Looking for inspiration to turn your ideas into reality and achieve your entrepreneurial dreams?
In this interview you will meet Dr. Jonathan Baktari, a triple-boarded physician specializing in internal medicine, pulmonary, and critical care medicine and CEO of eNational Testing, e7 Health, & US Drug Test Centers. From humble beginnings, you will discover how he leveraged his clinical experiences in the hospital setting to start multiple related companies.
In this episode, you will learn how Dr. Baktari emphasized the importance of taking action and implementing ideas to accomplish one’s entrepreneurial goals. He discussed the significance of having a vision beyond oneself and highlighted the role of entrepreneurship in creating a greater impact. Dr. Baktari’s journey serves as an inspiration for those seeking to make a difference through entrepreneurship, offering motivation to pursue their dreams and reminding them of the need for consistent progress towards their goals.
Dr. Jonathan Baktari’s company websites: www.baktarimd.com
Transcript
Dr. Mike Woo-Ming: [00:00:00] If you’re like me, you get inspired by doctors who forge their own path. Go away from the traditional path in medicine. Going from college to medical school, deciding your specialty, and then working for a company for many years. Not saying there’s anything wrong about it, but for some who, like myself, went a different road, I think you’ll be inspired by what my ne next gentleman’s experience and what he has to share with us today.
He did the traditional path. He ended up getting triple boarded physician, but decided there was something else that he wanted to do in his life and for his family. And that was to start up his own company, which is known as e7 Health.
And from that company, which is a medical practices that do everything from travel medicine to vaccinations to physicals, [00:01:00] he then leveraged and started two more companies related to that. It’s really fascinating about he does, and he has a lot of information that I think for those who want to start their own company that hopefully it’ll get you inspired.
I know, I was during this interview. My interview with Dr. Jonathan Baktari of e7 Health on this episode of BootstrapMD.
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Hey guys, this is Dr. Mike. Welcome to another edition of BootstrapMD. This is the podcast for healthcare and physician entrepreneurs. I really have a treat on the show is someone I’ve been looking forward to speaking for some time. We connect, his people reached out to me a few months ago. We were finally able to make it work and I think you really [00:03:00] enjoy hearing this gentleman’s story.
He’s the CEO of eNational Testing, e7 Health and US Drug Test Centers. He has over 20 years of clinical, administrative and entrepreneurial experience. He has been a triple board certified physician specializing in internal medicine, pulmonary, and critical care medicine. He’s a preeminent national business thought leader as work has been featured in the Washington Post, USA Today, Forbes Barons, many national publications.
He also is an opinion writer for The Hill and the Toronto Star. You may have heard from him from his highly rated podcast, Baktari MD, and he’s been a guest on several podcast, including now delivers to have him on ours. He’s the formerly the Medical Director of the Valley Health System, Anthem Blue Cross Blue Shield, and the Culinary Health Fund. Also serves at a clinical faculty for several medical schools, including University of Nevada and Touro University.
Just so wide range of experience, and I’m happy to be able to dig into his brain and get some wisdom from [00:04:00] him today. Please welcome to the program of Dr. Jonathan Bakari. Jonathan, how are you doing?
Dr. Jonathan Baktari: Wonderful, Mike. Thanks so much for having me. What a big honor.
Dr. Mike Woo-Ming: Thanks. We were talking earlier and we had some commonality is where one of the places where you trained was at Ohio State.
I was born in at Columbus, Ohio. My dad was a pediatrician, one of the first jobs when immigrated to the States, but my first memory was three years old. Being all, all around these people and my mom later telling me I was at the Horseshoe. So if you know anything about Ohio State and college football goes one-on-one with each other.
But I did have to reveal to him later I got my MPH at the University of Michigan. So I’m a traitor on both sides, but I appreciate you being on the show today.
Dr. Jonathan Baktari: Oh yeah. And despite that, I’m really happy to be here.
