In this episode, Dr. Brian McClain, founder and managing partner of Pinnacle Care Providers in Ohio, and Emily Rafferty, CEO of the new platform bringing Pinnacle together with Preferred Podiatry Group, share how a model of post-acute care built over decades became the foundation for a multi-state platform. Dr. McClain explains why staying the same was the bigger risk for a practice that had always improved, and how unscripted conversations with chief clinical officers across the Shore portfolio answered his concerns before he said yes. Emily describes why the work is personal for her and for most of the team, and how the platform plans to multiply the clinical model's impact through provider recruiting, technology, and relationships with the communities it serves. They also explain how physicians keep leading the clinical model through a clinical advisory board, and why growth in this business means more time with patients, not less. Finally, they look five years out, to a day when coordinated care delivered where people live is the standard rather than the exception.

Key Takeaways:

• Weigh the risk of staying the same against the risk of changing, because with an aging population and fast-moving technology, a practice that improves slowly gets left behind
• Vet a partner by talking unscripted with leaders already inside the portfolio and asking them anything, because trust built that way is what lets a mission-driven practice say yes
• Keep physicians leading the clinical model and give them a clinical advisory board, so practices in different markets learn from each other instead of being standardized from above
• Buy time for patients by stripping out work that adds no value, because proactive care drives both quality outcomes and financial results

Chapters:

1. 00:00 – Introduction
2. 02:15 – Why Post-Acute Care Is Personal
3. 07:37 – Bringing Pinnacle and PPG Together
4. 10:21 – Why Partner, and Ask Them Anything
5. 12:52 – Staying the Same Was the Bigger Risk
6. 16:17 – Doctors Lead the Doctors
7. 20:03 – Growth, Communities, and More Time With Patients

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, 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