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Transcript

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I just got back from hosting the Entreme de Business School Vision Retreat 2026 in San Diego, California, which is really beautiful, by the way. I've been to many parts of California, but this was my first time in San Diego. And we had a phenomenal experience. Like my plan is always for us to have our best event yet, whenever I have an event. And this was the best one by far. And so I wanted to come back to share the process I used to pull it off. Like, what do you do to become a best in class business? And that is for your private practice, that is for your coaching practice, that is for your events. What do you do to be in a category of one? What do you do to stand out? What do you do to be the option, right? Um, as far as what you do is concerned. And so I figured I'd come share all the things that we did with you, and you can take that and apply it to your business. And I cannot wait to hear what happens when you apply it to your business. Okay. All right. So as I said earlier, our target was for it to be the best one yet. And by that, what we mean is not just that it has the most bells and whistles or it was in the best place. Like overall, as a package, it is the best one yet in creating a radically transformative experience for our people. And, you know, because there is a reason they came to us, they came to us because they want to, they want to be able to build profitable seven and eight-figure businesses. And this gives them the freedom to live life and practice medicine on their terms. So it's not just um acute event, but it's an event that does what they need from us, right? And so for me, I'm thinking they'll be able to have, you know, these shifts that will take them to six, multiple, six, seven, multiple, seven, eight figure, like to cross those milestones in their own businesses and the experience shifts in real time. And they're set up for them to have their best next year, right? So in the on-tremday business school, we do not start our new year, like our you know, the whole year. We do not start the new year in January. We start our new year in October. And we do that because, um, well, because I do that, but we we do that because if we can spend Q4 practicing whatever it is we say we're going to do in 2027, two things happen. One is that we end 2026 in the most spectacular way possible, right? So we end the current year in the best way possible. And then we start off the year with a bang because we worked out the kinks, we have test, we, you know, we have troubleshot the plan and all of that. So we hit the ground running from January 1st. And let me add a third reason is then Q1 is so unbelievably amazing because your results in the first quarter of the year are a reflection of what you did in the previous quarter. So the fourth quarter, which is the last quarter in the year. And most people do not invest nearly enough in the fourth quarter of the year. So they have nothing for the first quarter. So they get into the new year, why is this not working the way it needs to work at all? Because you took all of October off for Halloween, all of November off for Thanksgiving, and all of December off for Christmas. And so, because of that, there's no, there's no harvest, there's no return on investment in January, February, March of the next year, right? And so it just puts us in this place where we end the year with a bang, we start the year with a bang, and we have so much, um, we have so many results in the first quarter of the new year. So that's why we do that. And so my idea was they're gonna, they're gonna get a lot of shifts in real time. So, you know, mindset drama goes away, limiting beliefs go go away. They're able to audit the way they function in their lives and their businesses, because this vision retreat, we're able to handle all area, you know, like the nine areas of life. We go through all of them. And so people are like, oh my goodness, I do this and I do that, and that's why this result is happening. All of they're able to just stop and run a full audit, a full audit, like a full come to Jesus moment, and they walk away so different. All right, so anyway, and I'll tell you about the result, you know, once I walk you through what we did. And so at the end of the event, so many people on their own walked up to me and said, Dr. Una, you have outdone yourself. This has been the best one yet, right? And for me, that's what I wanted. And so I was like beside myself excited. All right, so let's talk about this stuff. Um, and you know, saying that you want to have an event that's, you know, the best one you've done, or you you want to um do your business in such a way that it is best in class, it is easy to say. It's sometimes hard to own, but it's easy to say. Pulling it off is a whole other thing. Okay. So I'm gonna give you seven things we did and you can adapt them. Okay, first of all, number one is I said no to distractions. And if you do not recognize a distraction for what it is, it is possible to just stay distracted for a whole year. Um, we had a lot of logistical challenges with this event, like, you know, putting it together