Dr. Mike Woo-Ming: Okay. I, this is the first time I don’t have too many triple boarded physicians come onto this show. Let alone someone who becomes the CEO of their own companies.
So [00:05:00] I wanna dig into it right now. Tell me about your entrepreneurial journey and tell me how you got to the place where you are today.
Dr. Jonathan Baktari: Yeah, it’s an interesting path because I came out pretty much like everyone else. Went to medical school residency, fellowship and got out. Started, joined a group and started teaching, did some clinical faculty, and eventually became a senior partner in the group.
But about that time I started to look for other experiences I could have just to just broaden my perspective. So I got on committees and hospital committees and administrative stuff and slowly one door opened another and I was offered other opportunities. I became chief of medicine. I’m medical director of an ICU, and it just seemed every time I did something, one door would open another.
So I’d like to think it was an epiphany where one morning I woke up and said, let’s go in this direction. But [00:06:00] it was a very, I don’t wanna say non-planned, but it was a slow growing one door opening, another kind of process. And then before I knew it, I was offered positions that hospital administrators working for insurance companies. And then we where I sat down and looked at all that experience and when this opportunity came to open up e7 Health, our first company.
I just really jumped on it because no one else was doing it. It was an opportunity to almost create a specialty in medicine that didn’t exist. On some level, nobody was really doing everything we were doing. And the challenge was, would it work? Because no one had really done it. No one had taken adult vaccinations. Now that Covid happened, people get adult vaccinations, but to say, we’re gonna open up a company that focuses on adult vaccinations and everything around it. Mainly because I think a lot of other parts of medicine [00:07:00] had to abandon adult vaccinations.
Primary care is to stop caring adult vaccines, and that’s really how the pharmacies got involved ’cause every, everyone else had abandoned it. In the old days, you could get a Hep B shot or the Shingle shot from your primary care or even some Pneumonia shot or even potentially some travel shots.
But it had all stopped and part of it I think was due to reimbursements and other things. We just realized that it was a void. I think the statistic that really hit me over the head is, I think per the CDC there’s about 50,000 vaccine preventable deaths in the United States annually. Give or take 10,000, 20,000 this way or that way, and that seemed an enormous task to address.
And if primary care doctors were not giving vaccines and we’re leaving it up to pharmacies to do it. [00:08:00] Which I’m glad they’re doing it, but they’re also selling diapers and Frito Lays and it’s not their core business. And so it’s not like they were taking it over and doing everything. And pharmacists traditionally aren’t trained to touch patients, give shots. It is you can see how tortured the process is. So, it just seemed like there should be a clinical answer to this problem.
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Dr. Mike Woo-Ming: I definitely wanted to talk about e7 Health and your company but I’m gonna put you back into the position of actually accepting that position and moving to another company. Recently I do coaching. I consult with doctors and this one doctor I had spoken to yesterday, she was being frustrated because she was, she works in the hospital, she’s a hospitalist and she wants to, she always gets asked to go and join all these different meetings in the hopes of being recognized, being more value to her hospital, and ultimately, of course an increase in her salary.
What was the impetus for you to join all of these different committees? Were you looking to increase your own salary? Were you just curious and just wanna be more involved? Or was it a stepping stone to my, maybe something greater, like [00:10:00] being a part of your own company? Starting your own company?
Dr. Jonathan Baktari: That’s a great question. I don’t think anyone’s ever asked me that question. In playing it back, I think I was just frustrated because if you get through medical school residency fellowship, and study for three boards and you keep thinking that it’s gonna continue, and then you realize, oh, that’s it.
And I think when someone’s been on this constant path of growth and the next thing. I just think I wasn’t ready to say there’s no more next thing. I didn’t know what the next thing was but I knew I had to explore my growth. Once you’re seeing 20 patients a day and you got that routine down, you’re like, okay, so I do this for the next 30, 40 years and that’s it.
