Latest / Zero Friction / Building a Modern Aesthetic Sales Team | Brandon Nye, Boston Aesthetics

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Building a Modern Aesthetic Sales Team | Brandon Nye, Boston Aesthetics · Zero Friction

• speaker-0: We had a conscious, you know, decision to make around what do we do? And we're actually have built an AI native CRM system that's super, super rep friendly. When you look at sales rep behavior, I think part of it goes very it's very logic based in what I'm about to say is is show me how they're paid, show me how they're behave. I would give To somebody who's just went through the past six months, you know, I would say figure out how to really regulate your nervous system so that you can make clear decisions and and and almost slow down to speed up. Do what scares you, run at it. Just run at it, right? And don't hesitate. You know, n nothing really bad's gonna happen, right? What you catastrophize and what you think might might happen gets in the way of action. speaker-1: Welcome to Zero Friction. Terry Kuchaluc is here. I have Brandon Nye with me today. Brandon is the Chief Executive Officer of Boston Aesthetics. And Brandon is doing right now what most of our guests do and talk about in hindsight. Actually, Brandon is right in the middle of a bunch of friction. He is standing up a new commercial organization from basically nothing in real time as a first-time CEO. So, Brandon, why don't you give a little background first about your history? in the aesthetic space and then we'll kinda go into what you're doing today at Boston Aesthetics. speaker-0: Yeah. Well thank you, number one, Terry, for having me on the show. It's it's it's been fun to get to know you and I'm I'm like looking forward to our conversation here. So number one, let's start there. I've been in aesthetics for sixteen years. And you know, the sixteen years ago to where we are now, the market chain place has changed quite a bit. it was a lot less competitive. There was only a few major players from an energy-based device standpoint. And and then the interest rates for selling capital were we were we were b basically had free money to lend. And so that environment to where we are now is just wildly different. And so going through the phase of being an individual contributor to then a team leader to you know a a sales leader and and running a hundred plus people over a hundred plus million in revenue. to now actually what you said, standing up a a commercial organization as a first time CEO in this crowded marketplace. You know, there's a lot there's a lot to unpacking all of it. And you know, it is there is a lot of friction to to unlock as we do and build this company. And so yes, I'm excited to have have this conversation with you. speaker-1: Well good. Well, let's do a little background on on Boston aesthetics and you're standing up this new organization. I know that, you know, it's part of a a larger investment you know, back company. So tell us a little bit about like that part and then what you're doing, who you're doing it for, and you know, what the goal is. speaker-0: Yeah. So Boston Aesthetics is powered by a group called Pensa Medical Group. And they're actually out of Shenzhen, China, which I didn't know a lot about China in general before getting in involved with Boston Aesthetics. And so there's been a lot of education on on on that marketplace. Also, you know, f a lot of the eastern philosophy that happens, you know, the way that business is done in Asia. It and and that's been quite fascinating. But I was introduced to to Peninsula Medical Group and I was really blown away by some of the, you know, things I heard early on in our conversations. And, you know, one of it was the the magnitude of the company you know, operating in China doing $350 million, you know, and 60% of it coming from recurring revenue, which is like that sends light bulbs up in my head. Those are really healthy numbers. for especially in a in an energy based device company most people like aspire to be at something like that in in my you know experience i've only seen really one company here in North America maybe two or I've actually only worked for one company that that got their numbers to where o over fifty percent came from recurring revenue. So that intrigued me. So I'm like, all right, well I I want to talk to to to the founder of this company. And when I learned a more and more about Peninsula Medical is just very, very interesting. So the company was founded by a physician eighteen years ago. He started the company out of basically some frustration with a laser. He he w had a laser, it broke. He went to replace a part. It was like half the cost of the laser. And he was like, this is a monopoly. Not you know, I'm And then so he went on his journey to to then, you know, formula a company and you know, eighteen years later he has the largest energy-based device company in China. and it's privately held. So, very different from any of the other E B D companies in aesthetics. Most of them are either owned by, you know, shareholders, or private equity backed. So this makes this a little different as we're A startup of Boston aesthetics here in North America, but we're backed by this really, really well-funded, powerful company that has some unique advantages in the marketplace. And so you know, when I went to China and met Peninsula Medical and Ray, our founder, one of the things he