and all of those things, kind of like we've never quite had before. Um, so the event itself, like the part that we were 100% responsible for, was the easiest because we've done it so long. Um, but the logistical part was was pretty challenging. But this is the deal. My team and I came together, had a meeting with my team, and I said, I said, listen, all of this is called a distraction. These are just distractions. And so what we're gonna do is we are going to give it a box. Like, well, we'll come to it and look at it and come out of that box and forget about it, because we are not going to let it sip into the energy that we need, because this is a very energetic thing, right? The way you show up and all of that. We're not gonna let it sip into the energy of this, we're not gonna let it take the time we're supposed to take to focus on other things. We're just gonna let it be what it be, what it is. And so that's what we did. And so every time something that doesn't have anything to do with where we're going, or something that should take an hour that's trying to take 25 hours, we just put it in a we just put it in the box that it needs to be and we address it when we address it, and we don't give it energy. So we said no to distractions. And the reason this is important is if you allow the distraction of something that is not working the way it should, and all of that to get to you, it would stop you from showing up the way you need to show up. It will shift your perception of what you're doing. Like we could have said, oh my goodness, like, look at all these things going on, the event is not good and stuff like that. Like you can, you have to build a box and put distractions in that box. You just have to. Um, it would have shifted the perception, it would have shifted the way we showed up, it would have shifted the way we communicated about the event, and that energy of this is going on and we don't like it, and we're having all these challenges here, and all of that stuff would have sipped to the people and they would see the event through our eyes, which was not the right image. Do you see that? And so we just put it in a box. And you can think about that. Maybe in your private practice, you know, things are going the way they should, but there's this one little credentialing thing that in in your mind is a nightmare. If you allow it, it will take over everything and make you interpret, like see your practice in that lens. Like you need to put it in a box. Like, my practice is great. There's this other thing in the box, you know, we're working on and stuff like that. It could be with your coaching practice. You have like, you know, 50 patients, 50 clients who absolutely love you. And you may have this one person who maybe wasn't a good fit from the beginning, and you're having a lot of challenges with the person, and you let it cover the like cover your perception of everything else. And then you start seeing your whole coaching practice through the lens of the one person rather than the lens of the 49 other people who absolutely love you and everything you do, and you're changing their lives. Like you have to recognize what those things are, find a box, put it in the box. You still have to address them, but in the box. Yeah, right? Okay, so that's the first thing. The second thing is you want to have clear targets. And they may be crazy, but they're you're they you're crazy, but they need to be clear. And so for us, we were very, very clear. Now, so we had a number of targets, but as far as being best in class goes, our target was this was going to be our best event by far, meaning our people experienced the most transformation in person, and we would already have also set the stage for them to then go on and have their best year yet by far, right? And it was a very, very specific target. We also launched, um, we also launched a product, and this product is designed to help them, you know, like up level the accountability that they have day to day beyond what we do with them, so that from now till, you know, whenever, there or not even from now till whenever, from now on, the results they're able to get, they're able to get results faster and bigger, right? And I'm so grateful we had 100% enrollment with the tool and got so much feedback, like, oh my goodness, Dr. Una, this is amazing. This is such a game changer. You have outdone yourself, right? Okay. And I wasn't, again, I wasn't doing it for the accolades, right? I'm doing it because I want my people to get results. See, I know I'm a business. I know, you know, we serve people and we serve people in a profitable way, but I'm a mission-based business. And my mission, the mission behind everything I do is to help enough physicians get results big enough that all other physicians see those results in a way they can never unsee it. And we all change. Like the community as a whole just says no to what is going on. And everybody deploys their businesses, their gifts, their expertise, their experiences, their connections, and all of that to turn the healthcare space right side up, to turn the systems we need to work in right side up, to turn big pharma and the insurance companies and all of that, and the way they interface