Young and Profiting with Hala Taha - This Ex-Doctor Turned Career Regret Into a $2M Business Helping Healthcare Workers Pivot | Entrepreneurship | How We Profit | E9

Episode Date: August 19, 2026

Before Rami Wehbi pivoted into entrepreneurship, he was stuck in a medical career he no longer wanted and $400,000 in student debt. After leaving residency, he gave himself three years to build a new path. In that time, he founded MatchDay Health, a business helping healthcare professionals pivot into non-clinical roles, which is now on track to generate nearly $2 million this year. In this episode, Rami shares how he turned his own career crisis into a profitable high-ticket coaching business and breaks down the pricing, marketing, and sales strategies that helped him scale it. In this episode, Hala and Rami will discuss:  (00:00) Introduction (01:05) How MatchDay Health Works (05:09) Leaving Medicine for Entrepreneurship (16:10) Startup Failure, Health Tech, and Podcasting (24:23) How the Company First Started (32:51) The Current Offer and Business Model (40:14) Coaching Costs and Profit Margins (44:20) Scaling Through Paid Ads, Webinars, and Social Media (1:01:29) Tools and Systems Behind MatchDay (1:06:45) A SWOT Breakdown of the Business (1:21:02) Founder Failures and Lessons for Entrepreneurs  Rami Wehbi is a physician-turned-entrepreneur and the co-founder and CEO of MatchDay Health, a career transformation company that helps healthcare professionals transition into non-clinical careers. Before founding MatchDay, he trained in family medicine and later moved into health tech, where he served as VP of Clinical Operations for an AI startup. Rami also hosts The Dream Job Podcast.  Sponsored By: Indeed - Get a $75 sponsored job credit to boost your job's visibility at Indeed.com/profiting Shopify - Start your $1/month trial at Shopify.com/profiting. Northwest Registered Agent - Get a complete business identity with Northwest. Visit northwestregisteredagent.com/YAPFree and start using free resources to build something amazing.  Mindstone - Master practical AI skills without the complexity with Mindstone’s AI Competency Programme. Head to experience.mindstone.com/yap and get 10% off.  AT&T Business - Stay connected with reliable, secure internet built for entrepreneurs. Switch to AT&T Business at business.att.com.  HoneyLove - Treat yourself to the most advanced bras and shapewear on the market. Save 20% off Honeylove by going to honeylove.com/PROFITING! #honeylovepod ElevenLabs - ElevenAgents by ElevenLabs helps businesses deliver better customer experiences. Start with a demo at ElevenLabs.io/profiting Quo - Bring your calls, texts, and contacts together in one place. Try Quo for free, plus get 20% off your first 6 months when you go to quo.com/profiting.  Resources Mentioned: Rami’s Company, MatchDay Health: matchday.health Rami's LinkedIn: linkedin.com/in/ramiwehbi  Rami's Instagram: instagram.com/ramithefounder/  Rami’s Podcast, The Dream Job: bit.ly/TDJ-apple  Active Deals - youngandprofiting.com/deals  Key YAP Links Reviews - ratethispodcast.com/yap YouTube - youtube.com/c/YoungandProfiting Newsletter - youngandprofiting.co/newsletter  LinkedIn - linkedin.com/in/htaha/ Instagram - instagram.com/yapwithhala/ Social + Podcast Services: yapmedia.com Transcripts - youngandprofiting.com/episodes-new  Entrepreneurship, Entrepreneurship Podcast, Business, Business Podcast, Self Improvement, Self-Improvement, Personal Development, Starting a Business, Strategy, Investing, Sales, Selling, Psychology, Productivity, Entrepreneurs, AI, Artificial Intelligence, Technology, Marketing, Negotiation, Money, Finance, Side Hustle, Startup, Mental Health, Career, Leadership, Mindset, Health, Growth Mindset, Passive Income, Online Business, Solopreneur, Networking

Today's episode of Young and Profiting is sponsored in part by Shopify, Indeed, AT&T business, and Northwest Registered Agent. Shopify is the global commerce platform that helps you grow your business. Start your $1 per month trial at Shopify.com slash profiting. Indeed helps you attract interview and hire all in one place. Get a $75-sponsored job credit to boost your job's visibility at indeed.com slash podcast. AT&T business delivers reliable business-grade connectivity that gives your team a competitive edge, Switch to AT&T business at business.ATT.com. Northwest Registered Agent gives you the tools and guidance you need to build a complete business identity.

Visit Northwest Registeredagent.com slash yapfrey and start using free resources to build something amazing. As always, you can find all of our incredible deals in the show notes or at young and profiting.com slash deals. 2020, we did $8,000 in sales. 2024, we did $30,000. 2025, almost a million. Wow. What changed that year? And then this year we'll do almost $2 million. Rami Webby left family medicine residency

with close to half a million dollars in student debt and no clear path forward. That experience eventually became the foundation for Match Day Health, a company that helps health care professionals move from clinical practice into non-clinical careers. Our gross profit margins around 60%. Okay. There's around 10 million healthcare professionals if you count all of the...

In the U.S. Yeah. That's so many people. Four million nurses alone. How much does a cost to acquire a customer? What's your customer acquisition cost? Right now, it fluctuates between... Wow, that's a lot.

Yeah. Now that you change the business model, do you wish that you just bootstrapped it? Because you're cash-fung. I do. Yeah. Here's the thing. So our business,

going to fail. We were going to run out of money and we weren't going to be able to raise again. But. Rami, welcome to how we profit Wednesdays. Thank you so much for having me. Thanks for being here. I know you're based in Austin. So it was an easy trip out to the studio. And we're going to really be unpacking your business model today. I want to understand how match day health profits. So to begin, let us know what match day is exactly. Like, what is the business today as it stands? Yeah. So to put it simply,

match day health, we are a career transformation company for healthcare professionals. So we help healthcare professionals build second careers, maybe even third careers. And in a nutshell, that's what we do. Okay, cool. So you basically are helping healthcare practitioners transition into more of like a corporate career. Correct. Yeah. So if you think about healthcare professionals, they start, you know, their degrees when they're 18 years old, get into professional school, and then, you know, they do that for a number of years, some five years, some 10 years. But what nobody thinks about is what do they do after that? Typically, healthcare profession careers have a ceiling. And you enter that career and you kind of stay at the same range for as long as you're in that career. A lot of healthcare professionals

when they're, you know, maybe five years or 10 years in, start thinking about a second career. And so, what do you do when you want a second career or you want to grow or you want to progress or maybe you're burned out, the typical path has been going back to school or getting an MBA or getting more certifications or just staying in your same job forever. And so what we've created is a path now or an off ramp, so to speak, for healthcare professionals that doesn't require them to get additional schooling or certifications, but rather teaches them how to take their existing experience repackage it and enter into what we call non-clinical careers or just industry in general. That's really cool. I actually come from a family of doctors. So my dad was a surgeon. He passed

away. My three siblings are doctors. Two of them are actually no longer doctors. One of them is an entrepreneur who works on all different things like has a peptide business, had a medical device company. And my second oldest brother, he's a pediatric neurologist, and now he works and pharmaceuticals in research. And he's like a research director helping like cure pediatric epilepsy. So he still gets to work on his dream of helping with like pediatric brain issues. And he just does it in a different way. And so it's really cool that you're actually helping other medical professionals do something similar.

Yeah, absolutely. And it's actually not that uncommon, especially nowadays with the way industry is growing, both on the pharma life science side of things, but as well as health tech as well, it's becoming much more commonplace for clinicians to have that role that maybe isn't fully clinical or patient-facing. And, you know, sometimes they start hybrid or part-time and then potentially becoming full-time. Yeah. So this is a How We Profit episode. I've got to know, like, how do you actually sell?

Yeah. So we run, it's a career transformation fellowship. So we call it that because it's a comprehensive coaching program. And it takes people through a journey that we've developed now by doing this hundreds of times with clinicians. And so it's a $6,000 coaching program, and it's paid up front usually by our clients. Okay, so it's $6,000 for the coaching program, and they're paying it all at once. How long is the program? Three months.

Three months. Okay. And then you're basically getting them ready, repackaging their experience, redesigning their LinkedIn profile, coaching them on how to do the interview so that they can actually land a job. Exactly. Yeah. And all the way through to landing the job, getting the offer, negotiating the offer, and even becoming part of our alumni system after that. Okay, I want to get more into the nitty-gritty of your business. But first, let's get into your story because I think it's really cool that you basically turned your pain into a business,

your own pain of transitioning from a medical, you know, degrees. into the corporate world. You actually never became a doctor, right? I did actually. You did. Okay, well, tell us the story. Tell us the story. Yeah, so I'm Middle Eastern Lebanese like you. And you just mentioned to me, like you have three brothers that are in medicine. Yeah, two brothers and a sister, yeah. Two brothers and a sister. So for our culture, it's very common to be encouraged to pursue the medical path. And for me growing up, our families, a lot of them came, here as immigrants escaped war, tragedy, a lot of suffering. And so they came here looking for stability and opportunity. And so our parents, their number one priority for us was to have stability,

to have a great career. And it wasn't about our passions or what makes us happy or what we're good at, right? They just wanted us to be secure and established and respected and prestige and all that. And so I think that's very common amongst our community and many others. communities as well. And so my idea growing up was that's the route I should take. And that's, you know, if I was going to do anything, I want to do something that I can be the best in. So obviously, if you become a doctor, that's a career path where you can be the top of your field or the best or respected or that sort of thing. And so, you know, graduate high school very vaguely decided I want to go down this medical career path. I had an interest in sports.