told me on these Zoom calls that we were, you know, we're having getting to know each other was. you know, the strengths of the R and D, strengths of the engineering. And he said, you know, I've got four hundred engineers, you know, that work at in our R and D center. And I thought, okay, that's that's you know, that's seems like a lot. But then you go there and I I went to the R and D center, ninth floor, it's a full city block, and there's people working on all of these different technologies. And it's there's legit 400 people working. you know, and and iterating and innovating. And it was at that moment I I kind of thought, wow, this is very different from anything I've ever seen. And they have, you know, access to the supply chain that that's where all the components re for all the most of the medical equipment that's made in the world actually is is from this area of China. So that's that's one of the advantages. And then the access to to talented people, they Shenzhen, China is a is like a sh a hub of where young engineers from all over the country go and because there's so much economic opportunity. So I got to see all that play out and I thought to myself, this is like the new thing. And so that was kind of the the genesis of of Boston aesthetics, was that trip and and Ray and I aligning on a lot of different things. speaker-1: Well, you know, as a as a former sales guy and relying on technology, it's always comforting to know that your company is investing in tomorrow and and making sure that they're building best in class reliable technology. And I always got really jacked up when I got a chance to see the engineers and the new stuff and looking at that pipeline too. It's not just what you're selling today, but making sure you can be competitive in tomorrow. Which leads me to the space that you're in, which is aesthetics and it's It's crazy how that market segment is exploding right now with you got GLP and weight loss and it sounds like everybody's kinda kinda dr jumping into the regenerative or the functional or the aesthetic space, the weight loss space. It must be a really exciting time, but it also must be very challenging just understanding how that landscape is constantly just kind of rolling and moving too, right? speaker-0: Yeah. It it is. And this I think that's one of the fascinating parts about cash based medicine in general is it's it it is consistently moving much faster, I I would say, than most industries, especially in medicine. few things contribute to it, right? One is that because they're not taking insurance and you know it's not Medicare, Medicaid, it's not as regulated when it when when it comes to you know, innovation or, you know, offerings to patients because people are paying cash for this, you know, you could have somebody quit their job, you know, mi let's say they worked at a hospital for twenty years, they they quit, they open up a business, they start offering, you know, aesthetics, GLP ones and in wellness within a matter of months, and they could be relevant in their market. Like it's it's very different from being in traditional medicine where you have to, you know, s kind of stay in your lane and and and then a a line with a hospital system or, you know, you know, really have a feeder system in order to to have all the the patients flow. This is a retail business. So that that makes things change very, very quickly. speaker-1: Well it's a want versus a need business, right? So at the end of the day, like, you know, there's there's want and there's desire. And I think there's benefits to both sides where there's a need-based medicine and then there's a want-based medicine. And I think, you know, the cash paying healthcare side or the consumer health or whatever we want to call it is changing the landscape of everything that we do today. So talk about like, I know you and I had an earlier conversation around the technology itself. And typically like you're standing up this new brand new sales organization that in the energy based device side of the business, the E B D side has historically been like a capital sales process, right? And then we kind of went through tell me about the evolution of that to where you are today and and the challenges of building an organization with historically successful people in the space, but with a new sort of motion, sales motion that you're going to pick with your customers today. speaker-0: Yeah. Well, I you know, I think there's there's trends that that go that come in and out of the marketplace. And when I first got into this space, it was really just a capital heavy, you know, kind of relationship with the customer. So there wasn't a a lot of what brought the company back to, you know, being aligned with the customer other than like a service agreement, which nobody really loves service agreements, you know. Customers don't love them. Sales reps don't want to talk about them. So it was sell the capital and then go find somebody else to sell the capital to, and then go find somebody else. So and then unless you have something else to sell them, there's not a lot of aligned interest. There and then there was another iteration around in our the, you know, energy based device world where some companies had consumables and, you know, they they offered a, you know, Capital plus consumable. And it really worked for a long period of time. And during that time frame, interest rates were super, super low. And so you could charge a lot for the capital and a lot for the consumable. and you know, the some of these companies did really, really well. cool sculpting being one of them. It was the largest actually exit in our space. 