The Executive
Health Exam

He exercised six days a week, maintained an ideal body weight, and had no family history of heart disease. His previous physician had told him he was “in perfect health” at every visit.

Our evaluation told a different story. His NMR lipid panel revealed a Pattern B phenotype with elevated small dense LDL particles, invisible on the standard cholesterol panel his previous physicals had run. His Lp(a) was significantly elevated, a genetic risk factor present from birth that no one had ever tested. Genetic testing revealed a KIF6 mutation, further elevating his vascular risk profile. His coronary calcium score was not zero.

None of these findings were emergencies in isolation. But together, they painted a picture that warranted immediate further investigation. We ordered a CT coronary angiogram, which confirmed significant coronary artery disease in a fit, lean, asymptomatic man in his mid-forties whose annual physicals had never raised a concern.

He's now on an aggressive medical regimen to reduce his cardiovascular risk. His previous physicians had no reason to look deeper, because on paper he appeared healthy. He wasn't. The standard physical was never designed to catch what we found, and without the advanced testing, no one would have looked until he had a clinical event.

She had continuous glucose monitor data, a spreadsheet of quarterly blood panels she'd ordered herself through a direct-to-consumer lab, Oura ring sleep data, and a list of supplements and peptides she'd been self-administering based on podcast recommendations.

Her previous physician had refused to engage with any of it. Told her the CGM was unnecessary for a non-diabetic. Told her the supplements were a waste of money. Didn't ask what peptides she was taking.

We took a different approach. We reviewed all of her data, not to validate her protocol, but to evaluate it with the same rigor we'd apply to any treatment plan. Some of what she was doing was well-supported. Some was neutral. One peptide she'd been sourcing from an unregulated compounding pharmacy raised real safety concerns that we walked through together.

What she actually needed wasn't a physician who agreed with everything she was doing. She needed one who respected her enough to engage with it honestly. We rebuilt her protocol around what the evidence actually supports, deprescribed what it doesn't, and now serve as an ongoing sounding board as new data comes in. She still tracks everything. Now she has a physician who reads it.

The feedback from their executives had been consistent: the previous program was efficient but impersonal. A different physician every year. A written report that arrived weeks later, addressed findings in isolation, and ended with “follow up with your primary care physician” — which most of their executives didn't have.

The company's chief people officer asked us to evaluate their executives instead. The difference in engagement was immediate. Our multi-visit structure meant each executive had a 60-minute physician intake before any testing, so the evaluation was customized rather than standardized. The wrap-up visit was a working session, not a results dump. Several executives chose to continue as concierge patients afterward, not because we pushed them to, but because they'd experienced what a real physician relationship felt like for the first time.

The company now sends all incoming senior hires through our program as part of their onboarding benefits. The feedback from their executives has been consistent: the experience felt more personal, more interactive, and more useful than anything they'd had before. For the company, the evaluation functions as both a health investment and a retention tool. Their leaders feel genuinely cared for, not processed.