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Dr. Thompson recommends getting screened for the structural eye condition (optic nerve head ischemia) before taking GLP-1s, while emphasizing it is not true that GLP-1s are making people go blind all over the place.
None stated.
Dr. Chris Thompson advises starting to look early for metabolic problems and not relying on the traditional tests — look at other things. The next phase in the metabolic dysregulation sequence is high fasting insulin levels, which you can check with an inexpensive fasting insulin test. He notes that waiting until you have diabetes and your A1C goes up is the wrong approach, and that there are many things we should be doing before the standard tests of fasting glucose and hemoglobin A1C.
The creator recommends overlaying power clean VBT data with the athlete's speed component, single leg squats, and back squat numbers for deeper programming.
A step-by-step teaching progression for the power clean: start with the bar at the thigh, then move to just below the knee, then to the middle of the shin, performed with an empty bar before adding weight. Each position has specific cues: from the thigh, bend with butt back and knees slightly bent, then pull to the rack position without dropping under; from just below the knee, think 'knees come back, make contact, catch' performed slowly; stay flat-footed as long as possible during the pull. The progression is recommended as a daily warm-up to focus on mobility.
The creator describes an in-season approach for George: put on 110 to 120 kilos (about 255 pounds), hit four doubles, and maintain strength through the season based on speeds and percentages, with around 90% of his speed work meaning he maintains strength.
Create tiered service levels with different mover skill levels (e.g., level 1, 2, 3 movers, where a level 3 has done around a thousand sessions). A VIP package includes master movers, packing/unpacking, and all materials; a standard package includes packing but uses non-master movers.
asserted
A complete 15-minute mobility session built around the overhead squat: 10 minutes of warmup followed by 5 minutes of progression work, starting with a dowel rod and building toward loaded overhead positions.
Take information from the topic and make a playful assumption about the woman — e.g., 'Wait, so have you been on some kind of like spiritual journey throughout this whole process?' or 'Wow, Miami must have like some type of an effect on you.' Topics change through observations, personal input, and then playful assumptions, which makes for a fun, engaging first minute.
endorsed
Coach Kyle's delivery guidance for the opening compliment: plant yourself (stand still) rather than walking past, talk very slowly, and hold strong eye contact. He explicitly discourages giving the compliment over the shoulder while walking or framing it as 'I'm leaving, just want to tell you...' because that delivery and body language signal the interaction is ending.
endorsed
Hormozi recommends pricing the core offer at $2,500 sold biannually, with a $3,000 one-on-one price — an extra $500 if the client wants to talk one-on-one. He justifies the $500 upcharge by noting that hourly consulting would cost $500 an hour, so the client is only being charged for one hour.
Hormozi recommends holding a webinar once a week for all the people who DM you, inviting them to a live thing with other parents so they won't feel alone. Run the structured webinar once a week and 'mop up' everyone in your DMs by sending them reminders to show up. The weekly webinar avoids having the same conversation a hundred times in a row in DMs.
Go all in on door-to-door sales as the primary growth engine and get aggressive with it rather than being cute about strategy. The business owner guest reports going all in on door knocking and doing more of what was working produced 4x sales velocity, and he is now selling 20 to 40 more services per month. Set door-knocker commissions at 10% of repair revenue — with a $4K average repair, that's $400 divided by 50 doors, or $10 per door knocked.
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Hormozi recommends adding VSLs to the patient process: every patient gets a VSL when they book an appointment, and watches one while waiting five to ten minutes before sitting down with the doctor. The handoff script is: 'Hey, be right with you. Watch this. That'll give you a little bit more context with the doctor to share with you.'
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Patients get very connected to the doctor, and handoffs have been the hardest part — after intense visits they struggle to trust a different doctor. Hormozi argues this is a limiting belief: dental clinics have many doctors. His fixes: the dad films one video edifying the associate ('this is Johnny... he specializes in the next three visits... he'll be available to you'), sets the expectation up front that work is split between two specialists, positions the dad as the architect/artist and other doctors as the hands (preserving his ego as the conductor of the orchestra), and tells patients the hardest part is designing the procedure — execution is the rest. The dad's pushback is 'totally mental' after decades as a solo practitioner.
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Of the five clinical visits required for implant treatment, the dad currently does all five, but he only needs to do the ones requiring the most skill (tooth pulling, bone graft, and one other). Delegating the three less-skill-intensive visits to an associate can double monthly patient capacity from 25 to 50 visits, provided lead flow also increases. Associates are doctors and can learn to do implant placement if teaching that one skill is made a priority.
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Hormozi's first lever for Hussie: delegating the three less-skilled visits off the dad's plate is the greatest point of leverage and doubles capacity — potentially taking the business from 25 to 50 visits a month, provided lead flow increases. If the departing associate was a decent guy, maybe don't fire him: taking on those appointments could double potential revenue from $2M to $4M, and the extra $2M can absorb whatever the associate is paid.
The senior practitioner (Hussey's dad) should focus only on diagnosis while another hired doctor handles the rest of the work, which doubles capacity. Delegating diagnosis work to another doctor could get the business to roughly 12 million in revenue from that single change. By hiring doctors to handle easier, less complicated work, new patients can be booked within seven days. Hiring doctors for easier work increased close rates because patients are seen sooner while still in pain, and the show-up rate increased about 10% after speeding up patient booking, which is a huge difference at their patient volume.
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Raise prices to $35K for implant cases. Since charging more, over-deliver on service and give patients the best experience they could ever have. The more you charge, the better the customer you attract, the more you can over-deliver, the more profit you make, the better the talent you can bring on — a virtuous cycle of going up market rather than competing down. An extra $7,000 per case adds up, especially when pulled up front — the monthly difference for the patient is negligible but material for the business.
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Hormozi recommends delegating 3 of 6 visits to associates, calling it the greatest point of leverage, which can take the business from 25 to 50 visits a month provided lead flow increases. Visit 3 is a checkup an associate can do no matter what, and visit 5 (the last visit) doesn't require the main doctor and can be taken off his plate.
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Look for what things make the most money, then ruthlessly eliminate everything that is not those things — do more of fewer things.
Use saved training trajectories and a controlled intervention to explain a failure, separating equilibrium theory from observed empirical stability.
Demonstrate all 3 repaired bugs and defend why a passed gradient check is necessary but not sufficient for generalization.
Use the tractable fixture and posterior predictive results to separate approximation, sampling and model errors; justify one revised modeling assumption.
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Map each implemented component to the original paper and explain 2 reduced-model failure modes without claiming full-scale reproduction.
Use calibration and shift measurements to justify a monitoring or abstention threshold, and give an explicit confounding counterexample to causal feature-attribution claims.
Defend a causal claim or refusal using the DAG, numerical estimates and a counterexample showing why predictive model fit cannot establish identification.