with us right side up. Like that's my mission. And so I need bigger results. I need more people to help. And I'll stop here and say this. If you are somebody who listens to this podcast and you're like, man, Dr. Una needs to be on this stage or needs to be on this podcast, or I have these 10 friends that absolutely need to be in the entream D business school. Please connect us. Like, I seriously am on a mission. Please connect us and say, hey, like I, you know, I can get you on this podcast, I can get you on this stage, but you'll be able to help so many people. So this mission you have, you can accomplish it. And please and thank you. Okay. Okay, so so we had very clear targets. So everything we did was to take us to the target. And at the end of the day, I was looking, I was like, okay, did we hit the target? And I'll give you numbers right after this. So that's number two. So number one is say no to distraction. Number two is clear targets, clear targets. Number three, um, I built belief in the targets being met. And this is something that, you know, I hope you're not at a stage where you're like, oh, all that belief stuff or mindset stuff is woo-woo and stuff. You have a mind. So mindset stuff can't be woo-woo, right? Like it's a it's a huge part. And I'll tell you this the higher, the higher um the revenue of the entrepreneur, the more mindset stuff they have to, they have to go through, the more they understand that the mind game is the real game, and and it stops them if they can't figure out the mind game, right? So, anyway, um, I even though I have run many very successful events, for instance, this vision retreat was our um sixth vision retreat in person, our seventh one, if we add the very first year when it was virtual. And for our business makeover mastermind, which is our event in March, um, that event we just had the fifth one. Okay, so between the events for the entrepreneur business school students only, the ones exclusive to them, um, we have had 11 events. Okay, so we've done this. And everyone has been our best year, best one yet, every single one. Okay, so now it is, you would think that because of that, I would have no mindset drama around hosting an event. And I promise you it's not true, because there's so many angles this thing can come from. So it's like, well, what if people come and they're like, well, it's more of the same? Or what if people come and they don't like the location you've chosen and they don't like, you know, certain aspects of it, and so they don't engage. Um, what if people come and they're disappointed because you didn't teach this part or teach that part or cover this part and on and on and on and on and on. When you have thoughts like that, I want to invite you to understand that it's not a reflection on you. It doesn't mean you have a weak mind. It doesn't mean you're not mature enough as a business owner. It doesn't mean any of those things. Everybody gets them. You just have to recognize that they're there and then decide that you are going to rise above it. You're going to build a wall that stops it from stopping you. That's all. But if you think like, oh man, I don't know why my mind is like this. Every crazy mindset, drama, thought, well, maybe not every, but most of them are external to you. Most of them are invitations. Like, will you accept this way of thinking and start thinking this way so you can destroy what you're trying to build? And so I declined the invitation. And I also want to build up my mind in such a way that there's a wall, that when the thoughts come, they bounce off, right? And so I took time to kind of imagine hitting the target. I took time to accept that I was going to hit the target. I took time to analyze the crazy thoughts that would come my way and make fools of them. Right? Like make fools of them. And I did all of that and I sat on it until I was confident. Now, it doesn't mean those thoughts didn't still come, but I was confident that we would pull this off, right? And a huge part of it also was doing the work, which I'll talk about the work in a second. But I did that. So I would spend time taking walks, traveling and attending in my mind, the vision retreat, and then saying, oh my goodness, um, this is what happened. That's what happened. I'm visualizing the different aspects of it and all of that. And in the process of doing that, I'll go, like, oh, that's not clear. Let's tweak that a little bit. Oh, that might be confusing. Let's tweak that. Oh, what if we add this? It would change the way they see themselves and change the kind of results they get in real time. And so it made the event so much better. But I would travel. I would travel in my mind. I probably attended that event like 12 times, right? And do all of that and see it happening and see it happening so much so that by the time I got there, I'm like, this is happening, right? Okay. So that was the third thing. Then the fourth thing was I studied my people. Guys, your business is not about you. Your business is not about you. I'll say it again, your business is not about you. Your clients, your patients are there for a reason. There's a result that they came to get, and that is what it is about. It's not about you. And so I can