Dr. Anushika Brogan (Guest) 0:00

Trust is such a big thing because you know if you go in and buy a business, for example, and you’re just about to change it completely, you’re changing the vision completely. I’m asking people to trust my vision, done it before, and know exactly what I’m doing, or know exactly where I want in this business.

Dr. Aman Kaur (Host) 0:22

Anushika, thank you so much for being here. I have seen you growing domain at dental studio to what it is today. And I I you know what sticks out about you. You talk about your business so passionately, you know all details so intimately well. So I want to start by you. How I’m gonna want you to tell me a little bit about you, help us get to know you.

Dr. Anushika Brogan (Guest) 0:44

Okay, thank you for having me first of all on the episode. Really grateful to be here. my name is Anushika Brogan, so I’m a qualified dentist. I qualified in 1999, and first of all, I just went off, did my own thing, got married quite young, very traditional Punjabi family, and set about trying to build my career. And within that, had my first son at 25, so I was very, very young at that point. And I was living with my in-laws and I wanted to try and work out a way of getting out of a traditional Asian background that joint family, and I basically decided that the best way to do it was to go and buy a dental practice so I had enough money. So I was gonna buy a house or a dental practice. I was like, let me buy a dental practice because we all create more house? Yeah, and so bought my first practice at 26. Wow and wow, yeah, so quite young, but you know, it was a little bit different back then, so you know, 20 odd years ago, because there wasn’t so much regulation and so much red tape as there is right now in UK industry. So it was a little bit easier in terms of getting my foot in the door, and you know, my dad was very, very supportive. He was just like, do it, you know, he was always my biggest fan and was just like, yes, do it. And at the time my mum was actually totally the opposite. She was like, stay at home, she’s very risk-averse, stay at home, look after your child, etc. And I was quite headstrong. Me and my mum, you always used to like, you know, fight each other. And I was just like, Well, I’m gonna do it anyway, and bought my first practice and you know, worked really, really hard. There’s a two surgery practice, they’re very small at that time. but by the time I had my second son, it was then four surgeries and associate led. So after my maternity leave, I was actually bored. I was like, Well, what am I gonna do now? I don’t actually need to work. The practice had practically paid itself off. This was like pushing forward three or four years, and I was like, maybe I’ll buy another practice and do the same thing. Yeah, and then I bought a little bit more of a project, so bought a practice that needed like rebuilding and rehashing, and like business model needed changing quite a lot, and bought that and slowly made that associate-led. So within a year, that was churning money as well. And I was just like, there’s a business model here, definitely. And so I kind of started that, and then what happened was my ex-mother-in-law noticed that you know what I was doing and it was making a lot of money, and instead of being nasty to me, she decided to be really nice to me. You know, we’ll we’ll set up a company, you won’t have to pay tax, like you know, corporation tax is so much less. Why are you paying exile trader tax? I was so naive and innocent at that time because I was so young and I came from a very sheltered kind of background, which believed her. Went into it, carried on growing the business, got to sort of 10, 12 sites, something like that, and then at that point decided that actually I don’t want this life anymore, you know, with my ex-husband, and decided to file for a divorce. And my ex-mother-in-law was like, that’s okay, I own three-quarters of your company. So it was quite tricky at that time because you know, I went through a very tricky divorce, four years of fighting, had to pause everything and you know, fight for my business because actually only owned owned on paper only owned a quarter. Yeah, right. so anyway, that all happened, started again from scratch, and then was very determined to then do it again, you know, my life’s work. I knew how to build a business, so I just did it all over again.

Dr. Aman Kaur (Host) 4:23

Wow, I did not know this about you. Yeah. So you are a serial entrepreneur.

Dr. Anushika Brogan (Guest) 4:29

I mean, I don’t know about serial, but yeah. It is.

Dr. Aman Kaur (Host) 4:32

I mean, you start it’s every practice was a business for you, right? Yes, yeah. And so where do you get this drive?

Dr. Anushika Brogan (Guest) 4:40

do you know? I I don’t honestly know. It’s just inside me. I’m very, very passionate about dentistry. I really think that I’ve got a gift that I can make a difference to people. And you know, I think in in the UK specifically, you know, there was there there has been a big gap in like customer service for patients. Like, you know, there’s not enough care and attention to what patients want as a consumer. You know, it’s more, you know, if you if you look back to how dentistry was 20 years ago, it was like you know, the receptions were rude and you know, they weren’t service focused. And I was always quite service focused, and I think that’s how we won business from people, and that’s how we’ve continued to really focus business-wise.