I was injured one time, went to see an orthopedic surgeon, and I liked that experience. And so without too much thought, I kind of just decided, I'm going to go down the medical path and pursue that. And so I did it. I got good grades. I got into medical school. And my first two years of medical school, I did great. And it was when we started actually seeing what is it actually like being a doctor and

working in the clinics and preceptorships that I had like a huge shot. and I realized, oh, no, I think I made a huge mistake. I don't think I want to do this at all. I want to say after it first happened, I thought it just would go away. And I thought, no, I just find a specialty I like or something else. But that never really happened. I felt like as time went on, things just getting worse. And I kept feeling like this wasn't what I wanted to do.

And so I almost actually didn't do residency at all. So I thought, okay, do I just drop out of medical school and then start something else? Well, now $400,000 in student loan debt. And so I kind of felt pretty stuck in pigeonhold. And so I said, well, I'll do another year. I'll do a year of residency, see if it gets better. So I did that. And you're at least getting paid, right?

Yeah, you're getting paid a small amount. It's like $60,000 in residency. But yeah, you're at least getting paid. And, you know, also, maybe I should just finish, do residency, get done, and have a stable career after that. So I sucked it up for a year and did it. And then at the end of that year, I was super burned out. And I almost decided I was going to drop out then. I got cold feet and decided, all right, I'm going to do another year.

So I did another year. Again, that was when COVID hit. It was about 2019. The burnout got so much worse. And it really started to feel like I was swimming. upstream. I don't know if you've ever had this feeling where you're going in a direction in life and you're just resisting everything, the way life's trying to take you. And that's the best way I can describe what I felt is like I was trying so hard to show up every day, enthusiastic, engaged,

and trying to do what's right for my patients. But the matrix of healthcare and the system and the hierarchy and all of it was just so soul-sucking for me. And so it really felt like I was just swimming upstream and like it reached a point where I was like, I just can't do this every day anymore. And I just kind of like let go. And that's the best way to describe it. I just let go and I just started going with the tide. And when I did that, everything started to kind of fall into place for me. I dropped out of residency, so I put in, I talked to my program director, we had the heart to heart. We just talked it all out and decided, hey, like, I'm going to put in my month's notice, and I'm out. And that day was January 21st, 2021. Wow. So I just want to pause here

because your story reminds me of something that Gretchen Rubin talks about, which is this idea of drifting. So so many people actually just drift into their careers. They drift into $400,000 of debt going into medical school or going to law school. They're doing it because they just feel like it's the next logical step. It's the right thing to do. Somebody else told them to do it. They're doing it with like no thought. And you were able to study, do well on your tests, get into residency. You could have completed residency, it was you who didn't want to continue on and do it. And so talk to us about the sunk costs that you felt with this $400,000 in debt. You know, it's so funny you mentioned that because I actually, at one point I was writing a book called the sunk cost fallacy. And I wanted to

just talk about it because that was the biggest thing holding me back. I invested so much time, so much effort, so much money. And I felt really, truly stuck. And unfortunately, you know, not too long ago, I heard of a medical student, a medical resident who had finished from the Caribbean, graduated with $600,000 in student loans, couldn't get into residency, ended up committing suicide. And so people feel so stuck when like that, when you have that kind of like, it's like you're stuck in the matrix. Yeah. And people don't know how to look at that objectively and take themselves out of the situation. and not just be drowning by it. And so for me, the Sun-Claught's fallacy is really perspective shifting

because you can look at a situation and say this is doom and gloom, or you can look at it and say, well, you know, what if I gave myself three years? What if I timeboxed this situation to try and create something new? So I could just take some risk so I could try something different, so that I could just start on a new path. And it's really just fear around all of the sunk costs. It's not really, it's not a real thing.

It's something we perceive to be the case. And so you just have to remove yourself from it. Yeah, fam, I know we've all called customer support before, where we're on hold forever, we're getting passed from person to person, we're repeating ourselves over and over, and then somehow, after all that time, we get nothing done. That is not a way to run a business. 11 Agents by 11 Labs is a voice AI agent that can actually listen, understand what your customer needs, look up information, process requests, and escalates issues when necessary.

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Now, because it was an emergency and I wish him well, I was in a pickle. He was gone, and there was nothing I could do about it, and so I was in full panic mode. The podcast still goes on. I still need promotional clips. I still have sponsors. I can't do this without a video editor, and so I was stressed, but I did what I always do, and we found an amazing replacement who's just as good as my previous editor, if not more talented, and I do what I always do. I want to Indeed, sponsor jobs to find my candidate.

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slash podcast. Just go to Indeed.com slash podcast right now and support our show by saying you heard about Indeed on this podcast. Indeed.com slash podcast. Terms and conditions apply. Need a hiring hero? This is a job for Indeed sponsored jobs. Yeah, bam, I genuinely feel ahead of the curve with AI for the first time because last year, I felt like I couldn't see the value from it. I would use AI and it would give me back dumb responses and I was using chat to BT like a search engine to draft an email here or there. but I wasn't using it effectively. So I went to Mindstone's AI breakthrough weekend with my business partner, Kate.

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That's experience.mindstone.com slash yap. Something that I loved about your story, actually, was that you positioned, like, once you, from my understanding, when you left residency, you were like, okay, this is my fellowship. And I'm going to do like a three-year business fellowship. Because you see all your friends who were in residency taking their fellowships, basically working for free training, working for a low amount. And you're like, well, I could do the same thing, but in the business world and not feel so bad about it. And I thought that was a really great way to think about it. Yep, exactly.

That was exactly my mindset shift that allowed me to take on all that risk because a lot of people thought me jumping out of residency with that much student loans without any real tangible path. They're just absolutely crazy. And I've always kind of been someone that's okay with risk. Like I'm willing to take risks as long as they are calculated. And as long as I feel internally that good about it. Like I have to have conviction. And so for me, in that position, I said, I'm going to give myself three years. And like you mentioned, a bunch of my friends were doing cardiology fellowships, GI fellowships,

and all these different things. And they were taking a pay cut to do that. And I said, this is so stupid. Because we're able to take a pay cut for someone else, as long as it's some corporation or institution that tells us, hey, you have to do this for three years and do X, Y, and Z. And we're so willing to do that because it's the norm, because there's some institution making it normal.

I said, well, why don't I just do that for myself? Why don't I give myself that permission? I love this. I love this reframing. It's so good. And I could easily make $60,000 or $70,000 a year, which is what you would make in a fellowship. And I'd say if I worked this hard, like 100 hours a week, which is what I was working in residency, at anything, I'm going to be successful. It's just there's, I haven't done it yet.

And so that was my commitment. I'm going to give myself three years. By the end of three years, I'm going to have my own business. I'm going to be making X amount of dollars. And if I haven't reached these goals by January 21st, 2024, I'm going to be. I'll go back to school or go back to residency. I'll do something else. And that was my commitment.

And that was what allowed me to take my, like, just reframe everything and just not be so caught up in the fear or the drama or what people are going to think. Just I'm going to go do my thing for the next three years and figure it out. So what did you do first? I think you raised some money, right? So the first idea was I'm going to go right into being an entrepreneur, right off the bat. No experience. No, no experience at all. And so the idea I had was I wanted to build this shared

co-working space for clinicians where they could work together and see patients and rent-out space almost like, you know, like we work. But it's just for patient space. So it's like private practice doctors can like share an office space. Kind of like a medical center. Exactly, yeah. But it's more like hip. It's more like your average coworker working space.

It's like a hip medical center. Yeah, exactly. And clinicians can rent space like by the hour, by the day, by, or just permanently. And that was the idea. And it had its flaws at the time. And so for about six months I was working on it. I was pitching to investors, trying to raise capitals, a capital intensive project. It would have taken $2 million to stand up the first kind of full building and operations for a year.

And so I pitched like 100 investors within that six months and raised $0.00. Zero dollars. Yeah. And And basically at the end of that six months, I was like, okay, I'm running out of money. I got to do something. And I, you know, that was my first failure. And it was a huge punch in the face for me because I had so much riding on me being successful after that. Because I was like, I just left out, dropped out of residency. I'm doing this thing. But I felt like everybody was watching me. They obviously weren't. Yeah. But I felt like I had to prove myself. I had to do something big to be successful so that it could justify dropping out of residency.

Why do you think nobody gave you any money? I think I just probably didn't have enough experience and it was a big risk for people. Yeah. Probably at the time. Like this is a first time founder. And the environment I would see is very different today. Like what I'm seeing now in the venture world is

lots of people are getting money and getting funded. But it wasn't a tech business. It was almost like a real estate business. I'm someone without any real estate experience, don't have a co-founder. And I don't think I had built enough trust. Yeah. And maybe even the upside wasn't enough.