say, oh, yeah, for the vision retreat, this is what I want to do, and this is what I want to do, and all of that stuff. No, the direction, the vision, the results that don't make sense, all that, like that's mine, right? But that's what they want, but that's mine. But as far as what their challenges are, what their perceived needs are, and all of those things, gotta study the people to get it. Okay. So one of the things we did was we got a lot of data on our doctors who are coming to the to the event. Like, what kind of business do they run? Right. So are they um running a direct specialty care practice, a direct primary care practice, an insurance-based practice? Are they coaches? Um, are they course creators, primarily creating events and all of that? So, what kind of business? Um, how big is the business revenue-wise, right? And so, you know, we we we took note of that as well. We're like, what were your biggest wins for 20, you know, the year so far that they shared that? What are the things that you are um, what would make this event a 10 out of 10 for you, right? Because we wanted to understand the perceived needs, right? Okay, so we studied that, and then we also studied them, like what are their maybe their needs that are not quite perceived, like knowing what I know of business and what I know of where they are and the things they have challenges with and all of that, what do they need, right? So there's the perceived need based on their perception, and there's a perceived need based on my perception, right? But I'm not making it up is based on what I see as I observe them. So it did a lot of observation and studying and all of that, so that the event is not just an event where we get together in a cute location, we throw, you know, lectures at them and slides and all and send them home. No, the event is the solution for every need they have, both perceived by them and perceived by me. So the whole event was a tool to solve their problems, to provide solutions, the entire event, like and every aspect of the event, even the gifts we gave them looked like gifts, but they were designed to create identity shifts for them. Like that's that's what we did. So every aspect of the event, the event was not my brain child in the sense of I just sat down and said, Oh, I'd like to do an event, let's do it like this. Not at all. The entire thing, the entire thing was designed to solve problems in real time and to set them up for the best year yet, right? And so we studied them. We study them, and this is something you want to do with your clients and your pain. You want to study them. What are their challenges? What are their fears? And you study what they say, but you also study what they didn't say. You watch their interactions with others, you watch the kinds of questions they ask, you watch the what you know, the obstacles they seem to come up against and all of that. So those are the needs you observe, right? And then your solution doesn't just solve things in general, but it solves that, right? So the event was highly customized, even though it was a group event, right? So that's number four. Number four. And number five, um we curated the content. So I already alluded to this. We curated the content to match the wants and the needs, right? So it was completely curated. So we studied them, which is number four, number five, we curated. So I've talked about that. Number six, okay, now for us, um, you know, I talk about this all the time. When I first started, you know, the on-trained business school, the biggest objection, biggest objection was I don't want to do a group, I want to do one-on-one with Dr. Inner. And I can understand that. And I understand that because my zone of genius is being able to listen to a problem or a challenge, fit them nicely, like diagnose them and fit them nicely into buckets, and then dish out a strategy that would make. The problem a historical fact. It's a zone of genius for me, and I know. And so if I were to sit with somebody for 30 minutes to an hour, I can deconstruct issues that they've been dealing with for the last 10 years. I know that. Let me tell you something else I know. The other thing I know is if we are going to experience change as physicians, we need to be in communities of physicians who are doing things that are so hard to believe, so hard to believe that when you see them, you cannot unsee them. And so I knew that powerful as I am as a coach, if you will, if people could get into a community of people who are doing building successful businesses as physicians, taking time off, living life on their terms, living as if the current rules that we have to subject ourselves to no longer exist. Like you can't build a private practice and they build it. You can't find good doctors and they hire eight. Private practice is dead and they're building buildings. Coaches can't make this much, and this coach is, you know, pull it, replace their salary completely growing on like we are going to make this into an institution. I'm going to grow it to three to five million and sell it. Like that kind of stuff. When you see it, you can't, you just, you just can't unsee it. Community is so powerful. And so I knew that. And I'll tell them, no, no, no, you