Dr. Aman Kaur (Host) 5:22

And Anushika, you have you know, juggled motherhood and then going through a relationship change. you think that and starting new business, how how did you do it? What got you through that phase?

Dr. Anushika Brogan (Guest) 5:38

I think I’m not wedded to small detail. I think I’m quite a big picture kind of person, so I don’t get bothered by people making small, small mistakes. And I think that sometimes it’s very easy to, well, this person didn’t do this properly and this person didn’t do that properly. I used to, my mum owned a shop and I always used to say to her, because she used to get really annoyed about like, you know, this person has like staff are never going to do things the same way as you would do things, right? And you have to just let them make mistakes. I used to tell her when I was young, I don’t know where I was gonna run, but I was just like, you have to let them make mistakes. And even now in my business, I like to lead by letting people have autonomy because I don’t like being controlled, like I don’t like being told what to do all the time, and so I don’t like speak like that to my team either. I let them try and make their own decisions. Of course they’re gonna make mistakes, but you know, that’s how people learn, they grow, you can coach them as they’re going along, and I think like with that attitude, they’ve like, you know, a lot of my team have grown with me.

Dr. Aman Kaur (Host) 6:38

Oh, that’s wonderful. So are you because you’re a clinician and your what parts of you as a clinician has evolved now that you’re the CEO of such a large business?

Dr. Anushika Brogan (Guest) 6:49

I think my time as a clinician has changed quite a lot. So, you know, in the beginning I was just trying to make money, right? Because you do, it’s a survivor, right? You’re trying to survive. You know, I had young children, I needed to educate them. you know, my focus was on just providing for my children. And I think that now obviously I don’t go to work for the money, I go to work for the satisfaction of I’m still a dentist, I’m really passionate about dentistry, and I really, really enjoy putting processes in and then seeing how they’re working, yeah, you know, and actually testing them out myself and just going, actually, if I was a dentist working in a surgery right now and my CEO did this for me, how would I respond? And so it just keeps that link between not being over here and not having a clue what’s going on down here. Yeah. So, you know, I I go to work as an associate, not as the CEO.

Dr. Aman Kaur (Host) 7:39

Oh, that I I love hearing that. And maybe what what would you say particularly that you use that you help you build trust with people in the boardroom, especially, and then that with the clinicians.

Dr. Anushika Brogan (Guest) 7:54

I think the most important thing is not to have blame culture in the business because I think that if you do have that, people are really scared of admitting mistakes. And I think that being more supportive and coaching rather than like directive is a much better way of dealing with things. So, you know, dentists make mistakes, we all do. Yeah, everybody does, yeah. Everybody does, yeah, but it’s about you know showing people that actually there’s a there might be a different way of doing things. Well, have you thought about doing things this way? And you know, in the office, just letting people make mistakes. But do you know what? I never even have to tell people off because they they care a lot about their work, and to the point where they feel it themselves, I don’t have to tell them. And I think you know, I can just say that’s okay, but what do we learn from this? How can we make the process better? Like just to make sure that we never have this mistake again. That’s the most important thing.

Dr. Aman Kaur (Host) 8:49

I I think the I’m what I’ve felt is it’s the toughest challenge is one realizing it was a mistake. Because a lot of times we just do things and we’re like maybe this is the right way. Yeah. So how how does that look like in at Damira?

Dr. Anushika Brogan (Guest) 9:04

I think we we try not to be defensive. I think it’s really important that I think people get defensive if they feel like they’re being attacked. And if you don’t feel like you’re being attacked and you’re involved in that conversation, I think it’s it’s better. Yeah. And because you’re just like, oh, you know, if that you can then self-reflect a little bit more. Whereas if people feel like they’re being attacked, naturally they get their bank, naturally they feel defensive. So, you know, it’s important but for us that we don’t do that.

Dr. Aman Kaur (Host) 9:32

Yeah, I think we all know that, but it’s hard to sometimes do what we know.

Dr. Anushika Brogan (Guest) 9:37

Yeah, but I think I think it’s also about how it’s communicated. I think that you know, if it’s communicated in the right way, like could we have could we have done things better, you know, because actually we’re a team. Yeah, you know, one person makes a mistake, it affects everybody. But you know, it’s not that well you made a mistake, actually. Like this has gone wrong, how can we make it better? Yeah, you know, it’s about the language that’s used within and it flows throughout the whole business.