So it just seemed the program of growth shouldn’t stop. And I think I just initially did it because I knew nothing about administrative medicine, so I didn’t know. And some of the jobs I took, I didn’t like. I realized [00:11:00] what I didn’t like and I. Some of the jobs I took, I really liked. And you weren’t gonna figure that out until you tried it.
I’ve been essentially employed as the hospital administrator and gotten paid by a hospital. I’ve been employed by an insurance company and gotten paid from an insurance company. The teaching was voluntary clinical staff, but I got to teach in a medical school and teach second year medical students and third and fourth year medical students.
So all of that helped you understand what, where you wanted to go. I think it’s easy to say you would wind up where you wind up anyway. Without those experiences but I would might argue that those experiences help shape your future decisions, if that makes sense.
Dr. Mike Woo-Ming: It does make sense. Also, so in my journey, I was working as a primary care doctor. I started at a software company on the side. It did well enough that it allowed me to leave my position into the process of about four to six months. But it was a difficult conversation I had with my [00:12:00] wife at the time. We know physicians, we make a high net salary. We have all the 401 (k)s and health insurances and things like that.
What was the discussion with you or with your family about making that transition? Was it difficult? Did you kind of transition? Did you have other jobs to replace the income that you may be losing? What was it like for you back then?
Dr. Jonathan Baktari: I think the realization was not income. The realization was, you didn’t have any time freedom in the sense that you could make your schedule.
I remember a friend of mine, who was a really dear friend of mine. But he was not in medicine, he was in real estate. He was an attorney but also was a real estate guy. And we became really good friends and one day he called me up and said, Hey, something amazing happened. I’ve got this thing in London next week and you want to go?
I forgot exact thing, but [00:13:00] this is a long time ago. And he said, why don’t we hop on a plane next week and go. I’m like I can’t really go. I’m on call. I’m part of a group. It’s I thought you were a senior partner and I thought this. Then you realize you. You may be financially well off, but you don’t have what?
You don’t have time, freedom to pick and choose, not necessarily vacations, but let’s say you wanna get involved in an organization. Maybe you wanna do volunteer work, maybe you want to help your patients some other way. There’s no flexibility once you’re in the thick of things to do anything. Your regular schedule often 50, 60 hours a week.
I think it dawned on me that I didn’t have the freedoms that I wanted. Not to play golf or putz around, but just to explore other things. And he and other people made me realize that it wasn’t a matter of money, it was a matter if there were other [00:14:00] things you wanted to do to help your patients even. Are you free to explore those opportunities?
Let’s say you want to teach more. Let’s say there was a period where I taught the entire second year med school curriculum in pulmonary and critical care. I really enjoyed that. I’m like but my clinical responsibilities really hampered how much of that I could do. And so what you realize is when you’re in that situation for put the money aside, are you free if you find something in medicine that you like? Are you free to explore it more or do it more?
There’s more than one way to help patients, right? You can help patients by getting into private industry and developing drugs and programs and education, and there’s so many ways, and if you’re just tied into one thing, that’s great, if you’re 100% satisfied with that. But let’s say you want to do more than that traditional clinical medicine, once you’re in that final track of being a partner, [00:15:00] or now these days being an employee. You don’t have that flexibility. That’s a long-winded answer, but I hope that makes sense.
Dr. Mike Woo-Ming: Definitely does. And the phrase, the golden handcuffs is true is they get you. I’m not saying there’s people who’ve been working for somebody else, but they have that security and I hear from doctors and they’re making a lot of salary, but they also have a lifestyle that they need to continue. Then they really don’t find a way out of it much to their own.
Dr. Jonathan Baktari: And let’s say something happens to you and you can’t work for a year or two, or let’s say some family emergency happens and you gotta leave for three months or six months to take care of someone who’s ill or what. You can’t even do that in many situations.
Dr. Mike Woo-Ming: True. So you’re in this business, it’s a startup. Describe to me that first year. How was it for you?
