In this episode, Jimmy St. Louis, CEO of Agentis Longevity, a national brand of longevity centers, returns for the third conversation in an annual series that began in the platform's first year. Year one was about vision and year two about lessons learned; year three, in Jimmy's words, is about driving the standard in a corner of healthcare that does not yet have one. He walks through the work behind that goal, from a world-class physician advisory board and appearances before Congress and the FDA to the Longevity Quotient, a fifteen-minute assessment that distills five clinical tests and sixty-five blood markers into a single health score tied to treatment protocols in every clinic. He also reflects on why the company's vision statement hinges on the word drive rather than set, how a team doing many things at once stays focused on four big rocks, and what makes sellers want to join the platform. He closes with three questions any consumer should ask before trusting a longevity clinic.

Key Takeaways:

• Choose the words of your vision deliberately, because a single word like drive instead of set tells the team whether the organization is finished or in constant motion
• Build trust before scale by giving every stakeholder, from regulators to sellers to patients, a framework they can point to for what high-quality care looks like
• Standardize the core and let the edges vary: run the four core services exactly the same way in every clinic, and allow adjacent modalities to differ by market and customer base
• Prioritize visibly, so that every person in the company can name the quarter's four big rocks even when the organization is doing many things at once

Chapters:

1. 00:00 – Introduction
2. 03:03 – What Longevity Care Looks Like
3. 06:40 – Set vs. Drive
4. 11:58 – A Scoreboard for Your Health
5. 15:58 – The Blueprint for the Ideal Clinic
6. 19:21 – The Next Three Years
7. 21:59 – Three Questions to Ask Any Longevity Clinic

Listen to our podcasts at:

https://www.shorecp.university/podcasts

You'll also find other Microcap Moments episodes, alongside our series Everyday Heroes and Bigger. Stronger. Faster., highlighting the people and stories that make the microcap space unique.

Other ways to connect:

Blog: https://www.shorecp.university/blog

Shore University: https://www.shorecp.university/

Shore Capital Partners: https://www.shorecp.com/

LinkedIn: https://www.linkedin.com/company/shore-university

This podcast is the property of Shore Capital Partners LLC. None of the content herein is investment advice, an offer of investment advisory services, or a recommendation or offer relating to any security. See the “Terms of Use” page on the Shore Capital website for other important information.

In this episode, I talk with Brad Morehead, Partner and Head of the Business Services Fund at Shore Capital Partners, who has also been a CEO, a CFO, a business professor, and a founder who built and sold his own company. We talk about business models: why the way a company acquires and keeps customers tells you more about how to build it than the industry it sits in, and what that means when you can group companies across a portfolio of nearly 70 by model rather than by end market. Brad walks through how models evolve, from founder-led selling to professionalized sales and from break/fix work to recurring revenue, and how a future-state org chart, the right board member, and a new set of KPIs carry a company through that shift. He also shares the lesson from a mentor that he now teaches younger investors: when someone tells you an idea didn't work, ask why, because you cannot be wrong when you are asking a question. We close with his own experience being acquired by a buyer in the exact same industry with a completely different model, which he compares to trying to build something with Legos and an Erector Set.

Strategic Themes:

• Group companies by business model, not by industry, because a pest control business and a veterinary practice that both sell direct to consumers have more to teach each other than two companies that merely share an end market
• Draw the future-state org chart before you change the model, then design the transition structure, systems, and KPIs (attach rate, cross-sell, recurring revenue) that get you there
• Ask why when a founder says "we tried that and it didn't work," because the question gets you to the root cause, validates the person in front of you, and cannot be wrong
• Recognize the watch-outs that come with a model alongside its upside, because negative working capital or a subsidized customer acquisition model can let a company grow itself out of cash

Chapters:

1. 00:00 – Introduction
2. 02:00 – What a Business Model Actually Is
3. 05:29 – From Break/Fix to Recurring Revenue
4. 11:43 – The Power of Why
5. 14:40 – If I Gave You an Extra Million Dollars
6. 17:52 – Negative Working Capital Is a Good Thing, Until It Isn't
7. 19:40 – Legos and an Erector Set

In this episode, I talk with Owen Miller, CEO of 360Pack, a food and beverage packaging distribution business headquartered in Denver, Colorado. Owen joined 360Pack in its first year of operations through the Shore Capital CXO Fellows Program and, in less than five years, moved from CXO to VP of Supply Chain and Operations to COO and now to the CEO seat. He shares what it took to grow into each of those roles, including learning alongside founders with decades of industry experience and what the CEO seat has taught him that he couldn't have learned anywhere else. Owen also explains why the ambiguity of the CXO role is exactly the point: it demands intellectual curiosity, humility, and a willingness to run toward the messiest parts of the business while building influence without formal authority. Finally, he offers some straight talk for anyone considering the program: if you're looking for a cushy, kick-your-feet-up kind of role, this is not for you; if you're looking to be pushed and to grow like never before, there is no better place to be.

Key Takeaways:

• Run toward the messiest parts of the business, because intellectual curiosity and a bias for the hardest problems are what turn an ambiguous role into an indispensable one
• Own your lane as the least experienced person in the room by speaking as the expert on what only you know, whether that's the data, the systems, or what the market is telling you, and cover the rest with preparation and hard work
• Build credibility stakeholder by stakeholder: for the board, know your numbers and deliver what you said you would; for your team, show them you care about their future and convert what they tell you into action
• Set the plan and get people behind it without formal authority, then own the results, because leading through influence is the skill the CEO seat demands most

Chapters:

1. 00:00 – Introduction
2. 02:20 – From CXO to CEO in Five Years
3. 06:15 – Why the CXO Program
4. 11:50 – The Least Experienced in the Room
5. 13:55 – What Makes a Good CXO
6. 18:15 – Do You Hate Losing or Love Winning More?
7. 21:25 – Advice for Future CXOs

Listen to our podcasts at:

https://www.shorecp.university/podcasts

You’ll also find other Bigger. Stronger. Faster. episodes, alongside our Microcap Moments and Everyday Heroes series—highlighting the people and stories that make the microcap space unique.

Other ways to connect:

Blog: https://www.shorecp.university/blog

Shore University: https://www.shorecp.university/

Shore Capital Partners: https://www.shorecp.com/

LinkedIn: https://www.linkedin.com/company/shore-university

This podcast is the property of Shore Capital Partners LLC. None of the content herein is investment advice, an offer of investment advisory services, or a recommendation or offer relating to any security. See the “Terms of Use” page on the Shore Capital website for other important information.