want the on-term business school. No, no, no. I want to work with Dr. Una one-on-one. Okay, so we start the business school. And people come in and they begin, oh my goodness, Dr. Una is amazing. Dr. Una is amazing, Dr. Una is amazing. And then it started. And people are like, Dr. Una is amazing and all, but and the first time it happened, the person apologized and like, I'm sorry, Dr. Una said, no, no, no, no, no. I've been waiting for this moment. And they're like, but the community, because this is the deal, you become like who you hang out with. Like in the entree MD business school, so many doctors have doctors in the business school on their vision boards, like, this is who I want to be like. And you get to be in community with them. You get to watch them deal with challenges. You get to watch them navigate trying circumstances and come out on top. You're able to see the whole thing. What it does to you cannot be described because this is the principle. There is a proverb that says, walk with the wise and become wise. The end. So I know if doctors can come into this community, then what ends up happening is they may think, you know, this is who I want to be. The community will elevate you. And it elevates you whether you're a startup or whether you're doing 10 million in revenue. That's the deal. That's the deal. Because it's not a static community, it's a growing community. And when I say growing, I don't mean just the numbers of people in the community. I mean the the quality of the people in the community, right? They're all growing. So I was talking with the doc. It was so fun. She said, you know, I came into the entre MD business school and I just wanted to build a cash pay practice that would make $10,000 a year so I can go on vacation. I was like, that thought would die in the business school. Like she was like, oh, it's dead. That doctor, I remember looking at her stats, and she did $9,000 in a week. In a week. And $9,000, so let's call it $10,000, that's like $520,000. That's a half a million dollar business. Now, I don't know that she's at a stage where she's doing $9,000 every week, but the point I'm trying to make is you come in there, your dreams are challenged. And it's not challenged in such a way that, oh, you have to hustle and die. No, because we're not about that culture. We're about how do we build this in a way where we're also living a version of our dream lives. And every year we grow in the version of our dream life we can live. And every year is not fair. Um, let me explain that years in EBS are 90 days. Like every new quarter is a new year. So October 1st, we're gonna go like happy EBS New Year, like always, always, right? So, so that so just the community changes you. It's wild. It's so wild. Okay, so number six is that I activated, we activated the community, um, knowing that there's so much gold in everybody in the community, right? So, what do I mean by that? Well, we did so many kinds of different things to make sure that there was constant um people were meeting each other. People didn't go off in clicks, people were meeting each other, making new friends, having conversations. There's lots of opportunity for conversation because I know that's not something they do after the event. That's part of the event, right? That's part of the event. Showed them how to unlock each other and all of that. It was so good. Let me tell you how good it was. Okay. It was so good. I'll give you one example, but this happened like people would say, take your notebook with you when you go to the bathroom, because the conversation there will be so valuable that you wish you took notes. That's how activated the community was. And so we had an OBGYN and a pediatrician, okay? These are the two characters in the story. And one of them was already seated and all that. There was an empty seat by her. And then, you know, so the pediatrician was seated, the OBGYN came and sat down. And they didn't know each other. Like they were both in EBS, they kind of sort of, you know, knew, you know, but they didn't know each other. Maybe they'd never had a conversation before. And so they're like, What do you do? What do you do? And they're you know, having all these conversations. Turns out they live in the same state. They live either in the same city or adjacent cities, but they're 30 minutes away from each other. And turns out the pediatrician had this OBGYN's name as a on her list of you know, OBJYN she needs to talk to because if this person were to refer me patients, I am made. And so here she is sitting with that CEO. Like, if you can imagine, sitting with that, she's like, wait, you're the and you know, mentions the name of the doctor. She's like, Yeah. And so this is what the OBGYN said. After, you know, she was sharing this story with the whole group. She says, Oh, she can go home now. She's she's made, she got what she came for. Can you imagine that somebody who has this large practice and is is is close enough to your practice, and you've been wishing, like, I wish if this person, if only this person, could and now you guys are besties. They literally have beach houses in the same place. It is so ridiculous. And so that's what I mean. Like that, yes, I can