Dr. Jonathan Baktari: The first year, I think doctors always think that because they’ve survived medical school and [00:16:00] residency, that everything else must be just like a nothing burger. Because we studied for boards and we stayed up all night.
Dr. Mike Woo-Ming: And there’s a path that we have to do that.
Dr. Jonathan Baktari: We went through organic chemistry and we went through this and we went through that. And so I think the realization that being a CEO, even on a small level or being a leader, they’re not soft skills. They’re technical skills you need to acquire. I think a lot of doctors think because let’s say they’re well liked and people respect them, that naturally they’ll be a good CEO and a leader.
And an analogy I always use is if I put someone in the cockpit of a 747 at 30,000 feet and said, land this plane just because you’re well liked and people respect you, you’re not gonna land the plane. But I think there’s a fallacy there that we naturally, of course we would be a good leader.
So I realized all the skills I needed to acquire and some by doing the school of hard [00:17:00] knocks. Luckily, I had a bunch of mentors that I could go to. It’s probably the one trait you learn in training when you’re a resident or when you’re an intern, you shut up and listen to the resident and when you’re a resident, you shut up and listen to the fellow.
And when you’re a fellow, you shut up and listen to the attending. I think those skill sets helped me pick up some of these other skills where once I met someone who had those other skills. Don’t be the smartest guy in the room, just shut up. If you respect the person and you think they have it, and you don’t have to make all the mistakes. You can have these other people mentor you.
So in retrospect, some I had to make myself and others. I was fortunate enough there were people who had done business and entrepreneurial stuff that put training wheels on me. But that’s the toughest part, I think the toughest part is not thinking in running a company and managing people is a soft [00:18:00] skill that if you’re a nice guy and people respect you, you’re gonna be a success of that.
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Dr. Mike Woo-Ming: It is humbling because as [00:19:00] physicians we’re often the decision makers in what we do, right? That stops with us. Being in that position where I’ve had mentors, very successful in business, multi-millionaires, and some of them never went to colleges. Some even barely made it through high school, but they just became successful.
Whatever they do and I think part of it is humbling yourself and understand there’s different ways to make a living. It doesn’t necessarily have to be the path that we typically, as doctors are, go to college, get good grades, get into become a lawyer or doctor or whatever. So there are different ways as doing it.
So it sounds like you learned a lot from that experience. So tell me about your first company e7 Health. What is it all about? We talked about vaccinations, but let’s get into it.
Dr. Jonathan Baktari: What I realized back then is there was multiple books of business, if you wanna call ’em that. That adult vaccinations are involved. I didn’t realize it when I [00:20:00] was practicing, but there is about four or five areas of medicine that vaccinations are involved. Just no random, I mean we’re just do in random order, for example, travel medicine. There are people that practice travel medicine, but that’s the thing where adult vaccinations as well as counseling and prescriptions are involved.
Most people don’t realize but per CDC guidelines, if you go to almost any country in any developing nation in the world, whether it’s Central America, South America, Africa, Asia, you need to see a travel medicine experts and potentially for the most part, get a bunch of vaccines and prescriptions and counsel.
So that already existed. Then there is employee health services. So I think as physicians, we’re all aware of an employee health nurse in a hospital where you go in and get your vaccines and to start work and every year get a TB shot and a physical potentially. What people don’t know is, hospitals can afford to have an employee health nurse, [00:21:00] but every other facility doesn’t. So they actually need an outsourced employee health department. Even like med spas, for example all those MAs need yearly TBs. If you want to comply with OSHA, they all need yearly TB skin tests. They need the flu shot. When they start work, you need technically to find out whether they’ve had MR and Varicella. Of course a lot of small practices don’t comply with OSHA, but technically they should. But certainly surgery centers, home health agencies, all of these people need an outsourced employee health department. And there is nobody in the country that’s doing that as their main gig.
