How to Scale a $7B Global Legacy Using High Level Business Growth Strategies with Dr. Vivek Eranki

0:00 People are there for the painter, not the paint. So the painter is the one that gives you the result, The paint isn't the one that gives you the result. And once clinicians understand that rather than investing in pharmaceutical pharmaceuticals, they invest in their skills and the more hone their skills, the better the result.

0:19 I mean, if you look at all the agents of Melbourne, Australia, so there's seven different boat offices and there's some 30 different types of pillars available in Australia. Objectively, there's very minimum difference between them, right? If you speak to every pharma company that they think that their one is the best thing in the world. But objectively, they're all exactly the same. What makes a difference is a clinician that's injecting the agent.

0:42 I mean, sure, some of them are more expensive, some of them are a little less expensive, but you're looking at, you know, plus -1020% nothing that is material. So that's one thing that I tell clinicians is to understand their value and their were. Hi there. Are you a professional or business owner teaching investors for sharing big ideas? What your presentations just are not keeping up with your vision? That's exactly why I use Gamma app are proud partners. Gamma is an AI powered platform that helps you build beautiful decks, documents and web pages in just minutes. No complicated formats in no design headaches, just clean, modern presentations that communicate your ideas clearly and professional.

1:29 If you want to present like a pro, Sign up today using the two stack link in the description below and start creating smarter the camera app Realise that. Ladies and gentlemen, you once again welcome to the Kingdom's podcast and diary of a CFO. And today we've got a very, very special guest all the way from the world down under. Beck.

1:53 Welcome Whiten out of Perth, Australia. Doctor Vivek. Ranking. And when the action begins in the Octagon, is the Prime Minister of Australia Are you ready? Aussie, Aussie. Aussie. Introduction. Aussie, Aussie, Aussie especially. Only before, especially before the Australia Day long weekend. We got Australia Day coming up on the 26th of January, so it's a very patriotic time in Australia here. So yeah, it's a great introduction. Thank you very much.

2:33 Thank you very much. So and of course I'm really pumped to that the UFC is is coming back. We've had any event this year and we are having a really, really milestone event on Saturday. It's a new era in the UFC. So they now have a new TV licence deal with Paramount Plus and it's a $7 billion deal, $7 billion contract. It's massive, It's massive.

3:01 They would easily make the money back on that. They would easily make the money back because the amount of people that watch UFC, the amount of people that enjoy UFC, even just having you in the background, you're going to have a lot of eyeballs on yeah on the show. So yeah, I think that's a great deal for Paramount Plus.

3:15 Exactly. Fantastic. Wow. I'm a very, very big fan of the UFC. And of course, you know, I sometimes don't. the Champions jersey went on the show. I'll show you. the Champions jersey is black and gold. This is black. This is black and gold for the Champions. OK, Thank you very much. Ladies and gentlemen, you once again, welcome to the Kingdom's podcast. And we have Doctor Iveka Ranki.

3:40 He is the CEO of Cosmetic, Australia's first accredited cosmetic clinic and one of the fastest growing names in non surgical aesthetics. Under his leadership, the brand has expanded to nearly 20 clinics nationwide, launched a national franchise model and empowered nurses and clinicians to become confident business owners.

4:01 But this conversation is not one just about beauty. It's about mindset. It's about business discipline. It's about leadership under pressure. It's about creating trust in an industry where trust is everything. Doctor Vivek operates at the intersection of healthcare, entrepreneurship and scalable systems. His work challenges outdated standards and raises the bar for safety, transparency and performance across the industry. This is a conversation for founders Schnals. There's Mitchen and anyone who believes their work should carry impact, not just about income.

4:38 Doctor Vick, welcome to the Kingdom's market and Daria, the CFO. How are you doing today? You're doing very well, Doing very well. Ed Muller, thank you so much for having me on. It's an absolute pleasure being on your show, especially from Perth where it's 40° outside today. So yeah, it's looking forward to the show from the.

4:57 World's down under the Aussie the Aussie versus the Kiwis. Wow. Yeah, that's age-old rivalry. The yeah, the age long lifelong rivalry. Let's dive into your origin story and of course the identity shift. So let's take it back to the beginning. Who was Doctor Vivek before cosmetic existed? And what personal moment shaped the decision to build something bigger than just a clinic?