Yeah. So there are multiple reasons. I just don't think that, you know, I took the swing and I think I learned a lot through that. Yeah. It taught me how to pitch. It taught me, you know, how to build a pitch deck and tell a story and what investors want to see.

And so even though it didn't work out, I'd learned so much from it. And it gave me the confidence to go and do my next thing. It could be for many reasons. I think I remember the feedback being was just, you know, you're going to need so much money and there's no way to scale this. And you don't even have anybody signed up yet. Okay. So that didn't work out.

And then you were like, I'm going to go actually get experience at a startup. You went to a startup, right? I actually before that I went back, moved back to Michigan. I had to get a real job. I had earned my medical license. So technically, when you have a license, you can still practice. So I had an unrestricted license. Wasn't board certified, but it allowed me to go work in the urgent care, which is what I did. Worked in the urgent care for a little bit, made enough money to, you know, pay my bills. And then I was actively pursuing my next thing, which was trying to get into health tech, figured, hey, I'm not ready to be an entrepreneur yet. Let me go work with a startup founder, work in a startup, do something that I'm potentially passionate about and see what happens. And so it was about nine months and I caught a break, which actually brought me here to Austin, Texas. And that was my first health tech opportunity.

So you did this health tech opportunity. And then on the side, you started to build your next business. Correct. Yeah. So I actually landed another opportunity after that. I did that one for about six months, landed another opportunity. And during that time, I was getting so many clinicians asking me, hey, Rami, I want to pivot to you. How did you do it? Can you show me where you're finding these jobs? And that was around the time that I realized, well, it's not really about a job board. It's not about, you know, just finding the jobs. You have to go through an entire transformation. You have to rebrand yourself, tell your skills in a different way, go through this identity crisis because it can be a lot to process, you know, from thinking about it. about yourself as a doctor to now thinking of yourself as someone who's an operator.

And so I had to kind of figure out how do I tell people or show people really that there's a lot to bridge here. And just applying or finding the opportunities isn't actually going to solve the problem. And so while you were working in corporate, you also started a podcast, right? I did, yeah. So actually while I was in medical school, I started the podcast. Oh, wow. Yeah, it was in 2017. Okay. I was doing my first few episodes on Skype. So, and because Zoom wasn't even around then, and it was just so early. Yeah.

And so it was called Beyond Medicine. And I had, what I did was I would interview physicians that were famous on social media. Ask them what they're doing beyond medicine, what they're doing with their social media platforms. Now, when you left? You got all this inspiration from all these other people who had left medicine. Yeah. So I had that entrepreneurial blog and I was actually making money from my podcast. during medical school and residency was selling t-shirts and all these other things and

it wasn't a lot but it was a small business for me at the time and so yeah that that did trigger my inspiration and I think looking back I was always interested in that but yeah that was my first podcast and I grew it through influencers at the time which was kind of like a new thing yeah bam I genuinely feel ahead of the curve with AI for the first time because last year I felt like I couldn't see the value from it. I would use AI and it would give me back dumb responses and I was using chat to chaty BT like a search engine to draft an email here or there, but I wasn't using it effectively. So I went to Mindstone's AI breakthrough weekend with my business partner Kate. I learned so many foundational skills that I use every day at Yap Media. Everything that I touch now

involves AI and Mindstone gave me the tools to actually make AI effective rather than just feeling like it was a bunch of hype. And in fact, I built an app in 15 minutes. at this retreat. And when I came back, me and Kate were like, we've got to put our team through this training. And so Mindstone has this AI competency program. It's a four-week, totally online training, that's super affordable. And we put the entire team, 60 people through this program. The productivity and the efficiency increase at Gap Media has been absolutely incredible. They've got their own proprietary tool called Rebel. It connects our email, our Slack. It attends all of our meetings and takes notes and then it basically acts as like a second brain. You can use any tool that you want,

Claude, chatybt, whatever. It's the actual foundational principles of how to use AI correctly. That's what it teaches you. And if you guys want to experience Mindstone and take their four-week AI competency program, Yap listeners get 10% off at experience.mindstone.com slash yap. That's experience.com.mastom.com slash yap, fam, I know we've all called customer support before, where we're on hold forever, we're getting passed from person to person, we're repeating ourselves over and over, and then somehow, after all that time, we get nothing done. That is not a way to run a business. 11 agents by 11 Labs is a voice AI agent that can actually listen, understand what your customer needs, look up information, process requests, and escalates issues

when necessary. It works 24-7, responds quickly, and supports more than 30 languages. What I love about 11 agents by 11 Labs is that it goes beyond the typical chat or phone treat. experience. Instead of just bouncing your customers around in circles, it actually helps them get real answers and move things forward. I use 11 Labs for my podcast, so I know firsthand how natural and human their voice technology sounds. In fact, when I'm sick, we often use 11 labs to replicate my voice and you guys can't even tell the difference. If you run a business with any kind of customer operations, support, sales, or onboarding, you can start with a demo at 11labs.io slash profiting. See what 11 agents can do for your specific workflows. Guided rollout capacity is limited

each quarter. So if you want to be one of the first companies with a customer experience that people actually talk about in a good way, now is the time. Try 11 agents by 11 labs at 11labs.i.o slash profiting. That's E-L-E-V-E-N-L-A-B-S dot I-O-S-Profiting. 11 labs.com.com. Gapam, I am a perfectionist. I always want to make sure that I'm putting out the best offer possible to the world. So when I launched my LinkedIn Masterclass and Mastermind, I poured my heart and soul into the content, and I knew that this was going to be transformative for all of my students. But I didn't know how to launch a website.

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That's Shopify.com slash profiting. So you ended up starting match day. Talk to us about like how you, like what was the first iteration of the match day concept. Yeah. So I started match day in 2023. So the first iteration of that was we were doing a startup and we went to actually pitched the idea that we want to build like the Tinder for doctor jobs and build a matching platform that helps physicians and other clinicians land jobs in a better way. And so we raised about a million

dollars in capital from investors, angel investors, and we started building the platform. And it started that way and obviously, and then it just evolved from there into something completely different. Okay. So it started as a Tinder for doctors. Why don't you think that worked? Why didn't you continue building that? Did it ever launch? We never actually launched it. No. So we spent money on hiring the right team, engineers, building the tech stack, and then doing sales and finding partnerships. And so we were looking to partner with hospital systems and we were talking to hospital systems. And at the time we were burning about like $30,000 a month, which is not that much for a startup. I think it's pretty lean actually for a startup. But still, you know, we were burning that.

capital every month. We were spending money on engineers to build the tech stack. And that was before Claude and all of that came about. And it was all really expensive. And so come, you know, the end of 2023 going to 2024, started to realize we're going to burn through all of our capital before we even have our first partnership signed. And, you know, for anybody familiar with hospital, selling to hospital systems or B2B, those life cycles can take a year, a year and a half. And we didn't have that time as a startup, as a small startup. You know, we were going to burn through that capital. We were going to go back to investors and ask to raise. And they were going to ask us, well, what do you have? What's your revenue and how much have you grown? And so I kind of saw the writing on the wall at some

point that we're going to run out of money and we're going to still be trying to get this one pilot on. And it was just, it was keeping me up at night. And I knew like, I'm going to have to go back to my investors and say, hey, this whole business has failed and I'm really sorry and I just couldn't live with that. And it was like, yeah, I just remember I woke up at three in the morning one night and I was just sitting there and I was just so stressed out. Like I just had like my hands, like my head in my palms and I was just like thinking like, what am I going to do? This business cannot fail. I'm not going to go back to my investors and say that we failed. And so I just prayed that night. I was like, God, show me a way that I can take this business and open up that path for us.

Very next day, I go to LinkedIn and I post on LinkedIn, just kind of like a hunch, an intuition, to see how people would respond to it. And I say, we're going to, if you're a healthcare professional and you want to go and land a non-clinical job, comment on this post, we can help you do it. It went viral. Nice. I think 200,000 impressions, got a thousand comments, and everybody that commented, I just said, like, I don't know, comment career or something. But we got all these people commenting and filling out the forum.

And I hired a VA to just reach out to every single person. And all of a sudden I was like, okay, this is something people actually want. Yeah. It's something that I know really well. Maybe we pivot the business to this and just help all of these people. that so desperately want to change, actually land a job and pivot. And so the lesson I learned from that was I fell in love with the solution in the very beginning.

I had this idea to build a tech company, to be a startup founder, to do something cool in health tech and help with job matching. That was the dream. That was the goal. That was what I was going to do. We were building tech. And then what I realized is I fell in love with the job. the wrong thing. I fell in love with something that was make-believe that people didn't really want,

and if they did want, I was going to take forever to actually build. And I went to falling in love with the problem. So many of these doctors and clinicians, they didn't really care about clinical jobs. They didn't care about another tech solution to help them because recruiters were reaching out to them all the time. They had a ton of options. It wasn't a real, like, major problem for them. Instead, they were wanting to build new careers, get their life back, land better jobs, not feel stuck like I was feeling stuck. And it was a huge pain and there was no solution. So basically, I fell in love with the problem of figuring that out and figuring out how do I actually help them in this area. Is that when you funneled everybody to a Slack community from that post?