The people who comply and get that stuff, get it from urgent cares and people who are doing it as a side thing. And of course they don’t do it well and they don’t have any technology. So that was employee student health. University of Michigan, Ohio State, they have a student health department, but for every Ohio State and for every [00:22:00] University of Michigan, there’s about 20 to 30 Allied Health Schools that have no student health, department capital. All the pharmacy tech, respiratory therapy schools, most nursing schools, these are all allied health schools that are all over major cities that don’t have a student health department. No one’s taking care of these people. And somehow they get by not, either, not complying or sending their students to four or five different places with no technology, no software.
So that was another one. So you have employee health, you have student health, you have travel medicine. And another broad category where vaccines were involved is STDs. We give a lot of STD vaccines, so if people don’t traditionally think about it. And lastly, general health vaccines for people. People who need pneumonia shot, they need the flu shot, they need the shingle shot, they need a tetanus shot updated.
So when you combine general health vaccine now, COVID, for example, so when you take general health vaccines, you [00:23:00] take travel medicine, employee health, student health, and then all the services that are tied in. So when a student comes in for student vaccines, they also need a physical, they need a QuantiFERON, they may need titers.
Some of employee health services, we do Department of Defense physicals for military contractors. They need travel vaccines, they need physicals, audiometric testing, vision. So when you put it all together, it’s a massive industry that nobody does as their main thing. What we did is we refuse to do primary care or urgent care, or Achmed.
We refer all those people out. So if you come to e7 Health and have a sore throat or a tummy ache, we don’t see you because we’re only focused on this. And then we became a software development company and it started writing our own technology because there was nothing off the rack. That’s what we did.
And lastly, the bulk of we did wasn’t covered by insurance. So traditionally, travel medicine’s very difficult to get [00:24:00] covered by insurance. Student health and employee health are traditionally not covered by insurance. That’s why hospitals have their own employee health nurse because it’s not something that’s covered.
The hospital picks up the job. Employee health and student health and travel medicine and some general wellness vaccines, of course are covered. But when you put it in a bucket, 80 90% of what we do is not covered by insurance. So what we did is we came up with a strategy where anyone who came to see us, we gave them a receipt that had all ICD 10 codes.
And so if they had a Mercedes plan that covered some of this stuff, they could submit it anyway. But for the most part, what happened though is once people, once Allied health schools figured out we exist, once military contractors found out we exist, they can’t even imagine going anywhere. It’s funny, I always tease like we never lose a client one because we have great service and my staff is amazing, I have to tell you.
Our software, we got an award for the Best Healthcare Technology Software in 2019. [00:25:00] But I think the other thing is they’ve got nowhere to go. If they left us, they’d have to hire five different companies, a flu shot company somewhere to get their physicals, maybe get their vaccines somewhere else, and they wouldn’t have our technology.
So we know that it works because it’s a blue ocean strategy, if I can use that. If you left us, where would you go? But we don’t look at it that way. Of course, we are always striving to improve quality and service. We literally have, I think, a 4.9 out of 5 Google Review. I don’t know of any clinic in the country that we have a thousand reviews on Google and we have 10,000 reviews on our website.
Mainly it’s a testimony to migrate staff, which are the best in the world. But also it’s a testimony to the fact that they can’t even believe that this actually exists.
Dr. Mike Woo-Ming: I love it because your business fulfills really the secret sauce for any business is you provide a [00:26:00] service that people need to get regularly and nobody is really doing it. When I started my clinics, it didn’t involve into med spas, but at the beginning, what we were doing is we were doing DOT commercial driver physicals because the primary care doctors were stopped doing it. It was a cash thing and they had to get it, or they would be out of work if they didn’t get it, and they would have to come every one or every two years.
So with vaccines, they need to get it and you’re already providing a service that kind of consolidates everything. So how many locations do you have?