5:23 Yeah, I, I started off as a, as a doctor, wanted to specialise in trauma surgery, actually orthopaedics and trauma. And I spent many years in the hospital system and great job. I have a lot of respect for people who do their job, but it is a very difficult job, especially working in the surgical field. The lifestyle is, does absolutely take a hit. So there'll come times when you spend more time in the hospital than you do at home.

5:50 And So what happened concurrently is my wife is a dentist and she opened a dental clinic and I enjoyed the business side of healthcare a lot more than I enjoyed the hospital of healthcare. And what happened is we scaled that business to three dental clinics around the Perth and it got acquired by a corporate. And simultaneously we also purchased AGP clinic and that got acquired by corporate as well. That's where I got started on the healthcare and the business aspect of healthcare.

6:24 And that transitioned into the cosmetic industry because cosmetics is one of the one of the only fields in healthcare where you do treat people that are coming to you already healthy, that are coming to you without any pathology. And you are putting your skills in place to make them feel better rather than trying to fix the problem that they have.

6:46 So you're not starting off from a net negative position, you're starting off from a positive position and trying to improve the outcome of these people. And that's the only part of healthcare where you could do that. And that's what drew me towards towards the cosmetic industry. And we started off with one clinic in person.

7:03 Overtime, we scaled to clinics around the country. And recently, last year, we opened our franchise channel. And currently, we've got 4 franchise clinics and another six about to open shortly. So there's a lot of interest on the franchise side. But one of the things, one of the decisions we've made early on is to limit franchising exclusively for doctors and nurses.

7:27 And simply because I want to give other clinicians the same opportunity that I've got and I want them to find the pleasure in owning businesses, running businesses and scaling businesses because it can be rewarding both in terms of, I mean, from a financial perspective, correct, but also from a freedom perspective as well and from a creativity perspective as well. And this is.

7:47 Something how about from a technical competence perspective? Oh, absolutely. How about and this franchise comes. In because yeah, because what happens with franchising is you you automatically have the guardrails of the franchise system, right. So the franchise system tells you what you cannot do and that usually correlates with what is legally not allowed. Franchising is a great step in because it basically means that people are able to jump into business ownership without burning their fingers and without doing something that could get them in trouble.

8:19 And this is this is where it's a win win really for them. And the the reason why we limited it towards clinicians, doctors and nurses is because we wanted to have that ownership of the clinic as close to the point that that intersects with the patients. So when patients are the ones that interface directly with the clinicians who also are the business owners, in my view, that gives the patients a maximum value. And that's the reason we made the decision because there's a lot of people that approach us who are interested in opening the clinics as investors.

8:55 But again, they would be running it not on the ground level so that, that passion that they have would not be, would not be translated to the patient. And we want to absolutely have passionate clinicians treat the patients. And so far the, the, the franchise clinics are doing exceptional. The feedback that we're getting from patients, the feedback that we're getting from the from the clinicians has been, has been outstanding and it's been very rewarding when I, when I speak to them about the experiences they've been having. So yeah.

9:29 Interesting. It's a journey that that that's that's been very good fun so far. You know, one thing that I, I appreciate about that model of restricting ownership of the clinics to doctors and nurses, you know, it gives way for that technical competence to be assured. Of course that informs the integrity of that practise. We should remember it's not just a business, but also a professional practise.

9:59 And professional practises are governed by strict regulations and both those regulations should be adhered too. So it's honestly to have a professional, a licenced professional to to actually run the business you're going to keep in something. You're completely right about that. And one of the things that struck me when I was younger is when I was in the hospital system. And when you're in the hospital system, you do community placements, you work in, in in community settings such as GP clinics.

10:29 There's a big difference in the in the mindset of the doctors where they're working for themselves as the owner of the clinic versus where they're working for a corporate where they have to abide by certain policies and procedures because somebody tells them to do so and hit KPIs. When are then looked into what material change that that made.

10:54 There is a, there is a much more of a personalised approach towards the patients in a, in a setting where the clinician owns the owns a business, whereas one where they are simply there as an employee, simply there because they just need to pay their bills. And, and when you then look at the relationship between the patient and and the clinicians, it is much better in practises where the clinician owns the practise than in places where the clinician works for, for a large corporate. And again, that's proven to be true, you know, in the franchise clinics, the, the, the franchisees, the franchise partners are doing an amazing job and it's been very rewarding seeing, seeing what they're doing. So many clinicians actually

11:36 still remain trapped in service roles. So you chose honorship and skillion. What Mantechiefs allowed you to see beyond the treatment room and seek and venture into enterprise? I don't know if it's always been something that that I was interested in and it was a natural progression, or if it was something where the I saw the value that I could bring opening businesses, opening the dental clinics.

