Oskar Moore: The longevity economy is booming. And if we zoom in on the longevity clinic market specifically, it's projected to be worth around $6 billion in 2026 and has seen a huge surge in attention over the last five years. Why are so many longevity clinics suddenly appearing now?

Faye: wonder if all longevity clinics are really the same product and what I think is happening is that practitioners have been given a whole new box of products they can sell ⁓ the umbrella of ⁓ ⁓ you'll find all kinds of doctors and all kinds of non-medically qualified practitioners ⁓ some version of the brand of longevity. I don't think they're all the same. ⁓ just think that the market has opened up so all of these different verticals can come together. and sell a different suite of products than they were able to before.

Oskar Moore: Faye Meyven, welcome to the business of longevity. A pleasure to have you on the podcast. You are the consulting CEO at Reborn Longevity Clinic, building a physician-led premium longevity clinic on Harley Street in London with a multidisciplinary team and a P4 medicine approach. Now, I want to start off with the question, what is a consulting CEO?

Faye: you So I come from a completely different background than healthcare. I worked in finance and I've advised companies for the last 25 years from the perspective of both constructs, brand and financing. So I was asked to take over this project at the beginning of the year. It was already ⁓ a small hospital, but in a very different vertical. So I was asked to write a business model and to take over the business and then... was asked to execute the plan. So I'm currently mid-execution of the plan that we set out. ⁓ consulting means that I have a specific project period of time, which is to design it, create it, get it up and running. ⁓ mean to say that I won't be staying, but I might be opening number two and I might be opening an adjacent business.

Oskar Moore: Wow, that's pretty exciting. So Reborn looks at P4 medicine. And what does that actually mean to your clinic day to day? What is P4 medicine?

Faye: Thank So the concept of P4 medicine has been around for about 20 odd years and it was by ⁓ ⁓ of scientists at Oxford University. ⁓ the idea is that medicine should be. ⁓ predictive, sorry, it should be preventative, predicted, participatory, and solving. ⁓ ⁓ ⁓ whole pathway was designed to start by understanding your cells ⁓ ⁓ then once you have that map, you can then start to predict disease, and then you can start to prevent it, but only if you have the participation of the patient. ⁓ what that means in practice is that you can't possibly look into someone's body and guess what's going on inside. You have to start at the very basic level of diagnostics that we have, which is DNA. So we run DNA tests on everybody.

Oskar Moore: if we're supposed to give the listeners a little bit of a better understanding of what happens, ⁓ I, Oscar Moore, 28 years ⁓ walk into Reborn. What are first things that we tackle? There's something about a genetic test. How is that done? How do ⁓ you approach that?

Faye: Yeah. So we have a program called Basecamp and the idea is that we have a complete diagnostic assessment so we understand where your body's at today, what your risks are and how we look forward and those risks might be slim risks but they might be very prominent risks. For example, a cardiac anomaly which means that you are more predisposed to a heart attack in your 60s than the next person. So once we've done that battery of tests which includes a very broad 20,000 exome tests, so it's a mouth swab. We send it off to the lab. And then we are able, with the use of AI, because you were always able to get DNA tests. Even 10, 15 years ago, you could get great DNA tests. No one knew what to do with the results. And there were very few people that were experts enough in all of the different sequencing pathways and SNPs to understand what that actually meant to our health. The advent of AI has changed that. So all of the research globally. attributable to every single bit of data that we get back can be made available to a clinician and explained really easily. from that we can assess what your current state of health is, what your risks might be, ⁓ then the next stage is to do biomarkers, and then the next stage is to do scans to see if any of those risks and problems have expressed themselves with environment, with diet, with stress, with your life. From there we can map forward to see if there are any specific areas which we need to address for you individually and we build a pathway around it. Now you either choose to get on board and manage those risks, which is the participatory part, or you don't and you move on.

Oskar Moore: So what's the core premise of Reborn? Is it to improve biological age, risk reduction, symptom resolution, performance? What is the goal with it?