teach about getting referral sources and all of that stuff, but that result came from the community being activated. Do you see that? Okay. So, so, so I we activate it on purpose. So we set it up where you can't just wander off on your own. You can be an introvert, you cannot just wander off on your own. I don't mean that to say we held them captive at all. But what I mean by that is the way the event was run and the way we put it in place, you're just gonna meet a lot of people, talk with a lot of people. In the beginning, it might be like, I'm not that kind of person. By the end, your best is with everybody. So that's kind of what we did. Um, because we know there's golden people. And we know that a huge part of the result they would get from the events would be the people. Number seven. Number seven, um, you know, I know that um learning is powerful. Um, I also know that implementing is almost more powerful. I don't consider myself a person as a person who knows more than most people. But I am a person who is quick to do what I know. And I think that is a huge part of the results that I have. And that is why I create a lot of accountability in my life that puts me in a position where I'm constantly executing. Right? So, anyway, so the seventh thing is that we set people up to do as much implementation in real time and then set them up with the system so that from the day after the retreat, they can implement. We did that, knowing that it doesn't matter. I mean, we've all been to conferences where we took 10,000 notes and said we were going to do a gazillion things until today, we have not looked at the notebook or done the things, right? So we had this thing where we had this framework that would make people reflect and decide and act and all of those things in real time. And, you know, we didn't set it up like come and learn and then go home. We set it up like learn and then do in real time. And so, because of that, at the end of each day, the people had made progress. They had moved forward. Everyone was clear that me too, me 1.0 came to this event, me 2.0 is leaving. And I'm telling you, there was a doctor who, based on scheduling and all of those things, was only able to stay for the first day. The first day dramatically, radically changed her life, even though she was there for a day. Even though she was there for a day. So these are the things we did. These are the things we did. So what was what was the result? Well, let me give you some numbers first. First of all, when we did the survey afterwards, we had an an MPS score, a net promoter, an MPS, so a net promoter score of 93. Okay. Now, let me let me this may not be a term you're familiar with, but a net promoter score is a score that demonstrates the loyalty people have um um to your to your product. It's a measure of the loyalty score, right? How likely they are to recommend your product to someone else. So I need to explain it because you may say, after all that, 93%. Oh no, no, sir, no ma'am. Okay, now, so net promoter scores, a good net promoter score, um, actually is above zero, but a score of 50 or higher is considered excellent. Okay, so ours was 93. A score of 50 or higher is considered excellent, and above 70 is considered world class. Ours was 93. So we're saying elite of elite of elite. Okay. And to put it in context, the net promoter score for Apple. Now I use Apple because remember when they would do all these product launches and there'll be lines like down all the way from the from the from downtown into the neighborhood. I'm exaggerating. Uh, you know, people waiting to get the new iPad or the new iPhone or whatever, their net promoter score um ranges between 60 and 80. 60 and 80. Okay. Okay. And Harvard, their overall score is about 47. And the score for their business school, so on training business school, Harvard Business School, is 37.3. So 93 is a completely insane number. Just wanted to give you the context so you understand how mind-boggling it is. 93. Okay. Okay, so that's the first thing. So did I get what I wanted? Yes. And what I wanted was I wanted, I want my people to win. Like win in ways that don't make sense. Um, and then as as of, so the event ended on Saturday. And by Saturday at midnight, 70% of the people who showed up had bought their tickets for our next event, which is in March. 70% 7-0. Now, understand that people, and and I'm telling you, like, people are like, okay, spring break is the beginning of spring break, so we're gonna bring, you know, we're gonna do that, and then we're gonna go do spring break. Um, people came, somebody came to me during this event. It was her wedding anniversary. And please don't misunderstand me. I'm not saying, you know, we in in the on-trained business school, we are family first. Okay, we are family first. I'm not saying, you know, don't do your anniversary. But then, you know, I've had times where, you know, my husband's out of the country for our anniversary and all. We have our understanding and we celebrate it when we celebrate it. And so, which is what they do, like we'll celebrate it when we celebrate. But her wedding anniversary, she was in there. We've had actually, and she's not the only one. When we did it in October, there was