From that post, we took everybody and put them into a CRM. So we had a little form, had them fill it out, went to a CRM. And then we just started calling everybody one by one, emailing them and setting up appointment times to basically see if they were willing to work with us to help them land a job. And what was your first offer? The first offer, that's a good question, because it evolved into what it is now. So the first iteration of this was because we didn't have any social proof or any track record, it was a contract.

So you would work with us. We would invest in you, basically, and help you lend a job. And after you land a job, you would sign the agreement would say you would pay us a percent of your first year salary. And so it was like 7 percent or something like that. Did people actually do it? Yeah. So in the first iteration of that, it was we took on all the risk. We paired them with a coach.

We helped them land a job and people started paying us, you know, if they landed a $100,000 job, $7,000. But that came with its issues and problems. That's why we ended up pivoting to the model we have now. I read that you had a Slack community. We did. That was a Beyond Medicine group. Okay, that was from the podcast back then. From the podcast. Yeah, yeah.

Okay. Did any of those people end up becoming clients later on or that was like long? I think so. Yeah. There were people that I knew through that community that ended up being clients, but it wasn't a huge percentage of them. I asked that because actually my company, YAP Media, basically started as a Slack channel. I basically had fans that would reach out to me that loved the podcast and they were like, how can I help?

And I started a volunteer team in Slack and that turned into my whole company now and we're making like almost $10 million a year. Yeah. And you know, before I took the leap on Match Day, we like, we tried so many ways to, so first it was a community. It was called Beyond Medicine Group. It was all of the podcast. I charged $99 a year to become a member.

And I grew up to like 300 people. And at the time, I started, you know, getting three or four signups every single day. So it was like $400 every day coming in, going into the Slack community. And that was when I realized, I was like, oh, I can actually leave my job and pay my rent and start building this. And so the second iteration of Beyond Medicine Group was matched to health. So we started it as a community in a way, but we were trying to like tell the story of like it can be so much bigger than that. Yeah, let's pause there for a second. So basically you're saying that when you were working at the startup, that's when you

started the Slack community. And then that side hustle gave you the funds to then become an entrepreneur, just try new business ideas. Is that right? It gave me the confidence because I started to see like I was getting three or four signups every single day. And I was working for, I was VP of clinical operations for an AI startup. And I didn't, I was learning a lot.

enjoyed it, but I just, my goal and my head was always, like, think back to the fellowship. Yeah. I have three years to do this. I was coming up on year two almost. So I was like, I got to figure this out now and start planning those seeds. And so once it got to a point where I was like, I can just pay my bills. Now, even if it was just like making $3,000 a month, I was like, I'm willing to take that risk. And as soon as Beyond Medicine Group, which is not matched, they hit that point, I was like, all in. First iteration, like we were saying, was basically like a recruiter model, right?

You get somebody a job that give you a percentage of their first year salary. What is a model now? The model now is it's paid up front by the client. And so in the recruiter model, the recruiters work for companies, and they get paid when they match someone. So it's like you having your own personal recruiter, but they're not really a recruiter. they're a coach, they're invested in your success. They're invested in you getting a job.

That's obviously something you would have to pay for to have that white glove service. And so the fellowship now is a, it's a coaching program and it's paid up front by the client. And you call it a fellowship. Yeah. So basically it's these medical professionals. It was doctors just at first. So now you've widened it up to nurses and other types of, who can do it?

What are the types of professionals? else? Pretty much any healthcare professional, anybody with a clinical background from medical assistants to physical therapists, to nurses, PAs, NPs, doctors, pretty much anyone who's built their career around a healthcare profession and is looking to make a career transition. And so going something non-clinical in industry, mainly, you know, our focus is health tech and life science. So now what is the most recent offer? What is it exactly? So it's a three-month fellowship and it's $6,000. Okay.

Three-month fellowship, $6,000. How many clients do you have, typically? Every month we sign up around, it could vary, like, between 20 and 40. Okay. So, yeah, around that number. And, you know, active, we have about 150 fellows. The hard part about that model is that every three months you need new customers, right? It's, like, kind of like a leaky bucket.

So have you thought about how to extend lifetime value? Yeah, that's something. I've actually thought about a lot, and it actually used to be a six-month fellowship, but we did it was six months for a year, and then we condensed it down to three months, because a lot of the value and just the refinement of the program, we were able to get a lot of that down to three months. But yes, it's, you know, that's, it's kind of like the high ticket space. You always have that problem of having to chase new revenue. And we've thought about different ways where we can continue to support people beyond three

months, we haven't really figured out what is right for our clients and what's actually going to be a good business model to invest in yet. Right now, it's just a variation of different upselling opportunities. So extension beyond three months or, you know, I think that's the next stage we want to figure out. Yeah, it's like what happens after three months? How does this person still keep? Because, you know, your best customers are your existing customers as most people now. Let's talk about your customers for a little bit. You started with doctors. The problem with doctors is that they basically have golden handcuffs, right? They get paid a decent amount of money. I can tell my brother's story because his story was actually like really positive. So he was a pediatric neurologist. He was making like

$300,000 a year or more very busy. He has two kids, two young kids. He used to get so stressed out if they got sick because both him and his wife are in health care. So it's like they'd have to cancel patients and it was like very difficult for them to handle anytime a kid was sick. He would have neighbors who would be like eating lunch in the middle of the day. He never could do that. He used to have to take calls at two in the morning. And then he was just like, I love my job. It's rewarding. It's very rewarding to have patience be grateful and everything like that. It's like instant reward. But he just wanted a better lifestyle. And so he just, you know, figured it out. and went on LinkedIn and started at, you know, one company,

then kept moving his way up. And now he's an amazing job. He's making, like, almost double the amount of money. That's awesome. And I'm sure in the beginning he was making just about the same. But for other doctors, that's not necessarily the case. Like, they might have to take a pay cut. And I think those are the golden handcuffs that they have, right?

Absolutely. And it's actually one of the things we realized as we started progressing. we actually moved away from really marketing to positions at all. And we focused on the healthcare professionals that were earning between $80 and $150,000, because for them, they could make a career transition horizontally and still earn the same amount of money or maybe a little bit more. And so the career pivot for them just made so much more sense. Whereas like you mentioned, physicians earn a lot higher incomes. And so they're not necessarily willing to go into like a mid to entry level job.

which is the case for most physicians, like if you wanted to do a career transition, you probably need to take a pay cut. But not for all. Many can pivot into pharma like your brother and actually earn more money. But I'm sure for your brother is actually really difficult

to have to figure that out on his own and navigate that entire process. I remember it was very difficult for him. And it was kind of like he got lucky. He got like a big brick, you know. There was like one specific company that needed a pediatric neurologist and there's not that many in the world

and you know what I mean? So he had to like find the exact opportunity that was a fit for him and then kind of navigate his way. But it worked out he's so much happier, you know, and ultimately you spend so much of her life working that you want to be happy. So what kind of jobs, like for all the nurses,

there's so many nurses in the world and medical assistance, for everybody tuning in, what kind of job opportunities are really out there for people who have medical degrees that are not clinical? There's such a wide variation, and I'm honestly always surprised because I see a new job title out there, and I'm like, oh, another new job that could be for clinicians. But they're not really marketed for clinicians or marketed for people with X, Y, and Z background. They always say health care background preferred or something along those lines.

So I'd say it falls into four main categories. The first one is probably sales being the big category. I would put customer success under their account executive, account manager, medical device sales, Parma sales. So anything in that category I've put there, maybe even MSL or medical affairs. One of my best friends just reminded me she was a nurse, so smart, so bright. She went to medical device sales. She's making so much money now.

She's crushing it. Yeah. And sales is definitely, and I love sales. And it's probably like, I encourage people to learn sales and like get into sales as much as possible because it's such a good skill to learn. But it's definitely also got the highest ceiling and highest earning potential potentially. So sales is one of them. I put operations maybe on the second category that can include clinical operations, coordination, program management, project management as well. It's a very popular one. There's just so many different job

titles that can fall under that. I would say a third category is education or content writing. And then the fourth category would be the consulting or strategy side of things. So in terms of like costs of delivering all these services, you have coaches. And it sounds like you've had coaches from like almost the very beginning. So how do you find these coaches? How do you vet these coaches? How big of a cost is that? Yeah, absolutely.

So we have two full-time coaches. There are program directors and we pay them a full salary. Okay. So it's not for client. It's salary based. It's salary based for the program directors. And these are super experienced coaches. Chanel and Jenny, they're wonderful.

And they basically built out the entire program for us. And they did all of the hiring and the recruiting. And so we've got about 15, I want to say 15 contractor coaches at the moment. And so they just step in as needed. We have so many different clients and they have different schedules. and so we need a lot of availability to that's flexible for our clients. Got it. And so we rely on contractors to support kind of like outside of our two main coaches as jobs.