Faye: primary and secondary care as it should be. ⁓ it's really systems-based health. And I think the problem that we have in this country and ⁓ very many health systems around the world, specifically ones which are supported by the state, ⁓ end up with poor primary care. and primary and secondary care, is totally disjointed. And what that means in practicality is you think, okay, I'm 40 years old or I'm 28 years old and I want to know what my current health condition is and I don't want to get sick. I need to go and make sure that I don't get sick. So I need to do some preventative work. That's not available in the healthcare system in the UK. And it's definitely not available as an insured product in most other countries. So what we're trying to do is provide that baseline But then if you are sick or if you have chronic disease and you need therapy by a cardiologist, by an endocrinologist, by an orthopedic surgeon, that it's all in the same loop. So that you have a team that is speaking to each other. your primary care doctor can say, this guy's got a very high risk. Again, I'll go back to cardiac because that's the most common. Very high risk of cardiac disease. He needs to see a cardiologist and have a bunch of tests done, including an echo and a number of other scans. But then you want those two doctors speaking to each other so that there's a proper plan and that might include nutrition, might include hormones, it might include something more functional, but if they're not speaking to each other and they're not in the same building you're not going to get a joined-up care pathway and you get lost in a system which is what happens very frequently.

Oskar Moore: Interesting. Very important as well, because you're absolutely right. I want to go a little bit back to ⁓ Who is Faye and how has, ⁓ did it, you say you don't have a background in this health ⁓ So how come you are sitting in the position you are right now? How did that come about?

Faye: Well, that's a slight fib. So I did work with biotech businesses before I came into this industry. So I was advising biotech on new drug launches and market positioning and how best to raise finance. So I had a very good understanding of the science ⁓ what was moving in the biotech market. So when it came to understanding how to bring cutting edge therapies and ideas to patients, it wasn't ⁓ too But also in the end, ⁓ health is a business. it's the system of the business which is suboptimal, ⁓ the clinicians and not the medicine. The medicine has not changed. There is very little new on the market apart from GLPs, ⁓ we can prescribe to patients which have a really measurable difference to their health outcome right now. There are lots of things which are fabulous in mice. They don't necessarily translate. It's the system of application of all these great ideas ⁓ and businesses. are in many, verticals from finance to industry. So that's not the hard part. And then the branding I've also worked in before, and I think brand and experience across healthcare is something which had a complete lack of attention. So for example, at Reborn, when people arrive at the clinic, it feels like a hotel. They receive hotel standard care. So one of the worst experiences for most people is when they're sitting in a waiting room in a queue to see a doctor in a hospital. And then... You're there for hours after they've taken your blood and you don't know when they're coming back with the results, what you're waiting for and who's going to come and see you next if you happen to be in a hospital appointment. So we take great care to communicate every step to the patients and for the experience to feel really rather nice, a little bit like going to a spa as opposed to seeing a clinician in a hospital, which is quite scary for most people.

Oskar Moore: agree. ⁓ you were explaining waiting room there, I could already feel the twist in stomach, the feeling of anxiousness that goes on because you simply don't know what's ⁓ going on, when's my turn. mean, let's just say, ⁓ to use a cassock example, I broke my arm and even then I would be, don't know what's going on with me and that... communication is really important. think that's spot on. ⁓ with Reborn, who is this target group? We spoke a little bit about what you guys ⁓ trying to achieve, but who is your key customer?

Faye: So our key customer at the moment, believe it or not, is international. We have a majority of foreign clients traveling through London that want to have a battery of assessments and a base health line assessment and then a pathway which they can choose to execute in the UK when they're here or elsewhere. But then also do have ⁓ a sort a cross-section of younger people who are athletes who want to optimize. We have one, for example, professional footballer whose career is on pause right now because he got an autoimmune condition that we're helping him overcome so he can get back to sports. There are other clients, largely female, who want hormone optimization, but the way we do it's slightly different from everybody else. ⁓ So want an intensive program. They want to get back to themselves. They want hormones, but they want bioidentical. They want genetic testing around it to make sure their hepatic or liver function is great. You don't normally get that with a gynecologist. But also they want gynecology services and we have operating theaters in the building. So we can do all of that at the same time. So it's really a cross section, but I would say leaning into foreigners who are traveling through London. ⁓

Oskar Moore: and this would also be high income customers.

Faye: Yes, so this is, know, unfortunately at the moment, I said, these services are not available through the state largely, and some them are becoming insured. So you can use health insurance for some of them, ⁓ but ⁓ the it's cash pay. So at the moment, the whole industry is ⁓ really geared towards high net worth, which is unfortunate, but it's a fact of life.

Oskar Moore: Absolutely. So this is a little bit for the listeners who don't know. Harley Street where Reborn is located is a premium hub for private medical care hosting the highest concentration of specialized doctors, surgeons and health practitioners in the UK. if you agree with that statement, then why is Harley Street so important to you? Why not sit in South London, for example?