another dog, and she'd come with her husband, and you know, they'd celebrate and we'd catch them and we'd celebrate them and stuff like that. Um, and people have come on their birthdays, people have come, all kinds of stuff. And it's just because of the commitment we have. The commitment they know the ROI on this will be good for everybody, and it will be good for every part of my life, including my marriage. People have walked up to us and they have said, um, you know, this has made my business so much better. It has changed my business, but the best thing EBS did for me was it made my marriage better because it's a whole life package, right? Okay, so back to our numbers. So net promoter score of 93, which is elite in the world class category. I want you to understand that. That's just insane. Okay. 70% purchase tickets within I mean the day the event ended. The date by the time the day event the event ended. And these are some of the words they gave me. Someone walked up to me and said, Dr. Una, uh, I've been here since the very first vision retreat in 2021, and I have watched you keep your word. I have watched you keep your word that this will be the best one yet. I have watched you grow. I have watched you do things to see us win and to see us succeed. And there's not, I've been around. There's not a container like this. And I want to let you know we see it and we appreciate it. I know that you are so proud of us, but I want you to be so proud of yourself. And in that moment, I was like, I am so honored and so blessed and so privileged that I get to do this work. I got so many text messages, people thanking me. And for me, the joy is that they changed in real time. And the and it's not just that, like they their business has changed and other things, yes. But because they changed, that change is gonna go from them to every aspect of their lives because that is the hardest work. The hardest work is to get ourselves to change, because and once we change, everything changes. It's easier to get a checklist and go do something. But for you to change is different. And so, and you know, they're like, you know, this tool you gave us, it's going to, it's, it's changed everything already for me. I got so much feedback. I wish I could just sit and read them all. But the doctors changed. They made decisions in real time, they took action in real time. Some of them already got results in real time of things that should take time. It was such a, I can't talk about all of it, but it was such a beautiful, miraculous event. And it started with an intention, and that intention is this is gonna be the best one yet. My people are going to thrive, they're going to win, and just sitting and figuring out how to pull that off. Yeah. And, you know, yes, did we have the bells and whistles, the excellent location? You know, we have a good number of doctors in the West Coast, and like, please bring it to the West Coast. And so this was actually our first time doing a West Coast. And oh my goodness, it was such a beautiful location. Um, and it it was it was a beautiful experience. And um, so so this is what I would want you to do in your business. And if you notice, I didn't talk about any, I didn't talk about anybody else's business. I didn't talk about how I compared it, I didn't talk about any of that, any of that, because being a best in class business is not about comparing yourself with others, it's about exploring being the best you can be as the visionary and as um as and as the business, and then just go be that. It's not about comparing to anybody, it's being the best you is your business being the best version it can be. I, you know, and that's what we looked at. How could we, how could we be the best? And I'm so grateful that what we did was the best we've ever done. And not just, it's not for us, it's the best for our people. And our people are going to have, this is them and all the all the doctors in the business school, they're going to have their 2027 is going to be their best year yet by far. And many of them, they don't know this because they walked away with their goals fully set. They don't know that by June, many of them would be done with that. They would need new goals. And I'm okay with that. My job is just to make them help them become the person for whom that is true. Because they grow, their capacity grows, what they can accomplish grows, right? And so they don't know. Um, well, I guess they'll listen to this podcast episode and they'll find out. But yeah, many of them, by the end of Q1, by the end of Q2, by the end of Q3, they'll be like, I need more goals. I'm done. Right. And and so, and and so I want to invite you, your business, you you start asking the question, how do I make this best in class? How do I make it best in class? And you may say, Well, I don't have the capital to it, I don't have this. It doesn't start with any of those things. It starts with intention, it starts with a decision. You make the decision, then you figure it out. By the time I was telling them this is gonna be your best one yet, the best one yet by far, I didn't have the entire how. But I was gonna figure it out and I was gonna pull it off. There are no options with this, right? And the second