I could imagine that could be very difficult. Quality control. Yeah. Reliability. And also with a service like this that's high ticket, you've got to really deliver for your customers. And if you've got like one bad review on Reddit, crush everything, right?

Absolutely. We spent, and really for me, I wanted to build the best program. And to do something like that, you have to hire the best people. And so my first two hires, like, we really just spent like so much time interviewing, talking to the right people, asking for referrals. And that was the big difference maker because they really built the bulk of the program. And when you hire people who are A plus, they hire other people who are A plus.

Yeah. That is so, so important in program delivery because, you know, when your clients, are happy. Like you said, if you even have one bad review, it can hurt your business. And thankfully for us, like we've got, I think, 4.7 on Trust Pilot, all five-star reviews and all of our clients have been super happy so far. And if there ever haven't been, we just go above and beyond to like make it right or help them in whatever way we can. And that's so important. So with a $6,000 fee for the coaching program, how much profit do you make off that with all the different expenses from the coaches, from your team, you've like a pretty small, like executive team,

like five people or something like that. How much, how much profit do you? Well, our gross profit margins around 60%. Okay. That's pretty good. And then our net profit margin, it just really depends for us on how much we're reinvesting back into the business or spending on marketing. Yeah. But that could be around, you know, I'd say 20%, 30%. So how do you get your customers today? So today, the main channel is obviously paid. Okay. So why is that obvious? I think for the high ticket space, it's actually pretty common that a lot of people are doing meta. But we've actually been also getting a lot of referrals. So, you know, I think that's been becoming much more common now that we're more established. People have heard about us. And we've got a lot more fellows

who have gone through the program. So referrals and then organic as well. My Instagram, my Instagram, I linked in the company page. This podcast. Yeah, this podcast, hopefully. Which I need to do more of and tell my story. Yeah, you need to do more podcasts. Well, I don't know. You had a podcast.

I was like, he probably does like a fairly amount of. Okay, okay. I was thinking he might be doing a fair amount of podcast if you had a podcast. Let me ask you this. Do you like being interviewed or do you like being the interviewer? I like being interviewed when I have something to say. So if I have like a new course and I've got all this material in my head or if I just had a new webinar and I've got all these ideas, but I hate being interviewed when, like, I don't have

anything new going on because then I just feel like boring, you know? So I'm not doing interviews until I launch my book, which I'm in the progress of writing. So once I have my book out, I'll save all my favors for them. Yeah, yeah, that's awesome. Okay, so let's talk about paid ads meta. I tried paid ads once. I get all my clients through referrals, essentially. So I have a social media podcast agency and I have a podcast network. Most of my clients actually are guests on the podcast and then they just become my client. All right. Sign me up. I basically designed this podcast that way. Yeah, I could definitely help you with like podcast appearances and all the, I have so many different services that people that come on my show want those types of like LinkedIn management,

Instagram podcast production, monetization of their channels, all that kind of stuff. So I've designed a really cool like lead gen engine. And then also we grow our brand really wide. so that when my team does outreach, like everybody knows about my podcast and the app media. And even if they don't come on my podcast, like the brand gets us in. And we don't have to do really any paid other than like how much it costs to do like outbound email.

So we never do paid ads. I did it once and it totally flopped. Yeah. But I didn't try hard enough. So what was your experience with paid ads? Like what was like some of your first campaigns? Like what is working for you? Yeah.

So well, when we started off, we started with like a super low. at spend to just get leads and talk to them and learn. And then we have to figure out, you know, is what we're offering here is something they want. And so in the beginning, we were offering basically kind of like, it was kind of like a no-brainer. Like we were taking on all the risk. We were letting you sign up for, I think it was like $500 to sign up for three months, get coaching, and then you only have to pay us when you actually get a job. And so we just had such low risk, It was such a no-brainer offer that we would just talk to people and they'd say,

okay, you're going to take on all the risk. And then we'd help them get jobs and pivot and actually be successful. Then they would actually be so grateful they would pay us. And so in the beginning, we're just spending like a low amount on meta, maybe a couple thousand dollars a month. And then once people started landing jobs, we realized, oh, okay, this works, great. But it came to a point where cash flow became the constraint. And so the model we were doing wasn't actually a good model because it just delayed cash flow.

And then for whatever reason, sometimes people wouldn't be able to pay or they'd have to pay it over a longer period of time. Yeah. How would you even like prove it or I guess you had a contract, but like you're not going to go spend legal fees for $7,000. It would cost the same amount to take it to court, right? Exactly. So for that reason, we pivoted the model. We collected the cash up front, which allows us to cash flow the business and grow it. And so, you know, it reached a point where when we were closing five or six a month, we started to increase the ad spend. And then at one point, we changed the model, made it all up front.

We started hiring a sales team setters and closers. And then it just kind of started growing from there. You know what I would do if I was trying to grow your business? Tell me. Webinars. We do that now. You do webinars? I mean, I would focus on growing your personal brand.

Because this is a topic that a lot, there's so many medical professionals in the world. How big is the market? Like, how many medical professionals are there? There's around 10 million healthcare professionals if you count all of the... In the U.S. Yeah, if you count all of the allied health and, like, support staff and that... That's so many people. Four million nurses alone in the U.S.

Yeah, and it's like, it's very targetable on LinkedIn. So you could be searching different titles and then DMing people, inviting them to your free educational webinar, and then mass closing them. You know what I mean? So that's what I would do. I would be like find every single nurse and every single medical assistant and invite them to this free webinar, give them an hour of great content, and then close them in mass. I actually do want to pick your brain about that because I totally agree. Pick my brain right now. Let's do it.

Well, I guess so I've been doing a webinar every week now. Yeah. So I have it on my personal LinkedIn page. Okay. And I did it because one, we've done supplemental webinars. so all of our leads that don't close or pay on the call, we send them link, come to the free webinar if you're not convinced yet. And the best thing about Zoom webinars is you can collect their email

and their phone number when they sign up. So if they sign up once, you've got their email to retarget them over and over. Yeah. Yeah. And so we do all the retargeting and it builds trust, really. And that's the biggest thing because when people want to spend $6,000, like they really want to know they can trust you. And you can't build trust off a paid ad.

That's why it flopped. because on social, people would follow me for years, and I'd sell something. They have, like, years of content and trust on a paid ad. They have no idea who I am. So we paid ad to webinars. Always the way to go, in my opinion.

Yeah, I want to, and I'd love to get your opinion on, you know, having those be paid webinars versus free? Free for all of them. Free. And I know a lot about webinars. I've interviewed, like, Russell Brunson about it, Jason Flatline about it.

I've done maybe two. maybe 200 webinars myself. Oh, wow. So what you want to do on a webinar is you want to give free educational content, but you do not want to give too much. You don't want to overwhelm. So you want to tell your own hero story, which you've got a really great hero story, right?

So you actually were your own customer. Like you have the experience to help them because you went through the same thing. So you want to go through something called a hero story. And like, that's the first 15 minutes of the webinar. You're just inspiring them with your hero story, making them feel relatable to you, of the same, you had the same pain points. And then you are establishing your credibility of, like, how many people you've gotten jobs so far, how you turned it around. And, like, how you just, like, want to give back and help them now make their own transition. Right.

Then you give them, like, a promise of, like, by the end of this webinar and the next 45 minutes, I'm going to help you do X, Y, and Z. And you pick like one, like five percent or even two percent of what you would teach them in the coaching program, one nugget that they can walk away with and like implement or like that's actually meaningful and like walk them through like a framework. And then if they want more, you tell them the offer and you give them like an incentive to actually buy then. So in the next 24 hours, you get a 20 percent discount or, you know, use this promo code or whatever it is. and you give them like some sort of offer at the end. Yes. And then there's like camaraderie and people chatting. You can invite your past students to give you shoutouts and even come on and talk about their experience.

And you can get really creative. And so it's a great way to mass sell. And especially for something like this where there's so many people, if it was like something really niche, I wouldn't recommend this. But because there's so many people that would be interested and there's so much to teach, like you could just do it about like how to be confident in your interview or something, you know. You're spot on and that's actually such good advice. And we made the mistake, I think, of overteaching in some of our webinars where we go too deep in, like, how to actually do something. It's like so valuable.

Yeah, you don't want to go too deep. Whereas like, then they just want to go and do it on their own. Or they get scared. And they're like, oh, this is way too much. This is way too much work. You want to just talk about the outcome and, like, not how hard it's going to be and all the work, right? So just like a couple small things that, like, you want to teach them and take them away to build that trust. and like to get them feeling like, okay, this is the company that I want to work with.

If I got this for free, I can't imagine what it would be if I paid for it. Right. Yeah. And then case studies of all the success that you've had, like all the credibility because you've actually helped a lot of people land jobs. So you've got something that other people don't have, which is like proof points. Totally. Yeah.

