Building a Medical Aesthetics Sales Team From Zero

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0:00 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, it's very logic based in what I'm about to say is, show me how they're paid, show me how they 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 almost slow down to speed up.

Do what scares you. Run at it. Just run at it. Right? Don't hesitate. You know, nothing really bad is going to happen. Right? What you catastrophize and what you think might happen gets in the way of action. Welcome to Zero Friction, Terry Coutsolioutsos 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 kind of go into what you're doing today at Boston Aesthetics. yeah, well, thank you number one Terry for having me on the show It's a it's a it's been fun to get to know you and I'm like looking forward to our conversation here So number one, let's start there I've been in aesthetics for 16 years and You know the 16 years ago to where we are now, the marketplace 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 then the interest rates for selling capital where we were 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 sales leader and running 100 plus people over 100 plus million in revenue to now actually, but you said standing up a commercial organization as a first time CEO in this crowded marketplace, you know, there's a lot, there's a lot of time packing all of it.

2:46 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 this conversation with you. Well, good. Well, let's do a little background on Boston Aesthetics and you're standing up this new organization. I know that, you know, it's part of a larger investment, you know, back company. So tell us a Yep. 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.

Yeah. So, Boston Aesthetics is powered by a group called Peninsula Medical Group. And they're actually out of Shenzhen, China, which I didn't know a lot about China in general before getting involved with Boston Aesthetics. And so there's been a lot of education on, on, um, on that marketplace. Also, um, you know, a lot of the Eastern philosophy that happens, you know, the way that business is done in Asia and that's been quite fascinating, but I was introduced to, to Peninsula medical group and, um, 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 reoccurring revenue, which is like that sends light bulbs up and in my head, those are really healthy numbers.

And for especially in an energy based device company, most people like aspire to be at something like that. And in my, you know, experience, I've only seen really one company here in North America, maybe two, um, or I've actually only worked for one company, um, that, that got their numbers to where over 50% came from reoccurring revenues. So that intrigued me. So I'm like, I want to talk to, to, to the founder of this company. And when I learned more and more about Peninsula medical is it's very, very interesting.

So the company was founded by a physician 18 years ago. He started the company out of basically some frustration with a laser, he 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. And so he went on his journey to then, you know, formula a company and, you know, 18 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 EBD companies in aesthetics, most of them are either on by shareholders or private equity backed.

5:37 So this makes us 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're having, getting to know each other, was, you know, the strengths of the R &D, strengths of the engineering. And he said, you know, I've got 400 engineers, you know, that work in our R &D center.

And I thought, okay, that's, you know, that seems like a lot. But then you go there and I went to the R &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, uh, you know, and, and iterating and innovating. And it was at that moment, 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's where all the componentry for all the, most of the medical equipment that's made in the world actually is from this area of China.

So that's one of the advantages. And then the access to talented people, they, Shenzhen China is like a hub of where young engineers from all over the country go. And because there's so much economic opportunities. 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 genesis of, of Boston aesthetics, uh, was, was that trip and, and Ray and I aligning on a lot of different things. Well, you know, as a former sales guy and relying on technology, it's always comforting to know that your company is investing in tomorrow 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 crazy how that market segment is exploding right now with you got GLP and weight loss. And it sounds like everybody's kind of jumping moving into the regenerative or the functional or the aesthetic space, the weight loss space.

8:16 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? Yeah, it is. And this, I think that's one of the fascinating parts about cash based medicine in general is it's, it is consistently moving much faster. I would say then most industries, especially in medicine, few things contribute to it, right? One is that because they're not taking insurance and it's not Medicare, Medicaid, it's not as regulated when it comes to innovation or offerings to patients because people are paying cash for this, you could have somebody quit their job, Let's say they worked at a hospital for 20 years, they quit, they open up a business, they start offering aesthetics, GLP -1s, and in wellness within a matter of months, and they could be relevant in their market.

It's very different from being in traditional medicine where you have to kind of stay in your lane and then align with a hospital system or really have a feeder system in order to have all the patients flow. This is a retail business, so that makes things change very, very quickly. What's a want versus a need business, right? So at the end of the day, there's want and there's desire, and I think there's benefits to both sides where there's a need -based medicine, then there's a want -based medicine.

And I think the cash paying healthcare side or the consumer health or whatever we wanna 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 EBD 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 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 through with your customers today.

Yeah, well, I think there's trends 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 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 of buying somebody else's and then unless you have something else to sell them there's not a lot of aligned interest.

11:24 Then there was another iteration around in our energy -based device world where some companies had consumables and they offered capital plus consumable and it really worked for a long period of time and during that time frame interest rates for super, super low. And so you could charge a lot for the capital and a lot for the consumable.