12:02 But I recall being a medical student and me and one of my good friends opened a business where we imported mobile phones usually from China. These are your Nokia's and your Motorola's from for those people who remember those mobile phones, that's how old I am. And, and we sold them on eBay. And it was an amazing business. I like more than more than the money that I made. I recall the amazing fun that I had. And, and, and I think it's a positive correlation between, between running businesses and having fun doing. So I think that's what naturally progressed me into, into opening and running businesses.

12:42 And the other thing is once you do have that mindset, what happens is you see opportunities, right? You, you are at work and you essentially, rather than going to the motions of, of the work, you actually start seeing opportunities where it makes a sizable difference to the, to the consumer, the patient, the customer.

13:02 And yeah, once you get into the frame of mind, it's hard to, it's hard to escape it. So Cosmetic became Australia's first accredited cosmetic clinic. Why was accreditation non negotiable for G and what did it cost to hold that standard? So before, so firstly, before we went into the cosmetic industry, we've had experience in founding or buying and scaling and and successfully exiting in the dental space, the GP space and the day hospital space.

13:32 So in those areas accreditation has been established a long time ago. So accreditation is a set of standards that you have to meet that independent auditors on behalf of a government regulatory body come in and inspect you and they give you a stamp of approval saying yes, you are working at that level. When that's been proposed in the cosmetic industry, we were the first to jump into it simply because we do have that experience, We do have all of that intellectual capital in house.

13:58 So we were able to do it very, very easily. But more than that, the other thing that struck me was any change that is available to improve patient safety should be seen as mandatory, not optional. And the reason is in the cosmetic industry, you're dealing with people who are innately healthy from the start. You're not dealing with somebody who's got a pathology or an injury.

14:24 So which means that anything that could be put in place to not deteriorate the patient beyond the point where they're started should be done. I think it's an obligation and we were seeing thousands of patients a month. So even a small point, 1% change leads to a whole number of patients who are positively affected.

14:46 So from our point of view, safety is not negotiable and if. You're imagine for error. Be taken, we will take it. And that's exactly right. That's exactly right. I'll look at ourselves as the airline company. You want your airline to not cost cut. You want them to have an obsession towards safety.

15:02 I don't care if they give me peanuts or not when I sit down, but I do care that their planes are beautifully serviced every single time. There it's impassioned to profit. And of course trust is very, very important. I remember, I remember working at PwC. So a PwC, the mission statement is building trust in society by solving important problems.

15:22 And that sounds like exactly what you guys are doing and solving important problems and of course building trust in society. They hit the nail on the head with a mission statement, Yeah. You know, this is an industry that is crowded with marketing noise. It's trust standards. But how does trust become a real business assets, not just a branded idea?

15:44 I think, I think the way I look at trust in terms of real business practises, what would you do when no one is looking right? So it's easy to have a glossy website that talks about trust, mission statements and value statements, but do are these practised in areas in the deep dark crevices of the business that no one ever peeks into?

16:06 And, and, and the accreditation, for example, was that was a perfect example. Another one that we always do is mandatory training. So in our industry, if a clinician says that they're trained in something, most clinics, if not all of them, take their word as gospel and put them in contact with the patients.

16:24 But we are the only company that actually mandates internal and external validation of the training. So what we do is we put the same conditions through external as well as internal training to make sure that the standards are met. And this is exactly what I mean. Following, following these these steps that no one sees.

16:42 I think is is is important is important because what it does is it demonstrates values being put to practical use rather than being on a mission statement on a website. Excellent practise management right there. With that in mind, I'm just on our website and we do not have our values and website. So that's something that I should be bringing up with that we should probably do that.

17:04 That's. That is a deficiency in internal controls that has to be rectified. How did how did we fail to tell people what we said? We've just been showing people, not telling people, we need to do both. Action speaks louder than voice. Actions speak louder than voice. And there you go. And of course you know it's. I've just seen the PwC website as well by the way, it looks phenomenal, like phenomenal.