Dr. Aman Kaur (Host) 10:06

You know, if I’m using that language, people use that language to their teams, and I think that that’s wonderful because what when you’re scaling a business, scaling trust is just as important.

Dr. Anushika Brogan (Guest) 10:16

Yeah, and and it’s trust is such a big thing because yeah, you know, if you go in and buy a business, for example, and you’re just about to change it completely, you’re changing the business model completely. We’re doing it at the moment with a group that we’ve just bought, and it’s really hard because I’m asking people to trust me. I’m asking people to trust my vision. Done it before, I know exactly what I’m doing, I know exactly where I want to take this business, but they’re either going to jump on or jump off, right? And it’s up to them, you know, that you know, yeah, they may regret it later, but if if they don’t, that’s absolutely fine. But you know, people people are quite resistant to change, I think, and that that is a big piece, isn’t it?

Dr. Aman Kaur (Host) 10:51

It is. so Anushika, I do want to talk about that. So you’re acquiring a group and you’re telling them to trust you, but then you they eventually have you’re putting that also trust because you know your team has ultimately they have to trust your team. Yes. So how do you make sure that trust is not broken? They know how important it is for you because you’re putting your name on the line. Yeah, it’s your baby.

Dr. Anushika Brogan (Guest) 11:15

Yeah. I think I think first of all, I’m asking them to trust me. So I’m not telling them, I’m asking them and requesting of them. And it’s a request, right? So, you know, I I think that it’s important that we have the right people who are going to embrace that change. If they can’t see that something’s not working the way that it should, and they can’t see if I explain the changes to them and they can’t see that that would make the business better, then they’re not the right people for me. Okay. And that’s okay. Right? Yeah. And that’s okay. You just go, okay, that’s absolutely fine. We’ll accept your resignation if that’s what is right for you.

Dr. Aman Kaur (Host) 11:48

Yeah. No, so but that’s you lead very boldly. I I think you you when someone says that I have a team who I they trust you and that you trust them, it means you chose them carefully. Yes. And keeping them on that path is not easy. You you’re you’re a bold bold leader from what I know of you. Yeah. And is there something is there a personal filter or something that taught you how to lead boldly? How did you learn to be this way?

Dr. Anushika Brogan (Guest) 12:20

I think I probably was a little bit more bold. I think my husband has kind of like, you know, softened the edges for me a little bit. Okay, okay, good. He’s a better communicator than I am, I think. Yeah. And I think that he has taught me over the years how to communicate better. I think I was probably not as good at communicating when I was younger. And I think that over the years he has brought out in me a better way of communicating because I used to get angry when people weren’t doing things the way I wanted. And actually now I understand them so much more. I understand how like a bit more about psychology and a bit more about how people behave. It’s like I was saying about people being defensive, they only get like that when they feel like they’re being attacked. If you don’t make them feel like that, they’re never gonna get defensive.

Dr. Aman Kaur (Host) 13:04

Yeah, but recognizing that I that you felt that you need to change your communication style, that’s that’s where the magic is, like you recognizing that. Yeah, yeah.

Dr. Anushika Brogan (Guest) 13:15

It’s about I think it’s about being self-reflective, isn’t it? Yeah, yeah. About yourself.

Dr. Aman Kaur (Host) 13:19

But I I’ve I’ve noticed that a lot of times people are self-aware, but self-management is not where they spend time. Yes, yeah. Yeah, it’s like I yeah, I know who I am, but that’s how it is. Yeah, yeah.

Dr. Anushika Brogan (Guest) 13:31

But it’s hard. I think that you know, if you if you want people to change, you have to be able to change yourself. And actually, I’m not always right. You know, it’s good to listen around the room and see what other people’s opinions are, because you know, I don’t always make the right decision. My best decisions come when I have people who have bold opinions, able to express their bold opinions, then I can go, I’ve listened to everything and I’ve picked the right decision because I know where the pitfalls are going to be because my team have told me. they’ve told me what the benefits would be, and I’ve made the overarching decision, but at least I’ve listened.

Dr. Aman Kaur (Host) 14:07

Yeah, yeah, of course. So what is something you believe should never be lost in a DSO, no matter how the large dental group becomes?