2.65 billion. They sold to Allergan. Allergan was acquired by Abbe. right afterwards. And that's that product, the reason it got such a big you know, multiple and all a lot of attention was 50% of its you know, revenue came from utilization. Right along that same time, there was other emerging companies that were wanting to get into, you know, similar categories within the space. And they decided, hey, we're just gonna stick with the high capital. and forego the consumable. So it kind of swung back again. And the marketplace stayed there for quite some time. And and so what we've seen now is rising interest rates, the ability to get liquidity, you know, in this marketplace has never been harder. and the banks are, you know, they're much, much more risk conscious. And so Getting access to several hundred thousand dollars to buy, you know, large, you know, capital acquisitions is is a lot harder for the everyday, you know, healthcare provider. And so what we're, you know, doing here at Boston Aesthetics, we're kind of rethinking, all right, well, how do you operate in this environment, not just for like the next year or two, but really more, you know, for the next decade, is to really align with the the practices and and continue to support them, not just, you know, in the initial, you know, onset of the sale, but really have a an aligned interest in their utilization and make the the economics friendly and and and and behoove them to stay loyal to the company because the other part we have that's kind of an unfair advantage is we have so much innovation and and access to our product portfolio that we really can do something different where we can cover almost every base that comes into with cash-based medicine and do it better, you know, than most of the incumbent technologies out there. And so that's that's our strategy. And we're excited to take it to market. We've already, you know, started in mid-April and you know, I'm employee number one here in in North America and We're we're over, you know, 30 employees now, and and we've we've landed national count. We've got a bunch of retail customers, and we're building out all the different you know, facets of the business. So it's been it's been interesting to see the new concept take form in the marketplace. And the response has been really really positive, not not just from the healthcare providers. And patience, but also from the sales reps and the trainers and the other people who are stakeholders in the whole ecosystem. There's people have been wanting something different for a while. And I think that's helping we we're entering at the right time, you know. speaker-1: Well, anytime there's a lot of change happening, you know, having something new. What makes Boston aesthetics different? What makes what makes that that experience different for your customers? speaker-0: Yeah, I you know, when it starts comes back down to technology, right? So when when we're a healthcare v provider is looking at making an an acquisition, they care about a few things, but these are the three primary things. So they want to know, you know, what their patients want to know is does it hurt? Does it work? And then what are the what's the cost, right? What's the economics around it? And so Boston Aesthetics really can can address all three of those rium you know at a at a 10 out of 10 on all all three levels. And and we have the ability too is a it's a new company in the in the sense that we haven't made a lot of market mistakes like some of the other you know people that have been around. And so that's that's been really helpful to also learn from the past, take it to take it to where it is now. We really are listening to what the market place is asking for and implementing it. And so we the other the other advantage to that, you know, being being different is our you know, we haven't over built the company in one particular way or another. And so we're very flexible to what the demands of the marketplace are, right? We we started in 2026 in the era of of AI, right? Most of these companies, most companies have started ten, twelve, fifteen, twenty thirty years ago and they've got some really outdated infrastructure. And so that's one of the advantages as well is we don't have any of those things that we have to unwind or have the caring costs of. So it allows us to be really nimble and and help be aligned with with the customers. speaker-1: You know, and that's really such an interesting angle. I love it, number one. So I'm gonna dig into it a little bit because while it can create friction because everything's brand new, right? Sometimes like, you know, you're you're taking the machete and you're walking through the jungle for the first time to create that path. That's always a little ch more challenging. But what I love what you just said is that you're not dealing with the friction or the inertia of the past or the bias or unwinding things that have been done. And I think That is a really refreshing look for a lot of other leaders and founders of their organization when you're you know, you can sit here and say it's really hard, but there are parts of what you're doing that has made it easier because you know you don't have to undo anything. And