And I think social proof has definitely been like the biggest thing for us is both on the paid side as well. Like our best ads are social proof. And then the more we can sprinkle it in on our website and our social. socials, it's always like really boosted our sales. Yeah. So you actually have a pretty decent email list, right? We do.

We've got about 18,000. Nice. How did you get those emails? Yeah, paid. Paid ads. Paid ads mostly and probably organic, just website visits. We've invested a lot in SEO. Yeah, that's smart.

Being kind of like this unique brand and healthcare for career transitions. I do believe we're the market leader. I don't think there's anybody else in terms of, like quality or scale that's this niche providing to, like providing this type of solution for healthcare professionals. And so when people search non-clinical careers or pivoting, we usually come up and we're the first kind of, you know, place people usually learn about these sort of things. But that's been a big driver of growth for us and collecting emails. And I will say, you know, we're kind of, I still think we're kind of a baby company because we spent our first year

2022 we did $8,000 in sales. Nothing. 2024, we did $30,000. 2025, we did almost a million. Wow. What changed that year? The entire model. Yeah, okay.

That's when you pivoted the model. And then this year we'll do, you know, almost $2 million. That's great. How much does a cost to acquire a customer? What's your customer acquisition cost? Right now, it fluctuates between 1,200. and 2000. Wow, that's a lot.

Yeah. Damn, I'm so lucky. I get all my customers for free. Yeah, you are lucky. I get paid to have my customers because I get paid for a podcast. Yeah, and that's actually pretty common in the industry for these high ticket programs. There's so much kind of, you got to separate the signal from the noise and you just have to talk to the right people. And, yeah, so I don't like giving Mark Zuckerberg all of our money, but

Unfortunately, it's the way, you know, right now we're building brand awareness and it's been profitable. So we have a, you know, around a four to five X ROAS at the moment. So it works. Yeah. It's just not ideal. Yeah, it's not ideal. Organic is so good. But to your point, it's like it's working. You're profitable. You can just keep pushing at it and scaling it that way and just maximizing the effectiveness of your meta ads campaigns. But organic, what are you working on. I know you mentioned SEO. Are you doing anything with AI, like AEO? So yes, our agency is actually building our AEO strategy and all of that. And so it goes along with like building the FAQs and, you know, the SEO and all of that. So we got, we have like 10 blog posts going out every week

to build our SEO strategy and get in search engines. But we're also doing, and this is the part I'm most excited about. We used to have to hire a social media manager to basically run our Instagram. And right now, we're able to put out 10 times the volume through Claude and through building frameworks and skills and then running many chat automations from our posts. So we're getting hundreds of comments on our posts every single week that lead to nurturing funnels, career assessment quizzes, webinars, all these different things. And that's boosted our sales. I'd say like 20%. Okay. Unpack this. Yeah. So is that like, any different Instagram channels that you guys are just like kind of like clipping.

No, it's the Matchy Health Instagram page. Okay, it's one Instagram page. And what are you saying? Like, Claude's helping you come up with content? Yeah, Carousel has just been major for us. So the way Carousel work is it goes mainly to your followers first. And so because we spend so much, you know, we spend around $1,000 a day in meta ads. And we get a lot of followers on our Instagram.

We're also running organic posts. All those people follow. our Instagram and probably lurk for a long time. And so through these carousels, we do a lot of education about non-clinical jobs, about careers, about what they can land, because this is a space that requires a lot of education. People still don't know enough about it. And so we get, you know, people to comment. There's the automations. And then they can go into our newsletter or book a call with our team. And we've just seen a, you know, a huge bump in our organic sales every month. And it's just been like a huge supplement to our paid meta ads.

Let me give you a tip. Take all your best performing carousels and make them trial reels. Interesting. And then my Instagram has been blowing up from trial reels. Like I just got a, like last week I had a video that had a million views, 500,000 views, 300, like huge, huge videos. And each video is giving me like 3,000 followers. Like it is crazy. Like I'm about to grow really fast on Instagram.

And the thing that wins is actually the top. It's what is getting people to comment and have a conversation. So you have all this data now of all the carousels that generated comments and conversation. Turn those into reels. Take each idea and do it five times. Five different hooks or like switch up the video because you can't upload the same video and do five trial rails a day of like the same concept and just do that every day. And like I guarantee you it's going to pop off. Like there.

So basically Instagram is. You're that, Andrew? Yeah. Get on this. Instagram is basically pushing trial reels to followers, and especially because you've trained like your Word cloud of your Instagram page of all the keywords that you use. Like Instagram knows what you talk about

because you guys have been consistent in your topics. So your trial rails are going to go to people who want that and who, and like basically, if you have one or two of your trial rules that are doing well, as people are scrolling, they're just going to get fed like your next video. It's just really awesome. And it's kind of like I've never seen this much traction on Instagram for like brand new accounts or not super popular accounts.

Like for my clients, it's working really well. So like definitely lean into trial. Interesting. I'd love to ask you like, I'm guessing you have a team that works with you on your social media. How much of a hand do you have in like this strategy or, you know, pushing them to do certain things? Well, I'm a busy woman. But like my at 11 p.m. at night, I'm out. checking like my YouTube, my Instagram, and like giving everybody feedback. I am involved in the

strategy and setting the higher level strategy. Like what do we want to focus on? What features do we want to use? But my team, I have like a big team and my team is really like drafting the nitty gritty content. We've got like a B-roll library of like approved videos and approved photos. So I don't always have to like approve every single little thing. And then anything super personal I review, like, if it's like a Mother's Day post or a post about my boyfriend, then like, I want them to be the one writing that, you know? So it's like I work on those. But other than that, my team is basically doing like everything. And I basically have like monthly social media meetings, biweekly content brand team meetings where we're talking about YouTube, podcast, everything,

you know, and so I'm always directing my team. I think a big part of my job is just directing everyone, but not the nitty-gritty day to day of like, this is the post we're going to post today, you know? Yeah. Not to hijack your show. No, go for it. I'm curious. I'm sure the listeners want to know.

Well, I'm curious, like, what do you exactly mean by directing? Are you, like, supporting or, like, setting their vision for them or more so, you know, showing them what to do or that sort of thing? I have so many things going on. So to kind of break down, like, all the different, like, areas of my brand, right? So I have my podcast, which is audio and YouTube. And, like, we're really focused on growing YouTube. Then we have LinkedIn, Instagram, TikTok, email.

Yeah. And in a biweekly meeting, I've got my whole team on. It's like 20 people on. And everybody's got their work stream and reporting out on, like, what they did this week, what they did last week. And then they're telling me what they're doing. And I'm like, okay, like, I noticed this mistake or I want this guest on the show or, or, like, With trial reels, like, let's just focus on the biggest guests, not the most recent guests, and let's just lean into that. Yeah.

Because I'm really, like, hands on in terms of, like, I'm looking at every comment that's going on my page. And, like, I'm really looking at it every day so that in the meeting with my team, I can bring up, like, hey, I saw we're doing this. I don't want to do that anymore or whatever. But basically, everybody's like, there's like somebody responsible for every, every, like, area. Yeah. It's almost like you're distilling all of the insights, too, because you're seeing what's working, what's moving. They're telling me, like, we grew this much or, like, we went viral here. I'm learning new things, too, like, oh, TikTok grew 10K.

I didn't know that. Like, you know what I mean? So that's how I get my information because there's just so much going on. Yeah. Yeah. Very cool. Okay, back to you. So Match Day.

What about the tools that you're using? What technology are using to run this all? Like, how do people, like, schedule time with their coach? How do you monitor coaching calls and things like that? Yeah. And so this is the part I love and it's probably so relevant for someone who's starting a business or, you know, wanting to start their own business is you can start with off-the-shelf tools for everything. And what I mean by that is like Google Drive, Notion, Slack, Gmail, obviously, all these different off-the-shelf tools, subscriptions. You know, we have a ton of subscriptions that we use.

but we don't have any of our own tech stack right now that we use. We actually built it in the very first year and it was useless. And it's actually not great and it was super expensive and doesn't help the users. But users. You made your own platform. Got it. Yeah. And it wasn't very effective because at the end of the day, people just need the tools that they need

and they actually like using the tools they're already familiar with, Slack, Notion, Google Drive, all these things. And so we really just use off-the-shelf tools for everything. Slack is our community. So we still have the community. Okay. It's a thousand plus members now. Nice. That's for our job boards.

We have hiring managers posting in there. All of the coach communications, like the asynchronous ones, happen on Slack between the fellow and their coach. And that's the community Slack. And then we have our team Slack, which is all our internal operations. Notion is basically set up for all of the resources, all of the guides, all of the videos that are supplementary, all of the tools that we use, different AI search tools that we set our clients up with, and then we have our tracker in there for tracking jobs, et cetera. And then we also use it for internal operations as well, you know, whether it's marketing or, you know, setting up a CRM for different objectives and KPIs for the month, that sort of thing. And then Google Drive for connecting with fellows. The coaches use that a lot.