17:36 What does the branding at PWC's and these? PwC. Proud. Phenomenal. He's obviously proud you guys have actually scaled to the early 20 clinics nationwide, what systems bats at most, what broke 1st and what had to be evolved. Scaling is not the hard bit, right? Because. Because if you look at the demographic of people that get our treatments, it is pretty much any patients, any females between the ages of 18 to 35, vast majority of them get cosmetic treatments. So getting the patients through the door wasn't hard for us. The second thing that wasn't hard for us is also getting the nurses as well.

18:16 A lot of clinics struggle to find nurses. Every time we put up a job ad we get anywhere from 100 to 300 applicants. So we are the employer of choice. So we are spoiled for choice. So that's it hasn't been hard for us as well. One of the things that we had to scale is our audit and compliance system. So if for us it's mandatory that every patient that gets treated is actually audited by one of our independent staff members. So these are staff members not affiliated with the clinician that calls the patient up finds that every facet of what their treatment was like.

18:48 And we actively encourage patients to give us feedback. And that's important for us because when you reach more than a handful of clinics, you actually dissociate yourself from the front line and you can then stay in a bubble. It's so easy to stay in a bubble where no feedback reaches you. And we want to have as much as much of A direct phone line with, with the with the customers as possible.

19:14 And that's something that I consider as a very, very important step as we scale. Wow. So yeah, I totally agree with you. Feedback is very, very important and please us, you know, and that is what I also do in my ecosystem and it has led to winning awards. You know, I've been in the hospitality business, not hospital business, right?

19:36 And I've won the booking.com award for travel review for travellers reviews, right, three years in a row, three years in a row, thebooking.com award. And of course you're recently I was recently nominated for the black tech award, black tech achievement award in the UK. That comes with taking feedback and to ensure that there's amazing.

19:58 Thank you, very thank you very much. Thank you very much. She should go vote. I think the voting closes on the 26th of January. So guys, I'll put the directions to vote in the the. The description. The link, Send me the link. I will absolutely. I'll absolutely vote send. Me the link, I'll send you the link via link to well, thank you very much brother. So let's talk about the franchise model and of course empowering others.

20:25 You launched A franchise model to empower nurses, clinicians into ownership. So what does empowering others mean to you? And of course, why do you prefer it over centralising power? Yeah, that's a good question. So a lot of business owners, they worry about giving up control in a way. They want everything to be as controlled as possible. Makes sense.

20:47 I was there. And but what I've found is when you get good people in at the start, you micromanage them until they understand what needs to be done. But the results actually get better when you impart your values in that micromanaging process and then you zoom out and let them do their thing. And that's what we've done with the franchise model. So the first set of franchisees that we got were people that actually worked at the clinic or associated with the clinic. So for example, one of them was the first doctor that said that we've ever had at the clinic.

21:16 He's now a franchise partner. And and once we zoomed out, they essentially propagated all the values that we hold dear and the mission statements and essentially internalised it and are running the clinics exactly how we would do it. And that's what a democratisation of those values is something that that's led me down the franchising path.

21:39 We are very careful to do it in a controlled manner. So, so we we're not actively advertising on any, for example, doctors groups or nurses groups or doctors magazines about opening clinics. All the referrals we've been getting thus far have been through word of mouth, which has been phenomenal. And my initial view was not to have any sales staff because when you have a sales staff, you, you are incentivizing them to sell, sell, sell businesses.

22:04 And you might be bringing in people that are not doing that may not hold the same values as you do. But what we found after a while is when you're getting hundreds of applicants of people that want to become franchise partners, it's almost impossible to manage by yourself. We ended up bringing in our first part time salesperson, But again, we spent a lot of time explaining our values, explaining what we do. And this is a person that's been in the industry for a long time and she's she's phenomenal in translating that to to potential franchisees.

22:37 And we know that she's doing an amazing job because she frequently comes to us and says, no, I don't think this person's going to be right. I don't think that person's going to be right. So when a salesperson tells you not to sell something to somebody, you know that you've got a winner on your hands. Absolutely, you know, and of course we need to cheat in the fact that it's a high risk industry. So there are no rooms for errors, there's no mining for error.

23:02 And of course, you know, healthcare anaesthetics involves high risk, real life risk. So how do you train leadership discipline across the teams so that standards are not dropped in exchange for increase in sales? Yeah. So one of the things that we do is we are, we are very pragmatic about what we do, right.