I love that concept. speaker-0: Yeah. Well one I'll give you a real concrete one, which is, you know, we're making a choice around CRM, right? And historically CRM, you know, very big investment. and then very low buy in from the the sales force, right? Talk speaker-1: Yes, yeah. speaker-0: about friction, Terry, you know, trying to get the sales reps to actually use it and and you know, actually pour value into it. So We had a conscious, you know, you know decision to make around what do we do? And we're actually have built an AI native CRM system that's super, super rep friendly. So it does all the prospect list building and finding right from their phone. And so they can go into any marketplace and it will geolocate where they are and it'll say where all the practices are and it ranks them based off of their likelihood to purchase and it's getting even smarter on their likelihood of credit worthiness. So now the reps are able to to make better decisions in the field. So that's just one element of it. The second element of it is from a coaching and guiding the team standpoint is that they can voice dictate and pre-call plan, postcall plan right into the the the app. And so we can take that and build the learning model as the reps are out there, you know, learning and and in the field. So what what happened in prior companies is none of that with c data was captured. There were there was the the conversations were happening. They'd call their manager, they'd call their, you know, what whoever and they would recap it, but none of it was was was recorded in the CRM. None of it was was at all was at all updated And they're not we certainly wasn't used as data to to become more intelligent. And so that's one of the s the is the advantages of like being right now. And it's a fraction of the cost of investing into, you know, one of the you know, one of the CRMs. And so that's a that's a really, you know, kind of real example of of twenty twenty six thinking and you know, and and being able to do that. And had we made the several six figure investment into the old one, we wouldn't we probably wouldn't have the energy to to to to do in the new one that's modern or have to unwind all the you know the work that was done. So that's some of the the cool things about operating right now. speaker-1: That's a great example and and you've actually built a system that prospects, that directs, that will capture information and probably my guess is use that information to help guide on next steps too, probably in terms of like next best step for your team to do that. It's it's speaker-0: gotta be worth it for everybody, right? And that's that's where it's it it was always hard as a sales manager, sales leader, is to get buy-in from your your reps who are out there working really hard and they're driving all over creation and they're you know they're doing what they're doing and and so to ask them to take time to sit down and log things in was pretty much a no-go, right? You just had to put they they you just had to press on performance and then hope that that happened. So a lot Lot got missed in that. And it's it's one of the things that no company has really figured out, at least in the E B D space. just because the reps time is so valuable. They're so the reps are, you know, very they're very costly. You know, they're it's a high skill set, it's a high knowledge business. And so it's not like you can just mandate to a 15-year veteran that they're gonna start entering things in. You're gonna lose them to the a competitor who says, That's crazy. We're not gonna do that. So that's that's one of the things that we we we really thought through is how we make this super, super rep friendly so that the the all of the input actually is is genuine and not not just doing it out of begrudgingly entering in information. speaker-1: Well, and and if everybody's buying in and those things, then marketing gets better data, your forecasting gets more accurate, you know, the variability of, you know, end of quarter forecast on what's closing, what's not closing changes immensely from a seventy five percent confidence interval to ninety to ninety five because the data in there is real and people are engaged in those things. And frankly, AI can probably start Now, since you're a newer organization, but AI could probably historically look at old deals and say, This is what closed and this is what didn't close. So moving forward, you probably have a really good, you know, AI sort of like pipeline navigator that says, Somebody says this thing's gonna close in six weeks, but historically saying that probably you might want to ask this question or this question because that part of this deal is missing in the system. And so I think that's where AI really kinda helps too and and You know, I I think you're an exciting journey with that. I gonna stay close to you on how that system works because it it's built for salespeople and frankly we all know that and guilty as charged, but you know, that whole CRM system and that energy comes from above and you know, your boss is kicking you in the ass and you kick the next guy in the ass and he's kicking the next guy in the ass all the way down the line. And that's how typically CRM adoption works, you know. speaker-0: Yeah, it's a Friday of Labor Day and you're asking your salespeople to do something that you wouldn't want to be asked to do. It's like, man speaker-1: Exactly. speaker-0: Right. speaker-1: Exactly. so let's talk about the the challenge of blending the the mindset of and he said something that was really interesting, and you and I talked and we you brought up, you know, tenured sales professionals. So you have tenured capital sales professionals in this energy based business, right? That typically has been very driven by capital, which is sell the product and then move on to the next. And now you have this new sort of sales culture you're trying to build around building a business and retaining business and finding ways to actually not just sell capital but then, you know, sell the things that go along with that, that you can have a a smoother flow from a CEO perspective in your revenue. How does that how do you how do you hire culturally for that? Because you want to hire people that are experienced in your space, but you know, they they've historically done it this way. And now, you know, from a from a strategy perspective, you're you're you're pointing in a Similar direction, but you're kind of pivoting a little bit. How do you how do you handle that? speaker-0: Yeah, this is a I mean, this is the magic, right? This is the hardest part of of of a new idea or a new concept is to be able to to take and merge the two. when you look at sales rep behavior, I think part of it goes very it's very logic based in what I'm about to say is is show me how they're paid, show me how they're behave. Yeah. So if they're paid a certain way, right, based off of if there is an alignment of incentive around utilization. all of a sudden you get to see people behaving around utilization. So you know, that's that's really one of the easiest ways to to point to it. But it there is also a a filtering process is that can someone you know, actually do they meet your philosophy? Right. And that's one of the first things that we, you know, when we're screening is is this person so set in their ways that it's a it's just not gonna work. Right. And so that's it's a high level philosophy type conversation. And then we move into strategy and then we move into, you know, do do does does this make sense to to you know to to go to move forward. So a lot of the times we'll have that philosophy conversation and it it doesn't align. And so we we we're not gonna make enemies like, hey, we're we're friendly with with the marketplace, but we know that it's not the right move for us to bring in one of the people who are just kind of rigid in in their thinking. So that's that's where I think one of the concrete ways that you can do it is is start with philosophy. And I learned that actually from the my founder, Ray, and most of our discussions, you know, very early on of me, you know, coming, you know, on board with Boston Aesthetics revolved around philosophy. And What was important in business? What was important in a sustainable business? What was important in 2026? What was, you know, what successes happened in the past? Don't necessarily you you have a lot of learnings there, but are they transferable in the future? And and that was a really great experience for me. Number one, it was a slow process, and so there wasn't a rush on either end. And so there was really a genuine get to know you align on philosophy. And I've taken that into now my recruiting and and talking to, you know, people is that you don't have to force anything, even though we have this huge goal and you know we we have these aspirational you know thoughts on where things are gonna go and we all talk about it. That's how we we we think as a company. There's this other side. That is we don't force if it doesn't fit, it doesn't fit. And we remove need from the equation. And it seems to be attracting more people. And it's go it's actually speeding us up. So it's it's that philosophy piece is is an incredible little gift in business. speaker-1: It really is. And in getting, you know, life is hard, work is hard enough and it and and having people aligned on a mission and a philosophy is always a good thing and instead of you know, 'cause it turns into friction. It does. Like so if if they don't have the same belief system, if they don't have even if you talk about competencies and some people just aren't built for certain parts of the business either. Like some people are totally built to sell something and never see the customer again. Right. Like that's not how my mind works, but there are people that do that really well. Right. and there are some people that, you know, the thought of having a customer and having to stick with the same customer for the next three or four years wouldn't happen either. So, like, you know, there are truly hunters out there and there are people that hunt and kind of farm and have this hybrid mentality that, you know, you've got to create a workplace and a philosophy environment that's a good fit for everybody. It's not just you, but like even in you know, it's it's I I think that's a a great thing to do. the other thing I wanted to ask you is, you know, for years you've been working as in the in with the leader in the space and now you're like, you know, you're you've been working for Goliath and now you're David. Tell me about tell me about like, you know, the whole David Goliath the g David Goliath concept with you and you know, how do you how do you go to market now, you know, being the the unknown name? But with, you know, a great product, a great mission in front of you and and a great