thing is, you know, if you're the kind of person who you're like, man, I want, I want this new year to be my best year yet. By far. I want to be in a container with doctors just like this. I want to be in a container led by somebody just like Dr. Una. I want, I, I, my life is worth it. Like, this is my one precious life. This is not a rehearsal. I don't get to do this over. Whatever year I'm at now, I may be, you know, like 42 years old. I don't get to do this over. I want that. And come join us. Okay, we have, you know, we have an open house coming up. If you're listening to this right when it goes live, um, on September the 29th. And come and find out about. The school and come get in it. Like you're curious, you have questions, come to the open house. We will show you the stats of the school, we will show you the stories of the doctors in the school. We will show you what we have now built, how we have upgraded the school for you to get bigger results. Let me tell you something: the entream d business school, we are so committed to your success. And it is a perfect match for somebody committed to their success, meaning I'm going to do the work. And it doesn't mean you have to do it perfectly. It doesn't mean you even have to know what the work is. It's an attitude. I've had many doctors who join the business school, and this is what they will say, I'm going to be your best student. That's the attitude. I'm going to be your best student. I am going to, I'm going to ask the questions. I'm going to get the help. I'm going to study what I need to study. I'm going to do what I need to do. The first person who told me that with all confidence, her first year in business, she cleared a million. It was a crazy thing, but she did it. Right. And I'm not saying you're going to do that. You're going to do what you do. But that attitude matched with our commitment is game on, right? So open house, September 29th, on Tremd.com forward slash open house. Come and join us. Come and join us. Come get your questions answered and all of that. Come meet your future classmates and come join us. There is no reason for somebody who wants to go further, faster as a physician, entrepreneur to be outside the container. Whether you, you know, whether you're you're starting a second business, you're starting a business, or you're doing 10 million in revenue, there is a spot for you. Okay, so ontreme d.com forward slash open house. But if you're listening to this, you know, way later, just book a call with my team on tramed.com forward slash call. And you may even decide, Dr. Una, I don't, I can't wait for the open house. Book a call with the team and come on in. There is a statement that Mikita made when we were um we were at the Vision Retreat. People are asking her how, or I asked her how she, you know, she didn't let people tell her no, um, you know, about joining the business school, how she doesn't let it bother her. Like why there are people who join two years um, you know, after they find us, and and how does she stay connected with them? It doesn't bother her. She's like, the on-train d business school is oxygen. They need it. And it's true, it's oxygen. So anyway, on tramdy.com forward slash open house or ontremd.com forward slash call. Call. And I want to give you a bonus thing before I let you go. Um, one of the, if you're here, you're a parent, this this part is for you, or a grandparent, or you know, a great auntie or uncle who looks out for their people. Your growth is such a gift to them. Um, my daughter, um, I got to interview her for one of the sessions, and it was all about um um training the team that becomes a rock star team um that will run your business. And she killed it in ways I cannot describe. And it was such a gift. I want you to imagine doctors running multi-million dollar businesses walking up and saying, This is exactly what I needed. Thank you for sharing it. And I share this because when you shatter glass ceilings, your kids are watching. And whether you train them intentionally on it or not, your example shows them where there are no glass ceilings. It is such a game changer. Such a game changer. So, um, so yeah, yeah, it's time to say, it's time to say yes. It's time to say yes. Okay. All right. So I trust this, you know, unpacking this was such a gift and such a such a gift for your business. And if you are taking the pledge, I want to invite you to take the pledge to become a best in class business. I want you to send me a DM or a PM. I listened to the episode, Dr. Una, and I have taken the pledge to become a best in class business. Send that to me. It will just uh it would just warm my heart knowing that sharing this story has helped somebody make a commitment that's gonna change their business forever. I am rooting for you. Please share this episode with another doctor in your world. We are out to help the entire physician community, and we need your help because we can't do it alone. Um, there are doctors you know I will never meet, you know, in my life, maybe. So I want you to take this episode, just share it with three or four friends. Um, if you have your groups, you can share it in your groups. And I will see you on the next episode of the EntraMD podcast.