Dr. Jonathan Baktari: By the way, we do the DOT physicals and we developed a DOT drug testing program, which evolved into one of our sister companies, US Drug Testing Centers that does DOT drug testing and non DOT drugs testing nationally. I’m sorry, what was your question?
Dr. Mike Woo-Ming: How many locations?
Dr. Jonathan Baktari: We have two locations in Southern Nevada, but the issue has been, we have spent the last five years doing software development. So if and when we open more locations, it’s scalable.
[00:27:00] We have our own electronic health records, our own scheduling software, our own practice management. We don’t even have a medical records department. Everything we do for a patient is automatically pushed to their portal. Our goal was not to open up more locations, but to write technology and software.
So if we opened up other locations, it would be like a McDonald’s where all the software and technology would be ready to go. We even have an online university to train front office staff, the bank office staff, the PA, nurse practitioner, the marketing person, the director of the clin. So we’ve been writing a university to support them. We even have like phone scripts built in so if somebody calls and they need a travel medicine consult, even if you hire a new person, they can at least, and they can input the data. So it was all made to be uniform and scalable. We have a Google Ads campaign that we could turn on for any city.
If we opened up a location in Memphis tomorrow, it’s all ready to go. [00:28:00] So I think we’ve spent the last five or six years and we’re getting near the end of it, of developing technology that would make any location scalable.
Dr. Mike Woo-Ming: That sounds great. I recently spoke to a colleague of mine who sold his chain of aesthetic practices for multimillion dollars and I asked him, why did you have such a high valuation? He says, they didn’t brand themselves as we own these little med spas around the state, they branded themselves as a tech company because they have a software in place that if someone came in, they can just replicate it. So it sounds like you’re spot on the right path.
And then you mentioned your other two companies. We could talk about it briefly. It sounds like it’s leveraging what you’re already doing, correct?
Dr. Jonathan Baktari: Exactly! You hit the nail on the head. So if you look at e7 Health, there’s seven books of business and one of them became drug testing because we were doing DOT.
We do physicals because a lot of the physicals we do involve vaccines. So immigration physicals involve vaccines, [00:29:00] military contractor physicals involve vaccines. Then, so a lot of the physicals we did involve drug testing. So if a student came in and they were starting nursing school, but they needed a drug test.
So we developed a drug testing department and wrote technology and software for that. Now, drug testing is not something we need to confine to brick and mortar locations because we have partners that have national locations across the country. So anything that we could take from e7 Health and make it national without our own brick and mortar locations, meaning leveraging our networks from our partners, we did.
So US Drug Test Centers is then is a nationwide drug testing company. We have literally clients in every city, every state, small-medium sized. We’ve maybe over 10,000 clients and growing. They use our company to do their drug testing. We manage their drug [00:30:00] testing program. We write policies, procedures, we do random DOT consortiums.
So we manage all of that. And that’s a standalone sister company that actually grew out of e7 Health. And of course, what you’ve see in the background, eNational Testing. So basically in any city state, you want a cholesterol test, you want an STD panel, you want a men’s health package, an allergy package.
Basically, we made an Amazon esque, so you just go three clicks away. We have licensed physicians in all 50 states that sign off on it and follow up on it. So it is a really cool product. I’m really proud of that. We’re just rolled out in the last few months.
Dr. Mike Woo-Ming: Someone listening to this is wow, this doctor’s doing some amazing things. He is running multiple companies. Can you describe like what a typical day is for you and try to manage all these companies and employees and dealing with different contracts? How does all that work?
Dr. Jonathan Baktari: I would say the first few years [00:31:00] is different than now. As you become more mature, you’re really relying on your senior staff and how much, how lucky you are to find those people and cultivate and mentor them. So I love to take some credit for it, but I have some amazing senior staff. Some that were in contact with you. I just showed up here. That’s my level of involvement and it’s a testimony to their dedication.
