust with our audience and that's worth something all right let's talk about weaknesses weaknesses um I want to say we don't have weaknesses but of course we do I'd say areas that we're improving are sales and getting better at

having a strong sales team like closing people from the ads yeah so it's all calls like they they book a call yeah so they book a call with our we call it our admissions team and so there's a

qualification call that's about 30 minutes and so that's the first kind of experience someone has

with match day 30 minute call right now we have four full-time setters so they're available for the calls they're the first kind of like interaction someone has with match day and so we make sure we have a good first impression but also we're qualifying making sure this person is the right fit for us we're a good fit for them and they're also financially qualified so we're not wasting their time or our time and then we have the team that's like our closing team or admissions closers and they

are really closing the deals and and bringing in the revenue are these international contractors they're all USB they're all USB's that are doing that does that get expensive no they're all commission based commission based our set team gets a base our closers are all commission based and they do really well take a take a second to like walk through what that set up is like do you consider those people team members or they kind of like how does that work I consider them

“a core part of our team okay yeah because sales and I think this is where a lot of people I've seen”

like people outsource sales and I think that's a terrible idea sales is part of our culture because it's like the professionalism it's like you know if you have a lousy sales person and they're not showing up professionally and they're talking to your customers or not handling things appropriate it makes your whole business look bad so I consider them like an integral part of our

team I meet meet with them weekly always you know going through coaching exercises or whatever

we also have a sales manager but to break it down we have setters so these are the people setting the closing appointments they're doing the 30 minute calls and we pay them a base so they get a flat base so 1500 dollars a month and then they earn a commission of could be between five and seven percent per deal and their OTE you know is around four to seven thousand dollars a month and that was included in your customer acquisition cost so it's the paid ads and the cost of the

commission is not in our customer acquisition cost so customer acquisition cost was just the paid ads just the paid ads yeah sales is 20 percent of gross revenue so that's a big line item why commission based for sales why not just hire full time like a full time sales person that does

“everything I think the industry and I think a lot of people maybe know this is like high ticket”

coaching industry I had to get sales industry there's like I don't know if you're familiar like Shelby said yeah so there's there's a lot of people promoting this now and the whole industry is kind of trained on just being commission based and you know for them it's like they're able to make higher salaries if they're really good and so most of them don't really want to be salary or anything like that they want to work on commission because it also gives them

they just they also make more money doing it that way okay so that's a huge chunk of your cost is actually the sales and the commission that goes to the sales team now what about the the weakness of it being like coaches do you feel like that scalable I do feel like it's scalable

I feel like we could grow to I mean I I think we could easily get to a million to two million

dollar a month business I do think that's on the horizon for us it might take us you know another two or three years to get there but I think we're we've set up the systems now to be able to scale and so on the fulfillment side like we definitely can scale it's just a matter of having the right quality people and then having the right leadership in place to scale that team so I'm not doing obviously our program director does all the hiring all the quality assurance

and when you hire really good people you can scale so that's just number one is a higher good people yeah and you have a good program you study spend a lot of time on the program yeah exactly and so and we have a lot of system and systems in place on the fulfillment side I'd say the

talked about increasing like what are the other offers so you can increase lifetime value of your

customers yeah so the first get more customers yeah such a big volume that it doesn't matter

yeah I mean my dream is you know for healthcare professionals as we can help them through the

“lifetime of their journey and I think about it in a couple of ways one everybody in healthcare”

has student loan debt so I think about how can we help them with coaching panel their student loans strategize have financial advisement it's a great idea after they actually you know land the job and are thinking about okay now how do I structure the rest of my life and career and financial responsibility so that's that's something that I'm thinking about is like how do we layer on services because what's unique about us is when someone comes in and works

with us the the amount of trust and rapport that they have with their coach is actually just phenomenal

like they want to go work with that coach forever they want to be best friends with that coach they

really have a lot of respect for them and that gives us kind of a privilege because now we have that relationship with them and because we deliver such an exceptional experience because we help them get that next job they're going to trust us when we say hey we've got another program here we can help you with your student loans we can help you with you know whatever it is something it could even be life and trust in this ability what about like just life coaching like hey

now that you got a job like you can continue on with like monthly life coaching or something I don't know if we need to call it qualifications for that but we we've thought about it right now it's so we do like a three-month extension for fellows if they want to do that I don't like discounted price if they didn't get a job yeah we'll do like a three-month extension it like a very highly discounted price just to make sure we're supporting them until they get the job

and then we do offer all a car as well for fellows that graduate so after they finished the program

they can always book again with their coach for like one-off sessions for promotions things like

that they're always able to do that so we do also generally a little bit of revenue that way as well