23:20 So everything that we do has to be, we need to consider the fact that we are treating people that have no pathology. We have treating people that have no underlying illnesses or issues, right. So for that reason, risk propensity or the risk appetite has to to be different to when you're treating people, let's say for example, with a heart problem or with a broken bone. However, we also have to balance it with the fact that we're not scaring people.

23:46 So if you look at what we do, which is mainly Botoxes, fillers and laser treatments, there are some of the most safest treatment modalities out there. So the complication rates with any of these treatment modalities is extremely low. But if there is a complication, it is a complication on a very healthy person. That's the problem.

24:04 The problem is you have very safe medicines and very safe treatments. However, it's not a 0% risk being administered to people that actually are healthy and, and, and fit from the start. So that's how we, that's how we approach safety in our industry is, is having those honest conversations with the stakeholders.

24:24 Because if you, if you basically tell them that what we do is dangerous, and if, if we tell them that, you know, things can go horribly wrong without any, without any context, they would translate that to the patient and the patient would not have honest understanding about the treatments they may receive.

24:40 So you might essentially be scaring somebody out of a treatment that might make them feel very good about themselves. But on the same token, if you are very flippant about the risk and tell people, Oh no, it's a very safe treatment, you might be bringing in people and and doing treatments that should otherwise not be done on patients.

24:59 The other way we manage risk is that we are very specific about treatments that we perform. So we never ever perform treatments where we cannot manage the complications if they were to happen. And what I mean by that is our clinics are also designed to manage the complications if they do arise. So part of that is we only do treatments that are reversible. So when we do lip fillers, for example, they can be immediately dissolved like that using a specific agent. So we use only fillers that are soluble and the Botoxes that we use are Botoxes that are temporary as as all of them are. Let's say worst case scenario happens, the treatment disappears within three months.

25:39 So the patient is never left with a permanent deficit. And that's how we approach things at the clinic. I think that is actually very, very important because Can you imagine a person having a permanent blemish on their skid for the rest of their lives? You're not going to find it funnier at all. And of course, you know, you speak often about, but one thing I appreciate is the confidence with which you speak about your integrity and your identity.

26:08 But what are people really buying when they walk into a cosmetic clinic? What I think that people are, I mean, forward facing basically says that, you know, they're buying a beautiful aesthetic. The backward facing, which is the where we recruit staff, we say that they're buying a that they're buying safety in, in that we we we train their living daylights out of our nurses. So they're incredibly well trained. But what I genuinely think is that we are essentially transacting a non judgmental environment, right? Because what I find frequently about cosmetic clinics is they line between what the clinicians ideals of aesthetics and what they translate to the patient.

26:52 The line gets blurred very easily. We don't do that. We understand that every person has their own idea of a aesthetic end result. We appreciate that, we respect that. And our job isn't to judge that. Our job is to make sure that we take the patient from where they are to where they want to be in the safest and the most efficient way possible.

27:15 And that's especially important in a country like Australia, which is very multicultural. So Australia has people from all over the world. And, and with that, aesthetic ideals are are a spectrum in Australia. It's not homogeneous and unified. You can only understand that through open dialogue with the patient. And that's what we that's what I personally think our secret currency is.

27:38 Oh wow. Interesting. Definitely you need to sell what the customer wants to buy. Know what you want to sell and it's a business and a practise. You know healthcare, healthcare professionals, ancient business, they often struggle. But what are the most common blind spots you see granite clinicians attempt are entrepreneurship? What I see in our industry is that, say for example, if you're, if you're treating blood pressure right and there's a lot of blood pressure medications that come out, you look at it objectively at the different blood pressure medications. There's no sexiness attached to blood pressure medications. It is what it is.

28:16 But I in our industry, every time a new version of Botox or a new version of fillers or a new laser machine comes out, there is enormous pomp and circumstance around it. Everyone portrayed, well, I mean, the pharma companies portrayed as though it's the best thing that's ever happened since sliced bread. And what I find about clinicians is that sometimes they can, they can fall victim to the high.