In terms of like how your team is structured, when you raise that million dollars, did they take equity? Yeah, so we raised it on a safe note. Okay, what's that mean? So safe is a it's a YC designed kind of tool or vehicle for collecting cash from angel investors. Okay. So it's basically a promise to give equity when there's a price drown.

or something that would trigger an equity conversion. So you typically raise it on a cap. So it's either a pre-money valuation or a post-money valuation. So we raised it on a $10 million valuation cap. Okay. But it's not real equity yet. So we raised from angel investors. And at the time we were planning to build a venture-backed business.

Yeah. And so those investors have kind of like, that promise of like when we do convert the equity or when there's a price round, their shares would convert into actual equity. So you didn't pay them back yet? So I wouldn't say we didn't pay them back yet. We actually are in the process of converting all of our existing first investors into equity. Got it.

Yeah. And how much equity will you have to give up? It's about 20% of our business. Got it. That's a lot. But you got a million dollars to start the business and that was helpful. Yeah. And you know what you always want to do right by your investors,

especially like the first people that invested in you. For me, it's like the relationships are way more important than the money. So I'd rather give away more and like do right by our investors than like have them wondering like, hey, what happened to my money or that sort of thing. Now that you change the business model, do you wish that you just bootstrapped it? Because your cash fine. I do. I do.

But I didn't. Here's the thing. We actually did something. So our business was going to fail in 2023. We were going to run out of money and we weren't going to be able to raise again. But that was where I was like, whatever we turned this business into, I wanted to really do right by our investors and the people that took a risk on us and not make this just a failed business.

Yeah. And so instead of just going back to them and saying, hey, sorry, the business failed and starting this other thing, which I really could have done, we didn't. And we turned match day into this business that it is now. So you could have, like, folded the other company completely. And I've been like, sorry, guys, you took the risk, I'm out. But instead, you didn't. So do you have to communicate anything to these investors?

Do they have any sort of, like, say over anything? Or do you communicate them at a certain? To some degree, when they're angel investors and they're, you know, on a safe, they don't really have that kind of say. I did always put out, like, quarterly investor updates, sharing how the business is doing, what's happening, where we're growing. and I still do that even now. But they don't get to, they don't really have a say because they don't, you know, once you get to like the seed stage or series A and then they have a board seat, then that becomes a different story.

And also you're taking on a lot more capital at that stage versus our stage was just individual angel investors. All right. So we're going to do a SWAT analysis. Oh, no. What do you think your biggest strengths are? as a company right now? As a company, our biggest strengths are marketing and operations. So we have a very strong program, very high quality, high caliber coaches.

So from a program fulfillment side, like, we're super strong. And also from a marketing side of things, I think we've just done a really good job of establishing ourselves as like the leader in the space for career transitions. Speaking of success, what is your success rate? for actually helping people get a job? So we track success over a six-month period. So within six months, 80 plus percent of our fellows will actually land a job. The average time to offer last quarter, it was 88 days.

Right now it's about 112. So slow down a bit because of the market slow down. But we're also going into like September, October, which is peak hiring season. So hopefully that number will speed up again too. And in terms of like capacity with your coaches, like, are you looking at it? Like we've got X amount of coaches. We have this much capacity for clients and we're this much underfilled. Like how are you like monitoring your goals?

We have an update every single week. So a weekly operations update and we kind of have a percentage of capacity. So we have a percentage of capacity that kind of floats around. So anytime we're above 70% we start thinking of hiring. When we know we're ready to scale, we'll start thinking about additional contractors. We'll start interviewing and preparing for that process. But, you know, typically above 80% is, that's kind of like yellow flag. And above 90 is like, okay, we got to figure this out ASAP because we're bringing on new clients all the time.

And so we might run out of capacity in that stage. And we never want our fulfillment to be the bottleneck. How much is your founder's story a strength at this point? Do you feel like it's grown beyond you? I think our business could do well without me, and I think it would probably do the same want of revenue with or without me. Maybe, you know, for me, it's really been the trust factor because it's my story. Yeah. And it's just, you know, to establish the business and get it off the ground, it's really helped. But now I think match day carries its own weight. It's got social

proof. It's got strong marketing, strong brand. We want to still kind of, you know, take the key, take me the key man out of risk out of the business. Like I want to run Matchy forever. I love the business. But I don't want to be the main risk to the business. If I ever can't do something or be, you know, doing the ads or anything like that, I don't want the business reliant on me or my personal brand. I really want it to stand on its own two legs.

Are you doing all the meta ads right now? Are you the face of it? Just I'd say probably half of them. We hire UGC creators. My ads usually are the best. performing and I think it's I think there's something about being the founder is like you just have the most conviction and people like can sense that yeah and so that's part of it and then I think just being a doctor also gives you credibility and I say like I say this like my degree didn't go to

complete waste you know the $400,000 degree it's like now it helps me you know build trust with our audience and that's worth something all right let's talk about weaknesses weaknesses um I want to we don't have weaknesses, but of course we do. I'd say areas that we're improving are sales and getting better at having a strong sales team. Like closing people from ads? Yeah. Because it's called calls. Like they book a call? Yeah. So they book a call with our, we call it our admissions team. And so there's a qualification call that's about 30 minutes. And so that's the first kind of experience someone has with match day, 30 minute call. Right now we have four full-time setters. So they're available for the

calls. They're the first kind of like interaction someone has with Match Day. And so we make sure we have a good first impression, but also we're qualifying, making sure this person is the right fit for us. We're a good fit for them. And they're also financially qualified, so we're not wasting their time or our time. And then we have the team that's like our closing team or admissions closers. And they are really closing the deals and bringing in the revenue. Are these international contract They're all U.S. based. They're all U.S. based that are doing that. Does that get expensive?

No, they're all commission-based. Commission-based. Our set team gets a base. Our closers are all commission-based, and they do really well. Take a second to walk through what that setup is like. Do you consider those people team members, or they kind of like, how does that work? I consider them a core part of our team. Okay.

Yeah, because sales, and I think this is where a lot of people, I've seen like people outsource sales, and I think that's a terrible idea. sales is part of our culture because it's like the professionalism it's like you know if you have a lousy salesperson and they're not showing up professionally and they're talking to your customers or not handling things appropriate it makes your whole business look bad so i consider them like an integral part of our team i meet with them weekly um always you know going through coaching exercises or whatever but we also have a sales manager um but to break it down we have setters and so these are the people setting the closing appointments. They're doing the 30-minute calls, and we pay them

a base. So they get a flat base, it's $1,500 a month, and then they earn a commission of, could be between 5 and 7% per deal, and their OTE, you know, is around $4,000 to $7,000 a month. And that was included in your customer acquisition costs. So it's the paid ads and the cost of the commission of sale. Not in our customer acquisition costs. Oh, no. So customer acquisition cost was just the paid ads. Just the paid ads, yeah. Cool. Yeah. Sales is 20% of gross revenue.

So that's a, you know, big line item. Why commission based for sales? Why not just hire a full-time salesperson that does everything? I think the industry, and I think a lot of people maybe know this as like high-ticket coaching industry, high-ticket sales industry. There's like, I don't know if you're familiar with like Shelby's staff. I do, yeah. So there's a lot of people promoting this now and the whole industry is kind of trained on

just being commission-based. And, you know, for them, it's like they're able to make higher salaries if they're really good. And so most of them don't really want to be salaried or anything like that. They want to work on commission. Okay. Because it also gives them, they also make more money doing it that way. Okay, so that's a huge chunk of your cost is actually the sales and the commission that goes to the sales team. Now, what about the weakness of it being like coaches?

Do you feel like that's scalable? I do feel like it's scalable. I feel like we could grow to, I mean, I think we could easily get to a million to $2 million a month business. I do think that's on the horizon for us. It might take us, you know, another two or three years to get there. But I think we've set up the systems now to be able to scale. And so on the fulfillment side, like, we definitely can scale. It's just a matter of having the right quality people.

and then having the right leadership in place to scale that team. So I'm not doing, obviously, our program director does all the hiring, all the quality assurance. And when you hire really good people, you can scale. So that's just number one is like hire good people. Yeah, and you have a good program. You said you spent a lot of time on the program. Yeah, exactly. And so we have a lot of systems in place on the fulfillment side.

I'd say the bigger issue for scaling is just keeping our customer acquisition costs down. And then like we talked about increasing like what are the other offers so you can increase lifetime value of your customers? Yeah. Or just get more customers. Like that's such a big volume that it doesn't matter. Yeah. I mean, my dream is, you know, for healthcare professionals is we can help them through the lifetime of their journey. And I think about it in a couple ways.

One, everybody in healthcare has student loan debt. So I think about how can we help them with coaching, handle their student loans, strategize, have financial. advicement. That's a great idea. After they actually, you know, land the job and are thinking about, okay, now, how do I structure the rest of my life and career and financial responsibility? So that's something that I'm thinking about is like how do we layer on services? Because what's unique about us is when someone comes in and works with us, the amount of trust and rapport that they have with their coach is actually just phenomenal. Like they want to go work with that coach forever. They want to be best friends with that coach.