So I always reminded to be grateful and reward, thank them, mentor them and collaborate with them. My job as a CEO is really to improve the lives of everyone in my organization. I really wake up every morning, what can I do to make their lives easier? What can I do to move the ball forward for them?
And if I wake up every morning and I just, what do I gotta do? Because making more money and having the business grow is important. Simultaneously, and I [00:32:00] think they’re not mutually exclusive. If you’re helping your people grow financially, professionally, I think it will circle back and you will have business growth as a byproduct.
Dr. Mike Woo-Ming: Jonathan, this has been great. I’ve definitely learned a lot. We’re definitely gonna need to get you back on another program and help share more of your wisdom. But I guess my last question for you is physician who’s listening to this right now, they’ve got an idea for business, or maybe they have a side gig right now and they wanna turn it into a full fledge business.
Wonder, maybe some words of advice you could give to someone. Maybe they’re working right now full-time in another job, but they just don’t really see maybe the path to do it. Any words that you could share?
Dr. Jonathan Baktari: Yeah, that does sound like a whole new podcast or episode. But I think the main thing is psychologically to see if you’re comfortable leaving the clinical track, a lot of position, myself included, my colleagues. Being a [00:33:00] doctor and seeing patients is part of their self-identification. And yes, finance is also part of it, but part of it is also, I’m not sure they could see themselves leaving clinical medicine in terms of who they are. So if you can’t see that, you’re gonna have a hard time.
Kind of really pivoting if that’s what you want. Because listen, seeing patients is an honor privilege. I’m so lucky to have that experience and I really admire people who do that day in, day out. But if you are at the point, or for whatever reason, you do wanna make change, you just have to understand, are you okay in being in your shoes and not seeing patients?
You have to truthfully ask yourself that question. If you weren’t, when you go to a party or whatever and people say, what do you do? And you say, I’m a CEO, or I have a software company like you, that’s a whole lot different than saying, I’ve gotta practice, here’s my office. And emotionally, [00:34:00] psychologically, I always say, when you’re a doctor, you metaphorically, you’re like Superman, you have the cape on. Then when you get out of the clinical role, you’re like Clark Kent, and like you’re just some guy walking down the street.
Whereas I think a lot of people have a lot of pride that they see patients and rightfully. So I think that’s the first hurdle to get over.
Dr. Mike Woo-Ming: So true. And it’s something that we don’t often think about because our identity is often so wrapped up in a career, but it is something that I struggle with occasionally too and some other colleagues who left the bedside struggle with as well.
But a great point that you make for someone who wants to know more about you, what’s the best place to reach out?
Dr. Jonathan Baktari: My website, bakharimd.com, B A K T A R I md.com. Also on YouTube and all the podcast platform. Our podcast, Baktari MD. We do an episode a week, and of course LinkedIn. So Baktari MD and Jonathan Baktari MD and LinkedIn.
If you [00:35:00] wanna ask me a question or anything like that, or if you just wanna see the body of work we do, I would say Baktari MD website is a good place to go.
Dr. Mike Woo-Ming: Jonathan, thanks. It was a pleasure. Thank you for sharing wisdom with us today. I know we’re gonna need to have you come on back and continuing success with you and your multiple companies.
Dr. Jonathan Baktari: Thanks so much for having me. It was a lot of fun. Thank you.
Dr. Mike Woo-Ming: Thanks everybody for listening. If you have an idea for a business, you’re not sure where to go, hopefully you were inspired by Dr. Baktari’s, his journey and how he got there. But if you have something that you feel that is of you’re doing a greater good, that something is beyond yourself, entrepreneurship may be the path for you. But don’t just think about it. Just don’t decide to do it someday and never go away. It’s all about not more than just ideas, it’s the implementation. Doing something every single day that gets you close to your goals and keep moving you forward.
You’ve just listened to the Bootstrap [00:36:00] MD Podcast. For more valuable resources as well as past recordings of our show, check out our website@bootstrapmd.com. Now, let’s get to work.