28:38 They, they become curious and they, they think that the patients are there for the pharmaceutical agents, not for them, right? And that's very important because I keep reminding the clinicians, the most important person here is you. People are there for the painter, not the paint. So the painter is the one that gives you the result. The paint isn't the one that gives you the result. And once clinicians understand that rather than investing in pharmaceutical pharmaceuticals, they invest in their skills and the more honed their skills, the better the result. I mean, if you look at all the agents available in Australia, so there's seven different Botoxes and there's some 30 different types of fillers

29:18 available in Australia. Objectively there's very minimal difference between them, right? If you speak to every pharma company that they think that their one is the best thing in the world, but objectively they're all exactly the same. What makes a difference difference is a clinician that's injecting the agents. I mean, sure, some of them are more expensive, some of them are a little less expensive, but you're looking at, you know, plus -1020% nothing that is material. So that's one thing that I tell clinicians is to understand their value and their worth.

29:47 I love that. I love that. It's very, very important to invest in your skills. I remember recently a friend of mine who's also called podcaster, she has reminded me after I got nominated for the work that remember last year you put in a whole lot of work. There were days when you would only eat once and or you probably eat in a day's noodles and you are buried in the work.

30:10 And now you're surprised you have been nominated for an award. Like it's not far fetched. The apple doesn't fall far from the tree. You know you need to believe in yourself, right? And invest in your skills. Recently I discovered I had done more than 10,000 hours, right, in terms of podcasting.

30:27 So wow, if you invest that time into the trade, you, you are the painter, right? And of course you can use different tools, correct? Different tools to achieve the same results. So I, I love that. I love that actually. And I think that is essentially in mindset. What I say hack. Yeah, a mindset hack. So let's talk about the mindset through setbacks. So what has been your largest and your highest leadership season so far and what Intel is being kept you standard when pressure was highest?

31:02 Oh. That's a good question. So one of the things that I wouldn't call it set back, but I would call it, there's always pressures to do something. And whenever there's a there's a pressure to do something, you have to take a step back and go, well, hang on. Is this actually the right answer? So for example, a perfect example is I was asked about one of the clinicians to bring in specific types of fillers that come in at higher volume. And the reason for that is higher volume means that they can bill more for it.

31:32 But then it got me thinking, it's probably not in the patient's best, even though financially you can tell the patient, well, I mean, you know, would love to do this, but this is the minimum amount of filler that you have to have. And therefore this is how much it costs financially. What he said makes sense, but it's really not in the best interest of the customer. And what you always have to do is you always have to prioritise what the customer values and that automatically translates to sales.

31:58 Perfect example is iPhones. I mean, if you go into an Apple shop, there is no, you're under, there's no pressure at all for you to buy anything. And same with the Tesla. If you walk into a Tesla showroom, you don't have a car salesman who's pressuring you to buy stuff. And, and the sales for those companies are, are astronomical.

32:15 They, they do phenomenally well. But then if you go into say, for example, a Ford dealership or a Hyundai dealership, from the second you step in there, you are a piece of meat that the lions will just want to RIP through. And it is unpleasant. So, and, and that's the experience. You remember, you don't, you don't care about the car. You're like, oh crap, I need to get, I need to buy another car because my car broke down.

32:39 I really do not want to go to the Ford dealership and deal with that crap. What is coming for you? What is Ford Motors? I got Ford Motors are going to put you on Forbes. There's a lot of. Fords in Australia and there's a lot of people passionate about Fords. Like the next thing you know, there will be one chasing me down the road and I'll just be, I was joking, I was joking. Ford Ford is to better Hyundai Oh bad those vehicles. I'm not going to say anything you said it. I'm not going into this guys know how to spend your Australian dollars like.

33:17 I we recently got a Kia. I used to have a Ford, but we recently got a Kia, right? And I have to say it is a very liberating car because, because the thing about Kia saw like when you have a nice car like a Ford or a BMW or a Range Rover, you care a lot. Like you care about where you talk, you care about the car being nice, you care about who's parked next to you, you care about all of these things.

33:39 But when you get a Kia, it's very nice inside, but you just don't care because it's such a unpretentious car that that whatever happens, you just go, it's a Kia, right? Like we, we got, we got broken into a couple of months ago that the car did. And that happened because I forgot to lock the car because it's just a Kia.

33:59 Like the police officer was, was asking me like, did they steal anything? Did they break anything? And my response just kept going it's, it's a, it's a. It's a Kia. Relax everyone. It's a Kia. I don't care there's. Something liberating about there's something liberating about having having a car like that.