Dr. Anushika Brogan (Guest) 14:18

I think that trust is a big thing. I think that communication is huge. I think that if you if you are unable to communicate with people who are on the ground and they don’t have a voice, then you’ve lost everything. Yeah. Because they they will never feel like they’re being listened to, they’ll never feel like they’re being heard, and that’s so important. Like, you know, if if you’re working for somebody and they’re so high up that you can’t ever get to them, yeah, you accesses everything. Yeah, yeah, accesses everything. And so we changed our structure quite a lot. So, probably about five years ago, we were structured quite differently. I had a CFO, I had a COO, and there were barriers before they got to me. just because there was a lot of noise, and actually we completely changed it. So I don’t have a COO anymore, I don’t have a CFO anymore, we’ve got quite a flat structure, and I manage the regional managers myself. Oh wow. So they’ve got direct access to me. So all the changes that happen are really quick. But I’ve given them a lot of autonomy so they can make their own decisions. I’m very happy with them making the decisions because I trust them to make their own decisions because I say to them that make your own decisions, but you know at the end of the day, you need to back that decision that you’re making. It needs to be really thoroughly thought through. You back it and then make that decision yourself. And they can talk it through with me, happy to coach them. Yeah, but they need to be able to stand on their own two feet so that I don’t have to manage them all the time.

Dr. Aman Kaur (Host) 15:44

Yeah, yeah, because then they you don’t have to you’re teaching them how to fish versus just fishing for them. what do you think people misunderstand about founders and especially women founders?

Dr. Anushika Brogan (Guest) 15:57

I think that there’s not many women founders. I think that that’s that’s a big thing. So it’s it’s difficult to kind of work out what they misunderstand because I think that we’ve probably had, you and I are probably in the same boat, like you’ve probably had more barriers than like easy rides. Yeah, you know, I’ve had a lot of barriers in my in my way, you know, people ask questions about how I’m gonna cope with looking after children. Well, actually, how do men cope with looking after children? It’s exactly the same, right? Yeah, like you know, it’s not just my responsibility. you know, there’s so many questions that come along the way with being a founder, but I think that you have to have big balls to do it, right? Yeah, you have to do it. You have to be quite like you know, ruthless to do it. You have to really have a lot of fire in your belly to do what we’ve done.

Dr. Aman Kaur (Host) 16:48

Yeah. And Anushika, I I know leadership is sometimes not sometimes often, very, very lonely and some in difficult times. So in those times, what inspires you? How do you get your footing?

Dr. Anushika Brogan (Guest) 17:02

I think that the way I’ve learned to cope is I’ve got people who are very close to me as friends working with me, and I think that’s helped me cope because they’re my friends first and then they’re working for me. So, like, you know, my cousin works for me. I’ve got my best friend working for me. Like, you know, I think that helps me with coping because then you can trust them already. So if you have to have difficult times or difficult conversations, you’ve got somebody you can actually trust and just have a private conversation with and know that it’s not going to go anywhere.

Dr. Aman Kaur (Host) 17:34

And that can be good and bad. So sometimes you know you end up losing a relationship or a friend because now you guys have a work conflict. I I do want you to tell how how do you make sure that work doesn’t come into a relationship?

Dr. Anushika Brogan (Guest) 17:49

I think that I’ve always tried to be really fair, and you know, sometimes people do take the Mickey out of you. I’ve had that in the past, where you know, people have taken the Mickey out of the fact that I’ve given them an opportunity, but they’re not necessarily the people I want anyway in my life. Yeah. And the people who have stood by me and worked with me for a long time are the people that I trust the most, I think.

Dr. Aman Kaur (Host) 18:13

I as I’m hearing you, you are impressing me. You’re so strong. You’re like, if you if you don’t want to be here, I don’t want you here. That is so strong, very, very impressive. and what do you think will be if people I talk to your team or your sons, I if I ask them what is Anushika’s legacy, what will they say?

Dr. Anushika Brogan (Guest) 18:36

I’m relentless. Okay. I’m a lot. I I think I I’m quite sort of, you know, I I don’t give up very easily. I think that’s the thing. So if if there’s a challenge, I’ll find a way to make it work or I’ll find a way to get what I want out of it. So I don’t give up very easily at all.

Dr. Aman Kaur (Host) 18:55

That I love love that. Like people say that about me sometimes, but it is sometimes you believe in something so badly you just don’t want to stop. Yeah. So Anushika, when you are in rooms with other leaders, what do you find that gets your attention, that moves you, and that others may miss?

Dr. Anushika Brogan (Guest) 19:18

I think that I’m very open-minded and I love learning from other people because everybody has different ways of leading, everybody has different ways of communicating, everybody has different ways of thinking, and I love, you know, we had we had drinks yesterday and dinner yesterday, and I was sat next to some really inspiring people, and the conversation that you have with people who are in similar boats to you but different, different countries. Every time I meet people like that, I learn something, and that just is the best.