“just now that we have more alumni but I think there's still also a lot more opportunity where we can”

take that trust that we've built and and provide more value for our customers how about the opportunity is do you ever think about expanding beyond healthcare or like what are the different opportunities that you're thinking about I think health tech is such a big opportunity such as big industry and our advantage is that we're so niche I feel like really there's there's 10 million healthcare professionals that's kind of how I think about our

town and what can we do to help more of them the reason I started match day like my mission what really drives me right now it's actually just helping people get that spark back because so many healthcare professionals if you've seen them after a shift or you did it they they just lost it and miserable yeah they just looked at private of life yeah and I want people to have that kind of spark back in their life where they don't feel a drain and

and hopeless and defeated it's like they can show up and be present at home be present with their families be present in their communities so you know we do that through helping them with their careers that's one way to do it it's probably lots of other ways too but you know thinking about really the core demographic of healthcare professionals that's who we want to serve and thinking about more ways we can do that so opportunities your podcast are you putting out new

episodes or what's gone on very minimally that's something we want to do more of for sure

“and I think it's like I think maybe even just having on guests that have made the pivot or”

work doing the next thing I think that's our big next opportunity it is because you could probably get so many leads from the podcast from professionals that are interested in that kind of stuff and it doesn't even have to be a huge audience because it could just be like your exact target audience okay for threats any competitors that you're worried about does AI threaten you in any way I don't really look at our competitors honestly I just try not to pay attention

you know I think I think I see it in the sense that it's a good sign when I start to see competitors when we started doing this like this model of match day two years ago there's no one doing it but I've started to see like independent career coaches pop-up talking about this posting more on social media and actually I think it's a good thing yeah because you could just take their followers will they create more brand awareness about the non-clinical career pivot

right and you know I think it's great I don't I don't think like I just for me like philosophically I just don't believe in like focusing on my competitors I just think if I just we just do what we do like

any other thoughts that you can think of you know there's always the threats you have to be

“thinking about as a business owner and like you have to be a little paranoid yeah of like you know”

what could potentially put us out of business and so meta going down like that could be a huge threat because we have had our alliance on meta hats and I think a lot of coaches and and businesses like ours rely on meta and that's why we've invested heavily in like building more organic presence I was gonna say referral system ways that we don't have to have that reliance and then just kind of the general economy you know um six thousand dollars is an investment for a lot of

people in my economy is good people are willing to invest themselves to to further their careers and growth I think we're in a fairly safe industry because our demographic is healthcare and that's a stable field that doesn't really it's recession proof in a sense yep and so I think we're okay there but um as a business owner you just have to always be thinking about what things could hurt your business and be like threat like life-threatening for your business and you know I'm always

“keeping an eye out for those things some of the ways that you failed because the best way to learn”

guys is from other people's failures and I feel like we've learned so much in this interview already but what was the biggest product or platform mistake inside of matchday what's the biggest mistake that you know spending money on an agency to build a stack horrible use of funds horrible

decision should have never done that you're not in the tech business right so you basically entered

into the tech business instead of just focusing on your core thing which was coaching and there's so many different platforms out there that are like specifically designed for coaching services so what was your worst hiring decision worst hiring decision think about that because I don't you feel like that's been strong I feel like that's been pretty strong we're really good at hiring and I think we let people go really quickly if it's obvious they're not a good fit that's good