34:19 You just just don't care. Like it's phenomenal. We careless? We careless. Wow, exactly. Yeah, let's let's talk about beauty, a lifestyle brand without becoming, you know, affirmative that is obsessed with performance. So you've actually beat more than just a piece that's it's a lifestyle brand in Australia? Or how do you lead authentically without performing or the optics?

34:44 The important thing is, is not to get carried away with the lifestyle aspects. I mean, cosmetic is purely a lifestyle brand. So there's again on the healthcare space. There's nothing that we do that, that, you know, we don't cure cancer, we don't care heart disease, we don't cure diabetes. We just make people feel better about themselves. So that is your quintessential lifestyle brand. And again, it's important when you're when you're, when you have a lifestyle brand such as cosmeti to prioritise on what it is that makes the brand special.

35:11 So for us, what what makes it special, especially on the behind the scenes aspect is, is unrelenting obsession about safety. So any safety set that can be taken, we take it. But on the forward facing, we are also unashamedly non judgmental. So we are one of the only clinics that that that are happy to accommodate whatever the request is as long as it's safe and is in the best interest of the customer.

35:38 And we understand that everyone has a different ideal of aesthetic end result and something like absolutely surprises. Sometimes the girls come in with just wanting the tiniest little bit of filler in their face just to wipe off 1 wrinkle. And other times, you know, people that you would not suspect, such as doctors and lawyers and barristers come in wanting their face completely frozen with Botox and lips that are very large.

36:04 So we don't ever correlate who the person is and what their profession is to what they consider as an aesthetic end result. That's what that's one thing that we value a lot as a lifestyle brand. Interesting. And of course, you know, cosmetic gave birth to Yuri. So let's really speak about Yuri and what are the lessons and the accomplishments that you've had so far? Yuri is a startup that that I founded last year and what it is, is a tech tech platform that helps clinicians maintain compliance.

36:36 What I've found is having, you know, been in in the healthcare sector for now, what, more than 10 years? I've seen a gradual up regular in the amount of regulation guidelines in Australia. So Australia when I was younger used to be a very free place. I mean, you know, you could for example, there weren't many things that were that got you in trouble, for example. And everyone at the same time, everyone practise a lot of common sense.

37:01 But as we progressed into the 21st century, the amount of rules, regulations and the amount of unnecessary burden on society from these things has gone through the roof. So I'm sure you heard by the the crazy lockdowns in Australia, so our state. Yes, completely. And New Zealand the. Rest of the world for about a year and a half, right? But yeah, yeah, yeah.

37:23 And, and Melbourne had lockdowns after lockdowns after lockdowns. And this is a so we've progressed from a, from a country that is free to effectively a nanny state is what's happened in Australia. And the same things happen in the healthcare sector as well. So in the healthcare sector, the regulation has gone past. We need regulation to, we need to look after patients in safety to now we need to tell doctors and nurses how to think, how to behave, how to do everything, which is which is gone to a crazy amount.

37:53 Now the problem there is your average doctor, your average clinic doesn't understand the amount of regulation there is now because again, we've got 20 clinics and we are pretty much all around the country and the regulation changes state by state. We have a very deep understanding of what the what the regulations are.

38:13 And on top of that, I work with several medical and doctor advocacy groups in, in helping doctors navigate through regulatory hurdles as well. So what we've done is we've put that through into a platform which at the end of the day for clinic is using Yuli. What it basically means is that they are able to deliver their episode of care to the patient without having to worry about any, any compliance issues.

38:39 They so depending on where for example they are, software may ask you to load in your licence number, your permit number, your registration numbers, everything. And it automatically correlates it with what is in public databases to make sure that all the is are dotted TS are crossed and not many people know how to do that.

38:58 And that's where that's where it's come from. And the next thing that's happened is what we found is healthcare isn't just a here's a patient, here's a doctor and a conversation and you get better. What we're finding is as healthcare becomes more and more complicated, there's more and more people involved in the healthcare journey.

39:15 So your typical person may have multiple touch points with the healthcare system. For example, if somebody wants to lose weight, they would want to see their doctor to make sure there's nothing endocrinological happening. For example, they may see a specialist, they may see a pharmacist, they may see a nurse, a dietitian, A psychologist, exercise physiologist.

39:34 So as Healthcare is becoming more and more complicated, this one-on-one interaction between the doctor and a clinician at a time is not efficient. And that's another thing that we built in. We built in a system where multiple touch points can happen at the same time in order to deliver care in a single synchronised matter in a synchronised manner. And the best place to start, for example, is actually the, the cosmetic industry.