And some of these companies did really, really well. CoolSculpting being one of them, it was the largest actually exit in our space. 2.65 billion they sold to Allergan. Allergan was acquired by AbbVie right afterwards. And that's that product. The reason it got such a big 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 going to 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 so what we've seen now is rising interest rates, the ability to get liquidity in this marketplace has never been harder. And the banks are, they're much, much more risk conscious. And so getting access to several hundred thousand dollars to buy large capital acquisitions is a lot harder for the everyday healthcare provider. And so what we're 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 for the next decade is to really align with the practices and continue to support them, not just in the initial onset of the sale, but really have an aligned interest in their utilization and make the economics friendly and behoove them to stay loyal to the company because the other part that we have that's kind of an unfair advantage is we have so much innovation and access

14:01 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 than most of the incumbent technologies out there, and so that's our strategy, and we're excited to take it to market. We've already started in mid -April, and I'm employee number one here in North America, and we're over 30 employees now, and 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 health care providers and Patients 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're entering at the right time, you know. Well, anytime there's a lot of change happening, having something new, what makes Boston Aesthetics different? What makes that experience different for your customers? Yeah, you know, when it start comes back down to the technology, right? So when we're healthcare providers looking at making an acquisition, they care about a few things, but these are the three primary things. So they wanna know, you know, what their patients want to know is, does it hurt? Does it work?

And then what's the cost, right? What's the economics around it? And so Boston Aesthetics really can address all three of those really, 10 out of 10 on all three levels. And we have the ability too, is that it's a new company in the sense that We haven't made a lot of market mistakes, like some of the other people that have been around. And so that's been really helpful to also learn from the past, take it to where it is now. We really are listening to what the marketplace is asking for and implementing it.

And so the other advantage to that being different is 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 started in 2026 in the era of AI, right? Right. Most of these companies, most companies have started 10, 12, 15, 20, 30 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.

17:04 So it allows us to be really nimble and and help be aligned with it with the customers You know, that's really such an interesting angle. I love it. Number one. So I'm going to 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 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, Yeah. 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 don't have to undo anything. And I love that concept.

Well, 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 sales force, right? Yes. And and talk about Yes. friction Terry, you know trying to get the sales reps to actually use it and and You know actually pour value into it. So Yep. 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 So it does all the prospect list building and finding right from their phone And so they can go in 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 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, post -call plan right into the app. We can take that and build the learning model as the reps are out there learning in the field. What happened in prior companies is none of that data was captured.

Yeah. the conversations were happening. They'd call their manager, they'd call their whoever, and they'd recap it, but none of it was recorded in the CRM. None of it was at all updated and they're not it certainly wasn't used as data to become more intelligent. And so that's one of the advantages of being right now. And it's a fraction of the cost Oh God. Yeah. of investing into one of the CRMs. The big ones. And so that's a really kind of real example of 2026 thinking and being able to do that.

20:15 And had we made the several six -figure investment into the old one, we probably wouldn't have the energy to do the new one that's modern, or have to unwind all the work that was done. So that's some of the cool things about operating right now. That's a great example. 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 Yeah. like next best step for your team to do that.

It's gotta be worth it for everybody. Right. And that's where it was always hard as a sales manager or sales leader is to get buy -in from 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 so to ask them to take time to sit down and log things in, um, was pretty much a no -go, right? Well, You just had to press on performance and then hope that that happened. So a 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 EBD space. Um, just because the reps time is so valuable, they're so the reps are, you know, very, uh, they're very costly. You know, there, 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 a competitor who says, that's crazy, we're not gonna do that.

So that's one of the things that we really thought through is how we make this super, super rep friendly so that all of the input actually is genuine and not just doing it out of begrudgingly entering in information. and if everybody's buying in and those things, then marketing gets better data. Your forecasting gets more accurate. The variability of end of quarter forecast on what's closing, what's not closing, changes immensely from a 75% confidence interval to 90 to 95 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 new 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 going to close in six weeks, but historically saying that probably you might want to ask this question or

23:02 This question, because that part of this deal is missing in the system. And so I think that's where AI really kind of helps too. And, and, you know, I think you're an Yeah. exciting journey with that. I going to stay close to you on how that system works because it's built for salespeople. And frankly, we all know that and guilty as charge, 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.

Yeah. And that typically CRM adoption works, you know, 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, oh man, exactly. that's not my friction. Right. Exactly. So, let's talk about the challenge of blending the mindset of, and he said something that was really interesting. and you and I talked a- 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 sell the things that go along with that, that you can have a smoother flow from a CEO perspective in your revenue. How do you hire culturally for that? Because you want to hire people that are experienced in your space, Yeah. but 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? Yeah, this is a, I mean, this is the magic, right? This is the hardest part of a new idea or a new concept is to be able to take and merge the two. When you look at sales rep behavior, I think part of it goes, it's very logic based in what I'm about to say is, show me how they're paid, show me how they 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 really one of the easiest ways to point to it. But there is also 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 just not going to 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 it does, does this make sense to, to, you know, to, to go to move forward?

26:08 So, um, a lot of the times we'll have that, uh, philosophy conversation and it doesn't align. And so we, we, we're not going to make enemies, this is like, Hey, were we 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 their thinking. So that's where I think one of the concrete ways that you can do it is start with philosophy. And I learned that actually from my founder, Ray, and most of our discussions very early on of me coming 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 have a lot of learnings there, but are they transferable in the future?

