In it, Dr. Berardi talks about how our personal narratives have the power to shape our experiences in the world. From how we look at exercise and nutrition. Precision Nutrition’s “Must Read” articles & posts. By John Berardi, Ph.D. Dr Berardi Live. Dr Berardi On TV – Our Clients Featured · Dr Berardi On TV. Berardi is the founder and president of Precision Nutrition, Inc, an organization that specializes in human performance and nutrition. He has a PhD in exercise.
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Today we have the man, the myth, the legend, Dr. John Berardi on the Healthpreneur Podcast! Not only he is a super caring, awesome guy, but he has years of experience and a ton of wisdom to share. John is the founder of the Precision Nutrition Certification Program.
With Precision Nutrition PN he has grown the company to over employees and 40 million dollars in revenue, in addition to helping 50, students become elite health and fitness coaches. He was recently selected as beraardi of the 20 smartest coaches and most influential fitness professionals in the world.
But going beyond the accolades, I love sitting down to talk with John because we always have amazing conversations.
During our conversation, we talked a lot about growing pains and the journey of building a business like PN. We also discussed the remote nature of his company and how that works.
Regardless of where you are in your business, there are a lot of things that John has learned over the years that you will benefit from in this episode.
Grab a pen and paper, because this is a big one. Nturition the last Healthpreneur Podcast I spoke about polygamous entrepreneurship. As entrepreneurs, we tend to be creative people, we like to get stuff going and create new things.
And while that is an inherently good trait, it can often stab us in the back. He lives about an hour-and-a-half away from me in Toronto. We see each other maybe once or twice a year, but nonetheless, we have been connected for a long beraddi.
We actually started talking before I hit the record button. And the further you move away from them, the more disheartened you might feel.
Is This the Best Diet Ever? (Probably Not) | HuffPost Life
So let me give you a more formal introduction for John Berardi. He is an adviser to Apple, Equinox, Nike and Titleist. In the last 10 years, he and his team have helped nearlypeople get in the best shape of their lives through their renowned Precision coaching program. Welcome to the Healthpreneur podcast. Thank you for having me. I really appreciate it. Any chance that we get to connect, either in person or on a podcast like this is always exciting for me.
Where we can talk about our shared passions, from health and fitness, the work we do there to the business side of things, which also has become something very exciting to me over the last few years. I think they know who Precision Nutrition is. PN started with Phil Caravaggio and myself. I was renting a house, and he would come out to my house and we set up the basement as a makeshift office.
He would come out Fridays and Saturdays. We were both full time students. And today, we have about full time, full benefits people working with the team, plus a whole host of really awesome contractors we work with.
Our products and services go into different countries. This is a game changer. Yeah, it is, and on all the right levels for us. We started this thing to do good, to help people live better, to take care of themselves better. So, we take new certification students every spring and fall, new coaching clients every January and July. And so, whenever a program ends, you have to precjsion all those clients.
Why would they want to cancel?
Is This the Best Diet Ever? (Probably Not)
Which is very smart. And on two levels, right? Because if they cancel, then they actually have to stop the program of their client as well. Some people call it, in business circles, vendor lock-in. We hate using that language at PN. It really is a no brainer. You guys have grown to a fairly large size— employees plus contractors and all that great stuff.
And it was born out precisoon a problem—which was that when we got to between 20 and 25 team members, Phil and I really started to dislike our work. I think I minimized my use of that phrase because it might be patronizing to people who love that aspect—they love planning and forecasting and modeling, they love coming up with systems and structures for how we are together as a team inside the company.
But ntrition Phil and I, we were always really passionate about what goes over the wall; not necessarily how the people inside the wall are playing together, but the quality of the work that goes over the wall.
Precisino you can basically become two companies within one. And you have to, at a certain size. Can we grow together as a team? Are we doing great work? Or, is there effective communication between them? They only care if that effective communication produces better products that bring value into the world. So, it started to get really tricky because Phil and I were responsible for most things in the beginning, and everyone turned to us ebrardi advice.
We essentially hired a bunch of really nice, cool people to help us. They were all working for Phil and I. All of a sudden, I had no time to produce anything. PN was continuing to grow like crazy, but we were both sad. Me more so than him, in all fairness.
Phil studied engineering at the top engineering school in the country—like the MIT of Canada—and I have a PhD and graduate training and a bunch of undergrads. Can we just tap their knowledge? And so, what we found was a different way of organizing our company.
We were one of the first adopters of it, and they even hired us to come down and consult on that project. But, the idea nutritkon that it was precosion different way of organizing. It gave us a structure and framework for organizing a company, but it was also a different form or ebrardi than the top down, militaristic hierarchies.
So that was our first major learning. You get from zero to 30 employees, things have to change, 30 tothings have to change. The old systems just become obsolete, and if you keep trying to work them, everyone just precisioon sad.
So that was pretty much it, and that was an organizational learning thing I precisioon. This need for a different system, and maybe even two different groups within PN—one looking after how we are together, and the other looking after what we put out into the world.
But that also was a really personally gratifying experience, going through that, for Phil and I. What are they doing?
Okay, now the launch is coming. And when we reorganized, all the roles became clear. So there was actually someone who was accountable for looking after these things that we had to make very explicit.
And then, I only had to worry about my own accountabilities. Other people—competent, talented people hired for that specific thing—had to worry about those accountabilities. And it was really freeing. I could take a vacation without worrying about stuff. So it became really freeing. Which is, we all start off in the business as a technician.
We start doing everything. And then we put on the hat of the CEO, and then we hit this existential crisis, which is like what you just said. You guys were really unhappy with what you were doing, and it was like, how do we get back to doing what we love to do?
Which is creating great products and putting it out to the marketplace. I would be a terrible CEO. But I would never be as good as someone who actually values the very things that make for good CEO-ing. So I could learn the skills by memorization and practice, but I never really energize that work very well.
And quite frankly, our revenue is high enough that we can hire out for those things. I think that really speaks to what I just brought up.
And it hurts for a bit. And that, to me, is the key lesson. But this is what we talk about at PN all the time. You have to hire well beyond that point, because you need infrastructure and management and all that stuff. We gotta fix it right away, make the pain go away! We appreciate it as part of a growing business, and then we now know not to try and make it stop. This is always an interesting conversation I have with different entrepreneurs.