39:59 Because in the cosmetic industry, you want to make sure that the patient doesn't have any mental health issues. For example, we can do that through mental health screening. They need a doctor, for example, to do a consultation and to give a prescription. And and hence there's there's, there's a portal specifically for doctors.

40:15 The nurses are the ones that administer the treatments, so there's an app specifically for the nurses. So we are able to get everyone on the same page very quickly using technology. And that's where I see the value for Yuli. So yeah, it's been very popular. We've been receiving so many requests from other clinics wanting to be on boarded onto Yuli and it's been, it's been phenomenal. Amazing, amazing work.

40:36 You know, your body of work is actually highly, highly amazing. And of course, there's something I always say on the broadcaster, anytime a person shares their time with you, they're sharing their life with you because the SI unit for measuring life this time. And of course, big love and respect to you today for sharing your life and your time with us today. I'm going to end with five quick fire round questions. Are you ready to rumble?

41:04 OK, OCOCOCOCOCOC, let's go. OK, So what is wonder leave about success you have completely unlearned? I've unlearned the fact that success is not a binary concept. Previously, I used to think of success as just a successful or not successful. Successful success is something that you have to, you could be successful one day.

41:27 That means that you also have to hit that mark again the next day and the next day and the next day. It's not something you buy. It's something you rent and you need to rent it every single day. So you need to play at that level every single day, is what I've learned about success. But and press what is 1 daily habit that protects your mindset under pressure.

41:46 Objectivity. So whenever there's pressure, rather than succumbing to the pressure within trying to solve the problem, the best thing to do is to take a deep breath, step back and objectively look at the situation and always evaluate the situation against the values of the business. And the answer becomes very clear very quickly.

42:04 Objective assessment what is 1 leadership mistake that taught you more than any win I. Would say the initial commitment towards towards having a top down approach as I recently learned that that going through a democratisation of values is actually better for the end result rather than being a authoritarian. And simply The only caveat there is when you democratise the values, you need to make sure the people that are the torchbearers are the are people of good character who also value the same thing as you do.

42:38 So what would you say has been a mentor that has shipped your leadership philosophy? I've been very lucky in that, in that I have a lot of close friends and a lot of close mentors and each of them have different facets of what I value. So for example, when it comes to when it comes to anything in the healthcare space, I've got a number of people that are relying number of mentors that I rely on and they're very happy to receive my call and I'm very liberal at calling them and asking them for advice.

43:07 And when it comes to the business side, again, I'll come across many, many business people who are, who are absolutely phenomenal and very generous with their time. So there isn't one person, but there is a, there is a, a spectrum of people that I, that I speak with, depending on what it is that I'm seeking guidance from.

43:25 And, and, and I would caution anyone against having a mentor because especially when you're in business, you're dealing with your many, many different facets. And so you need to consider a, a team of mentors. The team is very, very important. Absolutely, absolutely in the multitude of guidance their safety. So the last question is legacy over profits, yes or no? Look, legacy, legacy is absolutely important because I wouldn't say legacy or profits.

43:51 I would say that profits may not lead to legacy, but legacy always leads to profits, right? Because if something, if something's got legacy, it basically means that it's stood the test of time, which means instead you bring, you're bringing value to other people, which means that that transfers profits. So again, legacy comes back to staying true to the message and staying true to your values.

44:12 So I would I would prioritise legacy over profits if it just is a binary binary. I love that. Wow, Doctor Vivek. This episode has been highly, highly educational and of course, our audience of founders and professionals are going to benefit immense value from this. And of course, now you are also a symbol of deep inspiration retailing life experience. And of course, you have shared with us practical frameworks on leadership, scaling, trust and mindset. The philosophy of this broadcast is mindset, skill sets, tool sets, in that order.

44:48 If we're collaborating with anyone, we need to 1st consider the mindset, then the skill sets and the tool sets that they use. And of course you have even us no fluff today. You ate and left no crumbs. And this is really, really amazing. Thank you very much. Once again, just an. Amazing team that I had the pleasure of working with every single day.

45:10 They've been absolutely inspirational and they've been and their commitment towards patience and and patient safety and looking after the patients has been has been great. So massive shot. A shout out to our amazing team.