And, um, 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 a line on philosophy. And I've taken that into now my recruiting 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 have these aspirational, you know, thoughts on where things are going to go. And we all talk about it.

That's how we we think as a company. There's this other side that is we don't force it. 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 actually speeding us up. So that philosophy piece is an incredible little gift in business. it really is. And in getting, you know, life is hard, work is hard enough and, and having people aligned on a mission and a philosophy is always a good thing. Instead of, you know, cause it turns into friction, it does.

Like, so 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.

28:49 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 in 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 think that's a great thing to do.

The other thing I wanted to ask you is, you know, for years you've been working as, and with the leader in the space, and now you're like, you know, you've been working for Goliath and now you're David. Tell me about the whole David Goliath concept with you and how do you go to market now being the unknown name, but with a great product, a great mission in front of you and a great company behind you as well? Yeah. Good question. Now, there's something exciting about a brand that has complete green space.

And that's one of like when we align on philosophy with people that are joining the company. If that doesn't excite someone, then they're not a good fit. And so that's one of the things that helps with this whole David and Goliath. I really think that's a good one analogy. And so the other thing is, 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.

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 response has been really a lot less friction than you would actually expect. And I think that there's just overall a little stagnation that's happened more recently 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 not going to do what a company legacy companies, you know, within the first year. But the framework Right. and getting the, you know, the right, you know, physician advocates or key opinion leaders and brand ambassadors. That's been shockingly a lot easier than we would have expected.

31:32 There isn't a lot of like, I'm only a ex company person, right? There's most of the marketplaces pretty open minded to working with multiple companies. And I think that that's just kind of the state of the industry. That's it's some, some companies have a good following, but that still doesn't preclude another 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 and another company has a strength here.

And so there's always gaps to fill. And, um, and so that's, you know, where you're looking at what conversations you're going to 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 We also talked about this high intensity execution and meritocracy component in our earlier discussion.

What does this look like day to day 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, where 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.

It's that's a good point so I have Gen x I don't have any boomers on the team um gen x uh Millennials Gen z and um Yeah. There are some nuances between the different groups and most of the sales team is going to fall into a certain category. Sure.

I think it comes down to the individual. Where I've had success, and this is much, much harder the higher you get and the more scale you get. Yeah. So it's training your Crazy. leaders to really find out what the sales team or whoever they're leading, what their love language is. For lack of better words, what motivates them and who they are. And sometimes it's not the obvious, like in sales, most people think it's money or recognition. Those are the two drivers. And a lot of times it is.

34:11 What we will have learned also by doing 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 bigger unlocks for me as I've grown as a leader is, don't make just assumptions that someone needs to be the highest compensated 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 primary ones.

And so training the team to really get to know the who they're leading and what their motivations are, what their family life is like, and really respect who they are as a human, that allows you to go a lot further together, versus just this employer employee thing and clock in at this time, you give me the revenue, where's your forecast, that this doesn't work in today's workforce. There's too many options, unemployment's too low.

I don't think the employer has the leverage any longer like it did 15 years ago. So it takes a totally different mindset to really operate and win. It does, and it's challenging, but it's a better environment today. There's always that balance between, where I struggled as a leader, early as my early leadership was, Um, cause 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 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 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. Yeah, yeah. But you're right about data, right? And sales is a performance -based business. So as much as, you know, everybody is great and lovely to be around if they're not doing what 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?

36:59 And then how are they improving as a leader, right? And that's just two non -negotiables, right? So if you want to be the president of the company one day, but you're not very good at selling and you're in the middle of the stack rankings, that's not reasonable. So you can be real frank with any generation about that, right, just because it makes, it just makes sense, you know, from a standpoint of meritocracy, like you talked about 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 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.

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?

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 make them audience smile like this. When you're going from, you know, you're an expert at one thing, right? 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 consistently be learning stretched and growing all at the same time And so that can really affect you and so 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 almost slow down to speed up.

And that would be one of my big learnings. Yeah, And so, you know, meditation has been a big part 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.

39:55 And so being able to move shift out of that resistance and move into flow is what I would focus on. drive, move out of resistance and into flow. What a great set of words, by the way. Thank you for sharing that piece. Sure. So you got that curve ball, I got one more knuckle ball throw at you too. All right. And this is a question that I ask every guest on my episode, my program. Hopefully one day I'm gonna put them all together and just have an episode with this, this one answer.

Yeah. So if current day, Brandon could go back into younger version of 22 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've been your biggest fear then? What advice would you give yourself moving forward? Do what scares you. Run at it. Just run at it. Right? Don't hesitate.

You know, nothing really bad is going to happen. Right? What you catastrophize and what you think might happen gets in the way of action. Don't do that. Just run at it. 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 future success for you and Boston Aesthetics. And again, thank you for being here. I'm sure the audience took a lot from it. Thank you, Terry. It was a great conversation.

I appreciate it.