The A to Z of Starting an Aesthetic Practice Effectively

In this episode, host Don Adeesha sits down with Jay Shorr to talk about why so many new aesthetic practices fail, even when the owner is clinically excellent. Jay has spent over 50 years in the medical field, and his point is blunt. Most owners open a room when they should be building a company. Jay walks through the early decisions that quietly decide whether a practice survives year one. He covers why a generic LLC is the wrong entity for medical services in most states, what to actually negotiate in a lease beyond the rent number, and why free rent at the front of a 65-month deal saves more than free rent at the back. He gets into the build-out details owners forget about, like 220V power for stand-up lasers and putting bathrooms nowhere near the exam rooms. On the financial side, he pushes owners to know their burn rate, their revenue per provider hour, and their patient acquisition cost before they hire anyone. Jay closes with a warning he repeats often. You can't expand a business you haven't measured, and you can't measure one you haven't planned. He recommends building a written plan in phases, auditing it every quarter, and hiring a coach, because every professional athlete has one for a reason.

In this episode, host Don Adeesha sits down with Chelsea Zainea to expose why strong revenue can still hide a financially fragile aesthetic practice. Chelsea breaks down the difference between looking successful and actually having the cash flow, reserves, and systems required to scale safely. Chelsea explains how owners can use a 13-week cash flow forecast, provider scorecards, utilization targets, and cash reserve benchmarks to make smarter hiring and expansion decisions. She also details why debt payments should not consume more than 50% of net profit and why practices should keep at least 10% of gross revenue in cash reserves. Her final warning is direct: do not expand a broken model, and do not use merchant cash advances as a shortcut for growth. The practice that wins is the one that plans every major decision around cash flow as its North Star.

In this episode, host Don Adeesha welcomes Dr. Charles Mok to discuss the quiet crisis that lies behind all injectable-only practices: commoditization within a rapidly expanding but under-demanding cosmetic industry. According to Dr. Mok, practices designed for longevity are using their cosmetic treatments as the gateway for accessing the entire health timeline of the patient. This discussion unpacks the process by which one can combine female hormone therapy, GLP weight-loss protocol cycling, and vein health services with their current aesthetics practice, without any external marketing expenses, brand dilution – and with injectable services being the trigger to achieving unparalleled levels of patient retention. Lastly, Dr. Mok issues a stern warning to injectable-only practitioners about the 22% growth in med spa supply that is currently outpacing demand in the filler market and why aesthetic practices are perfectly suited to lead the longevity space due to the unique position they have always had with respect to their cash-only patients.

In this episode, host Don Adeesha sits down with Cory Gallagher to tackle the crucial transition from instinct-based management to structured, scalable growth. Cory unpacks the realization that relying solely on grit and hustle creates severe organizational bottlenecks, revealing how a lack of objective data leaves practice owners running blind as their teams expand. The conversation dives deep into the mechanics of identifying and fixing hidden operational inefficiencies, including how tracking metrics exposed a massive 60% disparity in provider revenue per hour. Cory details his systematic approach to scaling safely, from implementing non-negotiable clinical apprenticeships that maintain Michelin-star-level quality to establishing a rigid weekly meeting cadence that repairs broken internal communication. Finally, Cory challenges the traditional view of operational overhead by urging owners to treat employees as high-return infrastructure investments rather than mere expenses. He outlines his overarching leadership framework: acting as a path-clearer for managers by setting objective quarterly priorities, tracking them weekly, and ensuring the team stays unblocked without falling into the trap of micromanagement.

In this episode, host Don Adeesha joins Dr. Kate Dee, a Yale-educated physician, author of Medspa Mayhem, and founder of Glow MediSpa, to expose the operational landmines in the "Wild West" of the aesthetics industry. Dr. Dee highlights the severe financial and legal risks of scaling with "ghost" medical directors, explaining how renting a medical license to untrained staff can lead to catastrophic patient harm, staff arrests, lawsuits, and the total loss of a business. Dr. Dee breaks down why high-volume corporate franchises pushing aggressive, upfront sales are fundamentally flawed and doomed to fail. She contrasts the shocking lack of federal regulation in med spas with highly scrutinized medical fields, noting that up to 60% of med spas in some areas operate blatantly illegally. Instead of competing on price or volume, she argues that independent, doctor-run spas can achieve significantly higher profit margins by prioritizing exceptional patient care, ethical practices, and building long-term trust. Finally, Dr. Dee shares how practice owners can weaponize their strict clinical standards, using certifications from the Med Spa Board to turn safety into a measurable marketing asset that actively attracts high-ticket, loyal patients. She also offers crucial advice on interviewing providers who previously worked at aesthetic mills, urging owners to test for physiological curiosity to weed out dangerous practitioners who blindly push treatments they do not medically understand. She warns that ignorance of the law is never a valid defense, advising all prospective owners to consult specialized healthcare attorneys before opening their doors.