Dr. Aman Kaur (Host) 19:49

Is there something you think only you notice that others miss?

Dr. Anushika Brogan (Guest) 19:53

I think that I I ask a lot of questions, and I think people don’t necessarily ask questions about you know, how have you done it? Like, why do you think like that? What what what have you put in place? What the process? I’m very process-driven. I think that when I think of things, I always think from the top to the bottom, how does that process work? And so, like, you know, my team will sometimes I’ll come out with the process and they’ll be scribbling it away. They’ll go and implement everything. Like the idea comes from me, but they’ll go and make sure that the process is correct. And I think sometimes people misprocess, and I think that’s really, really important.

Dr. Aman Kaur (Host) 20:31

Yeah, it is, because that’s how you scale, otherwise, it’s a we’re in a people business, and you can’t scale without the right process.

Dr. Anushika Brogan (Guest) 20:38

Yeah.

Dr. Aman Kaur (Host) 20:39

And I believe being a dentist gives you an edge because you can bring that perspective into the business.

Dr. Anushika Brogan (Guest) 20:46

I also think that thinking 10 steps ahead is really important because I think that people don’t plan enough. And whereas I I’m always like, okay, well, what’s like 10 steps ahead? Yeah, you know, and and I think I got that from my mum actually. She she is like step by step, how do you get to there? And you know, I’ve learned that. And the planner. She’s a planner, yeah.

Dr. Aman Kaur (Host) 21:05

And what’s next for Damira?

Dr. Anushika Brogan (Guest) 21:08

we are growing at the moment. So we’ve How many practices now? 53. Well, congratulations. Thank you. We’ve got three in process at the moment. So we should be around 56 by the end of this this calendar year.

Dr. Aman Kaur (Host) 21:22

So, as you’re growing, what do you think your team will say that you are doing now that you did entirely different when you maybe let’s just say you were 10 practices?

Dr. Anushika Brogan (Guest) 21:34

I think there’s so much more structure now. and I think that it’s taken I’m chaotic because I’m I’ve got a very busy mind, and so I like jump from thing to thing to thing, and having people who can create the structure around you is really important when you’re like that. Because I’m very entrepreneurial, I think really fast, and yeah, you know, I’ve I’ve got a really strong team around me that put processes in place that put structure in place around. Me, which is really important, I think.

Dr. Aman Kaur (Host) 22:02

So you know when you have to kind of take a back seat and let them just go be the driver.

Dr. Anushika Brogan (Guest) 22:08

I I think it’s it’s really important to know what you’re really good at and where your flaws are. Yeah. I’m I’m not a finisher, I don’t finish things. Okay. I can start things, but I’m never gonna be the person who puts the last four stop on the like you know the document. I’ll read the first lines and then I’m bored.

Dr. Aman Kaur (Host) 22:26

So yes, so so tell me, what do you think? One thing that a CEO can, if they can right away outsource, what is that one thing?

Dr. Anushika Brogan (Guest) 22:36

to be honest, I like to outsource everything. Okay. I like to delegate everything because like I I want to do only the jobs that only I can’t, like nobody else can do apart from me. Yeah. Everybody else should be doing everything else apart from the things that I have to do or I have the decisions I have to make. But I think that in a DSO, I think the two most important bits are operations and finance. I think that you know, like everything else flows from knowing your numbers, knowing your figures, knowing your data and understanding it, and having a really close eye on operations because if the operations aren’t really tightly controlled, you can burn through money.

Dr. Aman Kaur (Host) 23:16

You can burn through money very, very quickly, yes, very quickly. Very quickly, and you can make revitalize it by focusing on operations very quickly, too. Definitely.

Dr. Anushika Brogan (Guest) 23:26

But you know, there’s a there’s a lot of dentists who really don’t understand numbers, and I think that to get to a larger scale, you really have to have your eye on the detail.

Dr. Aman Kaur (Host) 23:35

Yeah, and if you miss that, you know, you and where you’re heading is also important, not just always looking at the lagging KPIs, yeah. Yeah, it’s so right. is there a decision-making habit you rely on?

Dr. Anushika Brogan (Guest) 23:49

Do you know I’m very much gut-feel gut feel. If my gut says do something, I I get a good strong gut feeling about stuff, whether it’s right or not for the business, and I really do trust it.

Dr. Aman Kaur (Host) 24:03

But it is, has your gut ever misled you?