I don't think I've had too many bad hires maybe on the same side we oh we have had bad sales hires okay and that was because we had a bad sales manager at the time like when you have C plus people or C please they're gonna hire like other hire other bad people and one of the biggest mistakes I did early on so when I first started my social media podcast agency blew up like right away like month one and we were making six figures and I had like essentially

a team of interns like I didn't even have like I was still working a full-time job at Disney and at a team of interns and I was like letting the interns this is a long time ago I was letting the interns like hire people or like maybe we had just started paying people and I was letting those first employees like hire people not me even interviewing them and then suddenly we had like this horrible people on the team and that was a big mistake and then I was like okay like I have to do

all the hiring interviews like no matter how now you know I've got people I trust but but then it's like you gotta make your first Irish definitely yeah what cost did you underestimate

“the most I think the cost of entrepreneurship like you never really know what it's gonna take to”

be an entrepreneur until you do it and you know I've you know I work hundred hours a week you know

and I thought I would have always working a lot in residency but like I'm always in the business

I've always got a pulse on it it doesn't feel like work to me because I enjoy it and so it's easy in a sense but I work a lot it'll get better but yeah and so that's that's you know there has been definitely the the scares and the mental cost because you just to get it to a point where you're like outside of um lift off like you're you've reached escape velocity you just have to like pour so much into it and if you're like we're just getting at that point where we're reaching

escape velocity and I'm able to like take a breath now but it did take a lot to get it to that point what decision did you make too slowly firing toxic people yeah that you just said you fire really quick um and I do know yeah I do know yeah um there's you know maybe only like two scenarios where there was someone where I should have let them go sooner and not because they weren't a good like there were excellent operators but they weren't good team players they didn't have the right attitude

people were afraid to go to them for things or weren't very approachable and that just it just ruins the dynamic and um it creates stress for you and other people and so like if you have people like that on your team even if they're amazing you just got a lot of them going what's a founder habit that you think is holding match day back not doing enough content yeah you got to do more

were just consistent right so just get back to it start guessing on podcast or doing your podcast

“start chopping up clips from your podcast blowing it up well that's what you got to do that's that's”

that's that's a really good point and um I don't know what it is like about just becoming an entrepreneur that just made me so much more introverted because I'm so in the business talking to people all the time yeah I feel like getting on camera and it's also like you have to switch your brain a little bit yeah and back when you were doing your podcast was it audio only it was audio only yeah it's all different yeah yeah it is but you can do it I believe in you thank you okay so somebody wants to

“copy this business any ideas of like people were tuning in obviously not specifically your idea”

but lots of people do career pivots and lots of people need new careers what are some ideas that you have for people or advice on how to copy your business yeah I would say you know anytime you start a business like the more authentic it is to you the better that business is going to be and so everybody has a story everyone has something that's happened in their life that they've overcome that they've faced as a challenge and they've learned how to navigate that so in the coaching

space if you were to want to become a coach if that's in what you want to be you can build a business around that you can help someone overcome a very specific challenge that you know better than most people and so I would say it for one is just be honest with yourself like don't fall in love with some solution because you think it's cool yeah fall in love with the problem

yep and that was the first mistake I made as an entrepreneur is I fell in love with a solution

that wasn't even really for me yeah and when I came back to my roots and I became like went back to like integrity for me everything fell into place and so I really believe this is like the world's trying to unfold for you and it's like swimming downstream you just have to let go and be an integrity and and do the thing that feels right and you can build a business out of that like

“you don't I don't believe in like the world where you have to be at here to do the wrong things”

to be successful anymore I think you can be an integrity and do something that is right for you and make a very successful business out of it that's beautiful well Rami thank you so much for

joining us on how we profit this was such an amazing conversation thank you so much her and that's how

Rami and Matchday profit every business has a hidden engine and today we learned that Matchday is not simply selling career advice it's selling transformation a structured path for health care professionals who feel stuck in clinical practice and need the guidance, accountability and network to move toward a new career with greater clarity and confidence thanks for listening to how we profit Wednesdays the young and profiting series where real entrepreneurs share real numbers

real margins and the real story of how their businesses actually work I'm Wallace Ha and I'll see you next time