company behind you as well. speaker-0: Yeah. Good question. you know, there's something exciting about a brand that has complete green space, right? And and that's one of like when we align on philosophy with, you know, people that are joining the company, if that doesn't excite someone, then they're not a good fit. Right. And so that's n one of the things that helps with this whole David and Goliath, you know, I I really think that's a good one, analogy. And so the the other thing is a lot of these accounts and doctors, you know, they have a career and it goes for 30, 35 years. You know, I'm 16 years into mine. I've got a lot of relationships. My the people who have hired have a lot of relationships. And I would say that it's not that hard to get conversations started about a new company that has a different approach to the market. the the the response has been really a lot less friction than than you would actually expect. And I think that there's just overall a little stagnation that's happened more recently in in in our space that makes those elements of being new actually an advantage, you know, to the whole equation. you know revenue wise we're we're not gonna do what a company leg legacy companies, you know, within the first year or what. But the framework and getting the, you know, the right, you know, physician advocates or key opinion leaders and brand ambassadors, that's been shockingly way the the the lot easier than than we would have expected. there isn't a lot of like I'm only a s X company person, right? There's most of the marketplace is pretty open minded to working with multiple companies. And and I think that that's just kind of the state of the industry. That's it's it's some some companies have a good following, but that still doesn't preclude another you know, company coming along. And there's so many different verticals to address with inside cash-based medicine that You know, this company has the strengths in this one vertical, this company has a strength in this vertical, the another company has a strength here. And so there's always gaps to fill. And and so that's you know, where you're looking at what conversations you're gonna have. It's really in the eyes of what gap can I fill, instead of trying to force anything, you know, with with these accounts. speaker-1: Cool. we also talked about this this high intensity execution and meritocracy component in our earlier discussion. what does this look like day to day and and you know you know, I grew up in a grinding environment. Like that's just how I was able to kind of punch my way to success, is just that high intensity execution, hyper focus. how do you how do you balance that in today's marketplace where you know We're it's a different generation in today's space and how people want to work and have balance and do things differently and be successful and you know, how do you as a leader sort of breed a different culture for your people? speaker-0: It's if that's a good point. So I have Gen X. I don't have any boomers on the team. Gen X, Millennials, yeah, Gen Z. And there are some, you know, nuances between between the different groups and you know, most of the sales team is gonna, you know, fall into a certain category and I think it comes down to the individual and and and so where I've had six success, and this is much, much harder the higher you get and that you know, the more scaliant, right? So train it's training your your your leaders to really find out what the sales team or your whoever they're leading, what their love language is, right? For lack of better words, what's motivates them and who are the who they are. And sometimes it's not the obvious, like in sales, most people think it's you know, money or recognition. Right. Those are the the two drivers, right? And a lot of times it is. What what we will have learned also by doing some of some a lot of different projects and committee style work together is it's contribution, right? It's having a voice. And so being able to figure that out on who responds to what has actually been one of the the bigger un you know unlocks for for me as I've grown as a leader is is is don't make just assumptions that someone needs to be The highest compensated and and celebrated all the time. That's not everyone. And a lot of times people have three or four different love languages, but there's their two two primary ones. And and and so training the team to really get to know the who they're leading and what their motivations are, what what their family life is like, and really respect who they are as a human. That allows you to go a lot further together, you know, and versus it's just this employer employee thing and clock in at this time, you know, you give me the revenue, you know, where's your forecast? That that that just doesn't work in today's workforce. There's too many options. Unemployment's too low. you know, we don't I I don't think the employer has the leverage any any longer like, you know, it did fifteen years ago. So it takes a totally different mindset to To really operate and win. speaker-1: It does and it's it's challenging, but it's it's a it's a better environment today. You know, there's always that balance between, you know, where I struggled as a leader early as a my early leadership was because I'm a really just accountable kind of guy, is like balancing accountability and empathy together. Like that's a it's a really tough conversation