Interview with Jamie Maltabes, Founder, Infinite Medical Group
This interview is with Jamie Maltabes, Founder, Infinite Medical Group.
Looking back, what were the two or three pivotal decisions that most shaped your path to becoming a founder?
The first pivotal decision was understanding I needed to create a business model that addressed people as a whole—not a single symptom. Weight, hormones, aesthetics, pain… it's all interconnected. You are doing the patient a disservice by only being able to address singular problems.
Another pivotal decision I made was realizing I couldn't do everything myself. What got me to my first million wouldn't work to get me to five. I hired my best friend of 20 years, which gave me extreme peace of mind and allowed me to focus on macro (instead of micro) tasks.
You’ve noted that doing everything yourself became a bottleneck—what was the first function you delegated, and please walk us through the concrete steps that made it run without you?
The first function I delegated was the front desk. While I loved seeing patients, booking appointments, and answering the phones, it left me little time to work on the bigger picture. I created SOPs for everything the front desk needed to handle and FAQs for anything that would regularly come up on phone calls.
I had the front desk coordinator sit with me for a couple of weeks and watch how I handled each interaction. Then, I sat with her and observed her. I provided praise and feedback as much as possible, and then I stepped away and let her take over.
Building on that, you mention a “noise buffer” hire—how did you design that role so it truly protected your energy?
I found someone who could multitask and make sound decisions on the fly. I also gave her authority. If I didn't want many day-to-day issues to reach me, I had to empower her to make decisions on her own. I measured her success by how often she interrupted me. In the beginning, it was a lot. As time went on, she learned that if it wasn't an emergency, it should be a scheduled meeting.
Staying with operations, tell us about a high-stakes decision you made with limited data and walk us through how you reached your call.
One of the most high-stakes decisions I made was investing nearly $50k in what was supposed to be regenerative health and stem cell training without knowing much about the regenerative space. I trusted the person selling me on this, as he had originally helped me open my successful weight loss clinic. The day after sending the wire, that person resigned from the company.
The training was awful; the protocols didn't make sense and often contradicted themselves. I ultimately decided that we could not treat patients until I felt the care would be responsible and safe. This experience taught me that trust must always be paired with verification. It also made my team aware that protecting my patients and the brand will always be more important to me than protecting my ego or finances.
Shifting to purpose and brand, what is one specific way sharing your personal story directly moved a key business metric?
When I first opened Infinite Medical Group, we were solely a weight loss and body sculpting business. I was very intentional about sharing my struggles with food, both on camera and in person with our patients. By being open about my history of eating disorders, extreme diets, and the constant yo-yo I experienced with my weight, I showed patients that I had been exactly where they are. The honesty changed the dynamic completely, and patients trusted me. I was living proof that lasting change was possible.
To build a team you can trust, how do you evaluate reliability in candidates during hiring and the first 90 days?
During hiring, I like to focus on people's past experiences, not just their resumes. I always ask for clarification on what happened at their previous positions, why they left, etc. I then look for consistencies in their story. When an applicant speaks poorly about a company, it's a red flag. I often give scenarios related to time management and decision-making and ask how they would handle them. There isn't always a right or wrong answer, but understanding their logic often tells me enough to know if they would be a good fit.
After I make a hire, the real test begins. I hire and fire quickly. I have the employee go through training, and then I step back—micromanaging never scales. I pay attention to how they show up each day. If their reliability, demeanor, or accountability fluctuates, I have a decision to make.
For founders trying to get out of the weeds, what single operating rhythm or process most increased your ability to scale without you?
Having a person who handled each and every system was essential. I wanted everything we did at Infinite to have one person who was accountable for the outcomes. If we were low on a product, Ciyanna was responsible. For dosing concerns, it was Celestine. If there was uncertainty about how to handle a situation, Meaghan was the go-to person. Once responsibility and accountability were clear, the team was able to flourish without me.
When momentum stalls or a setback hits, what is your personal reset protocol to protect your energy and get the team moving again?
When this happens, my first priority is to regulate myself because my team mirrors my energy. I audit this business in my mind and decide whether this is a departmental issue or a business issue. I then determine exactly what is in my control and reset with the team.
I discuss the following points with the team:
- What matters right now
- What does not matter
- What success looks like this week