Two suitcases,no English,a very long runway.

Twenty-five years later: a surgeon, seven companies, 1,200+ clinicians and surgeons trained, and one stubborn opinion about why great doctors stay broke.

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I did not grow up planning to run companies. I planned to be good with a knife. The business part was forced on me, by a payroll I could not make, in a practice I owned, in a country whose language I was still learning.

01Arrival

You learn a language faster when the alternative is failing.

I arrived with two suitcases and almost no English. Everything after that was compounding: night classes, then pre-med, then medical school, then surgical training. There was no plan B to fall back on, which turned out to be an advantage.

What I took from that decade wasn’t grit. Grit is cheap and everybody claims it. It was a tolerance for being the least-informed person in the room and staying there until I wasn’t. That’s the same muscle I use now every time a practice hands me its P&L.

02The knife

Minimally invasive, because the recovery is the product.

I built my clinical career around minimally invasive foot and ankle surgery, smaller incisions, faster returns, patients back on their feet in days instead of seasons. Technique obsession is the part of me that never left.

That obsession is now a training company, a fellowship track, and a surgical model that lets a surgeon get reps without waiting on a cadaver lab. More than 1,200 clinicians and surgeons have come through the courses.

MIS Intensive Cadara® Foot

Cadaver labs give you exposure.
Cadara gives you reps.

03The expensive education

There’s no residency for ownership. I did mine on my own payroll.

Everything I know about building a practice I learned the expensive way: one payroll, one bad hire, one renegotiated lease at a time. I overpaid for consultants who had never signed the front of a paycheck. I hired for likability and paid for it in margin.

Then I did it again. And again. Seven companies later the pattern is boringly consistent: the clinical work is not the constraint. Pricing, systems, staffing and owner dependency are. Fix those four and the practice stops being a job.

ClinicalUnited Foot & AnkleThe practice everything else was tested on first. Nothing I teach is theory I have not run through my own payroll.

EducationMIS Intensive / MIFASHands-on minimally invasive foot and ankle training, plus the longitudinal fellowship track for surgeons who want mastery, not exposure.

DevicesInnoHealth Systems, Cadara® FootA radiopaque, skin-wrapped surgical training model, co-founded with Dr. CJ Au. Silicone skin, deformable bones, works under fluoroscopy.

MastermindPrivate Practice SyndicateTwelve months with established owners. Real financials on the table, no cheerleading, no stage-managed wins.

EducationCME DynamicsAccredited continuing education built the way clinicians actually learn: in the room, on the tissue, with the reps.

GrowthPodiatry MidasMarketing and growth systems for practices, built from campaigns I paid for out of my own operating account.

AIPrivate Practice AIVoice agents, workshops, and agent-and-automation buildouts. Deployed in my own companies before anyone else’s.

04The machine

I deploy AI to private practices. One condition. It must run in my companies first.

The phone nobody answers, the prior auth nobody chases, the recall list nobody works. That is where AI earns its keep in a practice. Not in the exam room. In the work you never trained for.

I went and got the credential, MIT Sloan AI in Business, and spent a year proving it on my own P&L. What I sell now is what survived: voice AI on the phones, adoption workshops for your team, and agent-and-automation buildouts that make a practice AI-ready, with a hard line on patient data.

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05Why I teach

Great clinicians stay broke because they optimize the wrong variable.

They optimize skill. Skill is table stakes. The other variable is ownership: systems, margin, leverage, and eventually the freedom to walk away from the schedule without the revenue walking with you.

I teach it because I was the guy paying full tuition for lessons that should have cost a conversation. The Syndicate is the room I wanted at 35 and could not find: owners with real numbers on the table and nobody performing.

Years operating

1,200+

Clinicians & surgeons trained

Companies built

Books written