to to s to sit there and say, I understand, however There's the data part, right? And so that's I've always used data as my accountability piece. So you really don't have to have an opinion. It's kind of what the data says. But I agree with you. It's it's the higher you go up in an organization and you start build building four and five different age demographics of categories on philosophically how people what they want out of their life. And you brought up the love language. I think that's a perfect thing to actually kind of figure out what their four are and what their pre primary are. Really helps as a leader to help take that friction out, I'm sure. speaker-0: Yeah. But you're right about data, right? And sales is a performance-based business. So as much as, you know, somebody is great and lovely to be around, if they're not doing what that needs to be done from a performance standpoint, that's it. I mean, it is what it is. I think the other part is is who gets elevated within an organization, you know, to me, it really has to be from, you know, a couple of different things is, you know, what have they shown us from a performance standpoint and then how are they improving as a leader, right? And that's that that's just too too non-negotiables, right? So if you want to be the the president of the company one day, but you're not very good at selling and you're you're in the middle of the stack rankings, that's not that's not reasonable. So we you can be real frank with any generation about that, right? Just because it makes it just makes sense, you know, from a a a standpoint of of meritocracy like you talked about. And and those who earn it, you know, deserve it. And that I think still plays in today's marketplace, you know, and and if it doesn't, people don't like it. They leave. They go to a a company that has culture that that rewards other things. You know, and I just don't believe that those companies will be as high performing if they don't have a meritocracy. speaker-1: You know, as a leader of this company and building this new culture, I'm really I love what you're doing there. I got two more questions. One is really about like you're going through this first phase and you must have one piece of advice you could give another leader who's going through the same first phase that you are. What would that one piece of advice be? speaker-0: Well well, all right. So when you this is like very recent something I'm working on right now as we speak. And I don't think you're gonna expect the answer. So may the audience might like this. when you're going from you know, you're an expert at one thing, right? And then you're moving into an elevated position where you now have to learn a lot. You go from unconscious competence where you can do it in your sleep to now you are You're not aware. There's there's a lot of things that show up that are brand new to you. And so it's a it's a lot on the nervous system, you know, to to to consistently be learning stretched and and growing all at the same time. And so that can really affect you. And so I would give to somebody who's just gone through the past six months, you know, I would say figure out how to really regulate your nervous system so that you can make clear decisions. and and and almost slow down to speed up. And that would be one of my my one of my big learnings and and and and so you know meditation has been a big part of of my morning routine and really getting back to a fundamental morning routine that sets you up for the rest of the day will help because something's gonna hit you at 10 a.m that you just have never dealt with before and the more you get used to that It gets, you know, you it'll be unconscious competence soon. But while you're going through it, man, you can get fried and you could be in worry and you could be in a state of what's the next thing to happen? And so being able to to s to to move shift out of that resistance and move into flow is is is what I would focus on. speaker-1: Move out of resistance and into flow. What a great set of words, by the way. Thank you for sharing that piece. speaker-0: Sure. speaker-1: So you got that curve, Bob. I got one more knuckleball throw at you, too. So and this is a question that I ask every guest on my episode or my program. Hopefully one day I'm gonna put them all together and just have an episode with this this one answer. So if current day Brandon could go back into younger version of twenty two year old and you can just give one piece of advice, not two, not three. It could be personal, it could be professional advice, it could be financial advice. But if you could go back to your younger self and say, and based upon what you've learned now and what might have been your biggest fear then, what would you what advice would you give yourself moving forward? speaker-0: Do what scares you, run at it, just run at it, right? Don't hesitate. You know, nothing really bad's gonna happen, right? What you catastrophize and what you think might might happen gets in the way of action. Don't don't do that. Just run at it. speaker-1: Yeah, don't let fear get in the way. What a great set of philosophy to leave the audience with. Great having you here today. I'm so excited to hear about the s future success for you and Boston Aesthetics. And again, thank you for being here. I'm sure the audience took a lot from it. speaker-0: Thank you, Terry. It was a great conversation. Appreciate it.