They really have a lot of respect for them. And that gives us kind of a privilege because now we have that relationship with them. And because we delivered such an exceptional experience, because we help them get that next job, they're going to trust us when we say, hey, we've got another program here. We can help you with your student loans. We can help you with, you know, whatever it is. It could even be life insurance and disability. What about like just life coaching?

Like, hey, now that you've got to do. job like you can continue on with like monthly life coaching or something i don't know i don't know if you need certain qualifications for that but we we've thought about it right now it's um so we do like a three month extension for fellows if they want to do that at a like discounted price if they didn't get a job yeah if they didn't get a job yeah we'll do like a three months extension at like a very high highly discounted price just to make sure we're supporting them until they get the job um and then we do offer alacart as well for fellows that graduate So after they finish the program, they can always book again with their coach for like one-off sessions, for promotions, things like that.

They're always able to do that. So we do also generate a little bit of revenue that way as well just now that we have more alumni. But I think there's still also a lot more opportunity where we can take that trust that we've built and provide more value for our customers. How about the opportunities? Do you ever think about expanding beyond health care or like what does that? the different opportunities that you're thinking about. I think health tech is such a big opportunity, such as big industry. And our advantage is that we're so niche.

I feel like, you know, really, there's 10 million healthcare professionals. That's kind of how I think about our town. And what can we do to help more of them? The reason I started Match Day, like my mission, what really drives me right now, it's actually just helping people get that spark back. because so many healthcare professionals, if you've seen them after a shift or even day to day, they're exhausted and miserable.

Yeah, they just look deprived of life. Yeah, tired. I want people to have that kind of spark back in their life where they don't feel drained and hopeless and defeated. It's like they can show up and be present at home, be present with their families, be present in their communities. So, you know, we do that through helping them with their careers. that's one way to do it.

There's probably lots of other ways, too. But thinking about really the core demographic of healthcare professionals, that's who we want to serve and thinking about more ways we can do that. So opportunities, your podcast, are you putting out new episodes or what's going on? Very minimally. That's something we want to do more of for sure. And I think it's like, I think maybe even just having on guests that have made the pivot or doing the next thing, I think that's our big next opportunity.

It is because you could probably get so many leads from the podcast, from professionals that are interested in that kind of stuff. And it doesn't even have to be a huge audience because it could just be like your exact target audience. Okay, for threats. Any competitors that you're worried about? Does AI threaten you in any way? I don't really look at our competitors, honestly. I just try not to pay attention. You know, I think I see it in the sense that it's a good sign when I start to see competitors.

When we started doing this, like this model of Match Day two years ago, there's no one doing it. But I've started to see like independent career coaches pop up talking about this, posting more on social media. And actually, I think it's a good thing. Yeah, because you could just take their followers. Well, they create more brand awareness about the non-clinical career pivot, right? And, you know, I think it's great. I don't think like, I just, for me, like, philosophically, I just don't believe in like focusing on my competitors. I just think if I just, we just do what we do, like, you know, the more than

the merrier, they can have a piece of the buy to if they want. Any other threats that you can think of? You know, there's always the threats you have to be thinking about as a business owner. And like, you have to be a little paranoid. Yeah. Of like, you know, what could potentially put us out of business? And so meta going down, like, that could be a huge threat because we have had our alliance on meta ads. And I think a lot of coaches and businesses like, are is rely on meta. And that's why we've invested heavily in, like, building more organic presence. I was going to say, a referral system, ways that we don't have to have that reliance.

And then just kind of the general economy, you know, $6,000 is an investment for a lot of people when my economy is good. People are willing to invest themselves to further their careers and growth. I think we're in a fairly safe industry because our demographic is health. care and that's a stable field that doesn't really, it's recession proof in a sense. Yep. And so I think we're okay there. But as a business owner, you just have to always be thinking about what things could

hurt your business and be like life threatening for your business. And I'm always keeping an eye out for those things. Some of the ways that you failed, because the best way to learn, guys, is from other people's failures. And I feel like we've learned so much in this interview already. But what was the biggest product or platform mistake inside of Match Day? What's the biggest mistake that you are with your products? Spending money on an agency to build us tech.

Horrible use of funds, horrible decision. Should have never done that. You're not in the tech business, right? So you basically entered into the tech business instead of just focusing on your core thing, which was coaching. And there's so many different platforms out there that are like specifically designed for coaching. services. So what was your worst hiring decision? Worst hiring decision?

I think about that because I don't... You feel like that's been strong? I feel like that's been pretty strong. We're really good at hiring and I think we let people go really quickly if it's obvious they're not a good fit. That's good. I don't think I've had too many bad hires. Maybe on the sales side, we have had bad sales hires. Okay.

And that was because we had a bad sales manager at the time. like when you have C plus people or C people. Yeah, they're going to hire like other bad people. One of the biggest mistakes I did early on. So when I first started my social media podcast agency, it blew up like right away, like month one and we were making six figures. And I had like essentially a team of interns. Like I didn't even have like I was still working a full time job at Disney and I had a team

of interns and I was like letting the interns. This is a long time ago. I was letting the interns like hire people or. Like maybe we had just started paying people and I was letting those first employees, like, hire people without me even interviewing them. And then suddenly we had like this horrible people on the team. And that was a big mistake. And then I was like, okay, like I have to do all the hiring interviews. Like no matter how now, you know, I've got people I trust.

But back then it's like you've got to make your first hires. Definitely. Yeah. What cost did you underestimate the most? I think the cost of entrepreneurship. Like you never really. know what it's going to take to be an entrepreneur until you do it. And, you know, I've, you know, I work 100 hours a week. You know, I thought, I would have, I was working a lot in residency,

but like, I'm always in the business. I'm always got a pulse on it. It doesn't feel like work to me because I enjoy it. Yeah. And so it's easy in a sense, but I work a lot. It'll get better. But yeah. And so that's, that's, you know, there has been definitely the, the scares and the mental cost because you just to get it to the point where you're like outside of lift off like you're you've reached escape velocity you just have to like pour so much into it I feel like we're just getting at that point where we're reaching escape velocity and I'm able to like take a breath now but it did take a lot to get it to that point what decision did you make too slowly firing toxic people that you just said you fire really quick

And I do now. You do now. You do now. I do now. I do now. There's maybe only like two scenarios where there was someone where I should have let them go sooner. And not because they weren't a good, like there were excellent operators, but they weren't good team players. They didn't have the right attitude.

People were afraid to go to them for things or weren't very approachable. And that just, it just ruins the dynamic. And it creates stress for you and other people. And so, like, if you have people like that on your team, even if they're amazing, you just got to let them go. What's a founder habit that you think is holding match day back? Not doing enough content. Yeah, you got to do more content. Yeah.

You started out in podcasting in 2017. Your podcast could be huge right now if you were just consistent, right? So just get back to it. Start guessing on podcasts, start doing your podcast, start chopping up clips from your podcast, blowing it up. That's what you got to do. That's a really good point. And I don't know what it is about just becoming an entrepreneur that just made me so much more introverted. Because I'm so in the business talking to people all the time.

Yeah. I feel like getting on camera. And it's also like you have to switch your brain a little bit. Yeah. And back when you were doing your podcast, was it audio only? It was audio only, yeah. Now it's a whole different world. Yeah.

It's a different world getting on camera. It is. But you can do it. I believe in you. Thank you. Okay. So if somebody wants to copy this business, any ideas of like people who are tuning in? not specifically your idea, but lots of people do career pivots and lots of people need new careers.

What are some ideas that you have for people or advice on how to copy your business? Yeah, I would say, you know, anytime you start a business, like the more authentic it is to you, the better that business is going to be. And so everybody has a story. Everyone has something that's happened in their life, that they've overcome, that they've faced as a challenge, and they've learned how to navigate that. So in the coaching space, if you were to want to become a coach, if that's in what you want to be, you can build a business around that. You can help someone overcome a very specific challenge that you know better than

most people. And so I would say, one, is just be honest with yourself. Like, don't fall in love with some solution because you think it's cool. Yeah. Fall in love with the problem. Yep. And that was the first mistake I made as an entrepreneur is I fell in love with a solution that wasn't even really for me. And when I came back to my roots and I became like went back to like integrity for me, everything fell into place. And so I really believe this is like the world's trying to unfold for you and it's like swimming downstream. You just have to let go and be an integrity and do the thing that feels right. And you can build a business out of that. Like you don't, I don't believe in the world where you have to be icky or do the wrong things to be successful

anymore. I think you can be an integrity and do something that is right for you and make a very successful business out of it. That's beautiful. Well, Rami, thank you so much for joining us on how we profit. This was such an amazing conversation. Thank you so much, Heather. And that's how Rami and Match Day profit. Every business has a hidden engine, and today we learned that Match Day is not simply selling career advice. It's selling transformation, a structured path for health care professionals who feel stuck in clinical practice and need the guidance, accountability, and network to move toward a new career with greater clarity and confidence. Thanks for listening to How We Profit Wednesdays, the Young and Profiting series where real

entrepreneurs share real numbers, real margins, and the real story of how their businesses actually work. I'm Halitaha, and I'll see you next time.