Second Shift: Why We Chose a Franchise

I’ve been getting a version of the same question for months: “Why a franchise?” It’s not oncology, it’s not a research talk, and it’s not the usual hospital hustle. But it is part of our real life right now—so here’s the “why,” straight from our kitchen table.

A deliberate pause (and what it taught us)

This past year was a reset. My wife stepped away from Nemours; I left Orlando Health. We pressed pause for family and personal reasons—space to breathe, recalibrate, and ask better questions about how we want to spend our energy.

We still love medicine. I’m returning to full-time oncology (details to come when I can share them), and my wife continues to practice clinically in a limited way because she enjoys it. The pause didn’t change our calling; it broadened our view of what a meaningful work life can include.

The bigger question: stop trading time for money

Like many of you, we were raised to study hard, land a good job, and let a great employer “take care of you.” That path works—until you realize every dollar requires your presence. Between W-2 income, retirement accounts, and real estate, we had multiple streams—but most still depended on our time.

I use a simple picture: imagine three buckets under different faucets.

• Employment fills one bucket while you’re physically at the sink.
• Investments—retirement, mutual funds—flow slowly, for the future you.
• Real estate can drip or gush depending on the market, and it’s mostly passive once stabilized.

A franchise, done right, could become a fourth faucet—an operating business that doesn’t require either of us at the sink 24/7.

Why a franchise (and not a startup from scratch)?

Control matters. So does playbook. We wanted:

• A proven model we could execute, not invent.
• Clear systems, training, and support.
• The option to evolve toward an executive ownership model with a general manager running day-to-day operations.

We spoke with a franchise broker (yes, they exist), sat through the slide decks, asked annoying questions, and eliminated anything that looked like swapping one full-time job for another.

Finding a fit we’d actually use

From the start, we kept coming back to 4Ever Young—a wellness/med-spa model focused on helping people feel and look their best as they age. We’re in our mid-40s; lifespan and healthspan are front-of-mind. IV hydration after a rough night? Peptides? Thoughtful approaches to hormone health under medical oversight? Those are services we might use ourselves.

Two things clicked:

1. Alignment with our training. Each location needs medical direction. We understand clinical standards and quality, and we care deeply about doing things the right way.
2. Personal resonance. My wife felt an immediate connection to the mission—there’s a real thread of women’s empowerment in this space, helping people feel well, confident, and strong as they age.

Evolving roles (and staying married through it)

At first, I was the enthusiastic one—running the numbers, thinking about legal, financing, and structure. Over time, it flipped. My wife became the CEO of this venture—the person steering the ship, hiring, building the team, nurturing vendors and client relationships, and holding the standard.

That’s the lesson: one captain. Division of labor isn’t just practical; it prevents chaos. I’m the back-office partner (finance/legal/ops). She’s the operator and culture-setter. She’s the CEO and I’m the CFO… I think that’s how it works?

Diversification and legacy

We’re building more than income. We want our kids to see what responsible risk and disciplined work look like. We set clear expectations at home: character, education, accountability. If they meet those standards, we hope to hand them operating assets, not just stories. Multiple well-run locations, even in different concepts that complement each other, can create a durable foundation for them to grow.

What we’re not doing

We’re not leaving medicine. I plan to be a full-time oncologist and take on leadership responsibilities. The franchise is in addition to, not instead of, medicine—a way to diversify and express another part of who we are.

The honest part: risk and effort

Let’s not romanticize this. There’s capital at risk. There’s early sweat equity. There’s hiring, training, compliance, marketing, and the humbling reality that every “system” is powered by people. Our bet is that the upfront push leads to a stable, manager-run operation that doesn’t demand our presence to function—a real fourth faucet.

What’s next

I’ll share the nuts and bolts in future posts: diligence, Discovery Day, pro forma modeling, territory selection, buildout, hiring, opening playbooks, KPIs, and the first 90 days. For now, this is our “why.”

We’re excited. We’re grounded. And we’re building something that can serve others , fit our seasons of life, and outlast our daily calendars… hopefully.

— More to come.

“At the end of the day, this second shift is about more than just work—it’s about building a life with purpose. I believe in the power of showing up fully across every spoke of life—career, family, health, finances, intellect, spirituality, and joy. This space is where I reflect, recalibrate, and keep striving for that delicate, worthwhile balance. I write not just to document the journey, but to remind myself—and maybe you too—that it’s okay to want more, to give more, and to grow through every season.” — st