Dr. Anushika Brogan (Guest) 24:07

do you know? We bought a practice and my gut was screaming at me don’t buy it, and all the figures, everything looked good, and I ignored my gut feeling that way around, and I’ve I you know it’s come back to bite me. And I I think that I would probably trust my gut feeling more than I should now, since then.

Dr. Aman Kaur (Host) 24:27

Yeah, oh very, very good. Anushika, I, you know, we at at the Women in DSO it’s our one of our missions is to see more women and CEO positions. And in UK, there are so many women dentists I see, and I see them in partnership with their husbands, as they will be both owning a practice. And I’ve noticed when I go and ask them who’s the owner, they’ll say, My husband. have you seen that? And how can we change this a little bit? But or what do you think makes them say it that way? Why don’t they think they’re the owner?

Dr. Anushika Brogan (Guest) 25:02

I think it’s cultural as much as anything else, it’s just respect for like your partner. I think that it’s interesting because have you asked the men the same question? I do.

Dr. Aman Kaur (Host) 25:12

And what the next thing they they they’re like, yeah, I’m the owner. They both will be sitting, and because someone like me, and I’m like, I want to know who is the owner, who do I talk because yeah.

Dr. Anushika Brogan (Guest) 25:22

I think I think that okay, so I think I think that as a as a woman, and it’s have you seen this too?

Dr. Aman Kaur (Host) 25:28

Or yeah, yeah.

Dr. Anushika Brogan (Guest) 25:29

Okay. I think it’s quite like you know, and you know, I I don’t know if this is appropriate to say you might have to cut it out, I don’t know, but I think that men have a bigger ego. Yeah, and because of that, I think that when you learn as a woman that the best way to move a man is to move his head by using his neck, right? Right? So you know, you can you can move a man anywhere if you’re the woman by just like you know, they they’ve got a big ego. You have to just respect the fact that men have a big ego, and once you learn that, I learnt it quite young, you know. and I think that once you learn that, you can get what you want as a woman. I I think with yeah, you have to place it’s about respect, right? If you respect them and respect their ego.

Dr. Aman Kaur (Host) 26:16

Okay. Yeah, I I would like to see in my opinion, it’s my short experience in London. I I feel it is the financial illiteracy. If they know financials more about their business, they will think of themselves as owner. You think is there any validity to it?

Dr. Anushika Brogan (Guest) 26:36

I I think I don’t I don’t know if it’s just in England or whether it’s worldwide.

Dr. Aman Kaur (Host) 26:41

Okay.

Dr. Anushika Brogan (Guest) 26:42

I I think it’s I still think it’s still, you know, there’s a lot of people who have come out and like, you know, everyone thinks that women are equal, but I still don’t think we are. As a as a sex, I still don’t think that we there is equality everywhere just yet. Yeah. I think it’s coming. Yeah. We’ve you know made in runs into it, but I don’t think we’re quite there yet. But I do I do think, you know, like I was saying earlier, the most important part of being a business owner is understanding the numbers. If you don’t understand the numbers, you don’t feel confident.

Dr. Aman Kaur (Host) 27:13

Yeah, and I think if the once they know numbers, they will be looking at themselves like, yep, I am the CEO, I am the owner of the business. Yeah, yeah, and I think that’s where I feel sometimes that comes in. quality you think anyone needs to work for you or work with you? The one thing they must have, must possess.

Dr. Anushika Brogan (Guest) 27:35

positivity.

Dr. Aman Kaur (Host) 27:36

Positivity, yeah. I love hearing that.

Dr. Anushika Brogan (Guest) 27:38

I I I don’t like negative people, and I don’t like, you know, when you turn up to work with slopey shoulders and like, come on, guys, come with energy. Yes, yes. You know, I think energy is everything, like you know, people people who don’t have energy don’t tend to last in the mirror because we move really fast.

Dr. Aman Kaur (Host) 27:55

Yeah. So where do you get your energy from? What gets you so excited and positive every day?

Dr. Anushika Brogan (Guest) 28:01

I mean, I I exercise every morning, and I think that by the time I get to work, I’m so awake and so energized that I come to work fully, like you know, jumping around. People know that I skip into the office. Okay. I’m done with that energy. so yeah.

Dr. Aman Kaur (Host) 28:16

Well, thank you so much for being here. I feel like I am skipping because by having you here. So thank you so much. It’s been a joy.

Dr. Anushika Brogan (Guest) 28:23

Yeah, it’s been great, thank you.