In this episode, host Don Adeesha joins Mary Ford, co-founder of Smiley Aesthetics and Allergan Medical Institute faculty trainer , to tackle the practice owner's fear of the dilution effect when scaling. Mary argues that hands-on needle skills are rarely the main issue for new hires; instead, the true competency gap lies in a lack of deep knowledge regarding facial anatomy and product rheology. Mary breaks down the operational stress tests required before signing a lease for a second location , emphasizing that Standard Operating Procedures (SOPs) must be repeatable, efficient, and tied to measurable KPIs. She highlights the importance of letting go of micromanaging exact injection styles and details how cultivating a consistently "warm" patient experience can build lifelong loyalty and even supersede less-than-ideal outcomes. Finally, Mary warns against the dangers of adopting clinical myths from viral social media posts , urging providers to use critical thinking and research to evaluate treatments. She shares how her clinics leverage AI and automation for administrative tasks so staff can focus purely on patient care , and challenges all practice owners to constantly ask the ultimate "why" behind their operational and clinical decisions.

In this episode, host Don Adeesha joins Kim Laudati, CEO of Somercel LLC and founder of IT Intelligent Treatment, to challenge the aesthetic industry's reliance on cutthroat compensation and consumable-heavy business models. Kim argues that the traditional standard of a low base salary plus high commission creates a toxic, transactional culture that damages patient retention and pits staff against each other. Kim breaks down a healthier alternative for staff compensation, suggesting a median salary paired with a tiered, scaled commission structure and quarterly performance bonuses to foster a unified, team-driven environment. She also redefines practice profitability by comparing the hidden ROI of clinical education against purchasing new equipment. Rather than financing a new $200,000 machine to fix a revenue plateau, she explains how investing $5,000 in advanced training for an existing, underutilized laser can generate significantly more profit for a practice. Finally, Kim shares her practical approach to hiring, urging owners to use scenario-based questions, like asking how to treat a sun-exposed Fitzpatrick 5 patient, to instantly expose the gap between a "laser certified" resume and actual understanding of tissue interaction. She warns owners against falling for the "dog and pony show" of devices with high disposable tip costs , and highlights how building a "five-star luxury hotel" team culture keeps top-tier providers loyal in highly competitive markets.

In this episode, host Don Adeesha joins Melissa DelFino, founder of Modern Distinction LLC and practice manager at Geria Dermatology, to bridge the gap between human behavior and practice profitability. Melissa argues that clinics invest hundreds of thousands of dollars into aesthetic technology while neglecting the psychology of the people operating it, explaining how a practice's internal culture directly dictates its external patient retention. Melissa breaks down the true meaning of psychological safety, emphasizing that leaders must master emotional regulation to treat clinical mistakes as private learning opportunities rather than public reprimands. She highlights that a clinic's front-line team is the actual embodiment of the brand, urging owners to step away from arbitrary decision-making and instead rely on real EHR reporting to track retention metrics. Finally, Melissa shares practical frameworks for staff empowerment, including the "Rose, Bud, Thorn" communication huddle and implementing mandatory shadowing during the hiring process to de-risk new placements. She warns against the pitfalls of social media-driven instant gratification and introduces a foolproof, old-school paper checkout slip system designed to guarantee the front desk rebooks high-value patients before they walk out the door.

In this episode, host Don Adeesha sits down with Drew Fine, U.S. general manager for the professional channel at Obagi Medical, to explore the shift from traditional lab studies to real-world clinical data. Drew explains why standard clinical trials are no longer enough and introduces the Aloha program, an initiative designed to gather practice-based evidence and give clinic owners a direct seat at the R&D table. Drew breaks down the strategy behind launching a new premium HA filler in a saturated market, emphasizing the power of integrating skincare with injectables to improve patient outcomes and increase average ticket sizes. He challenges the traditional, transactional vendor relationship, advocating for transparent partnerships that eliminate complicated contracts, volume-based inventory handcuffs, and fluctuating costs. Finally, Drew details how to operationalize clinical wellness as a powerful retention engine rather than relying on short-term discount wars. Drawing from his leadership experience at Allergan, Galderma, and Obagi, he reveals the single non-negotiable operational trait shared by the top one percent of scaling practices: an exceptional workplace culture where teams do excellent work, have fun, and continuously learn.  

In this episode, host Don Adeesha joins Bertha Osorio-Campbell, founder of the Optimal Weight Loss Institute, to explore the intersection of executive performance and clinical entrepreneurship. Bertha argues that normalizing chronic stress as a necessary cost of scaling is a critical error, sharing how the relentless pursuit of growth can actually destroy the biology of the provider running the business. Bertha breaks down the biological impact of decision fatigue, explaining how sustained executive demand keeps cortisol levels chronically elevated. She highlights the hidden costs of this dysregulation, detailing how an impaired prefrontal cortex shifts CEOs from strategic leadership into survival mode, leading to impulsivity and poor decision-making. She also distinguishes between true physiological burnout, which is measurable through biomarkers like sleep fragmentation and brain fog, and structural misalignment, which ultimately manifests as resentment. Finally, Bertha shares her framework for operationalizing nervous system regulation and advocates for a shift from a revenue-first design to a physiology-informed design. She urges owners to establish daily downshift windows, reduce decision density, and release the sunk costs of failing service lines. Warning against blindly following industry trends, she encourages leaders to build a sustainable business model that serves their life rather than consuming it.