Faye: ⁓ Because Harley Street is actually very central. The reason it's such a great medical hub, there are historic reasons, but also it's in the West End. So it's on a straight route from Heathrow and it connects to everywhere else in London. So it's slap bang in the middle. So from a logistical perspective, it's very convenient. But because there's such a community there, there are a plethora of pharmacies, hospital pharmacies and scanning technology departments. So there are hospitals which have scanning. and God forbid we needed to admit anyone to hospital, they're all next door to us. So it's very convenient from that perspective.

Oskar Moore: makes a lot of sense. So my big, big passion lies in marketing and sales channels and which direction companies go. So how do you acquire your clients here?

Faye: Ooh, well, that's multi-pronged. So we have a marketing team and we have PR agencies. We build collaborations with other brands. So because we are probably the only luxury brand in medicine, I know there are lots of luxury medical spas out there, but we're the only luxury medicine brand. partner with other luxury brands and hospitality ⁓ entities, ⁓ which ⁓ clients us. We also have worked on our reputation amongst the medical community, so we have medical referrals. We also work with medical spas, so people come to us for diagnostics before they go and stay for their relaxing week wherever they're going. And then we also advertise directly through ⁓ social media channels ⁓ Google.

Oskar Moore: And those social media channels that you're talking about, it's intriguing because if you're saying that your customers are coming from all sorts of areas, is that difficult to segment or is the algorithms actually quite sharp at finding these customers for you?

Faye: ⁓ The algorithm is not bad at all, also people tend to be, these customers aren't the ones that accidentally, I don't think social media is actually good for this kind of thing insofar as we're not fishing in a wide ocean. The people that are coming to us for therapeutic plasma exchange are looking for specialists and they're looking to see if we've commented on any relevant research and they're specifically looking for certain mechanisms. Again, people that are looking for hormone pathways are looking because they're dissatisfied with their current provider. So they want bioidentical hormones and they want it done in a certain way. So they're already seeking those times and they're seeking providers who can offer those therapies. That's how we use social media.

Oskar Moore: interesting because that feeds more into search engine optimization and they're more at Google that makes a lot of sense as a focus but even with these with AI ⁓

Faye: Yeah, also AI. Yeah, that's changed everything for us. So the way that we would naturally speak to potential patients or clients, our descriptive language has had to change to accommodate AIs. And frankly, ⁓ I find it as fluid, fluent, and I don't it as literary as I would like to be able to express some of our procedures to the future patient pool. ⁓ But LLMs and AI force us to speak to the population in a certain way. I'm not thrilled about it, but that's the technology that we're dealing with right now.

Oskar Moore: Yeah, absolutely. I mean, you can't, there's not that transparency in the same way because the LLMs decide what's being spat out. So you can't actually target your communication as cleanly as you perhaps would do through a meta ad. But when it comes through AI, it's AI kind of deciding what's being spat out. And that's an interesting that we're moving into when we are trying to acquire, acquire customers. So.

Faye: Yeah.

Oskar Moore: We move a little bit onto the ownership of Reborn. I'm really curious because this is a very high-end on a premium location. There must be quite a lot of costs associated with building something like this. So how's the ownership and structure and have you raised investment or who's funding all of this?

Faye: It's entirely funded by a single family office and the ultimate shareholders are Greek ship owners. So they have the resources to invest heavily and to make sure that everything is done to the optimum quality. And it also gives us a longer runway because the longevity clinic, if that's what we're categorized as, I don't think that's exactly what we are because we're much more conventional in some of our medical pathways, but. If we are to be categorized alongside other new longevity clinics, I think that most of them aren't earning any money at all. It's very, very hard, as I said, because most of these procedures are either ⁓ not or not available in the state. So that means that the client pool is smaller ⁓ and very expensive to offer this service in a proper way. meaning that you have the appropriate amount of governance, medical expertise, facilities, and it's not residential, so people can't come and stay for a week like they would if they were off to clinical appraiser, for example. So yes, they've invested deeply and they are extremely committed to the business very long term and for all the expansion plans that we have.

Oskar Moore: So why did this, where did this idea come from, from the family? was the first initial?

Faye: They're obsessed with health. So it's one of those investments that is led by emotion. They are absolutely obsessed with health and they spend a large amount of time every summer traveling from health clinic to health clinic. Their idea ⁓ of brilliant summer is to be sitting for six weeks in a medical clinic ⁓ being So this is something that's important to them. It's important for their families and ⁓ investment from a place of emotion, I think. and in the system.

Oskar Moore: Interesting, great. Fantastic initiative, fantastic. It's good for the entire industry that there are these individuals who dare push the status quo and try and create excellence in a setting like that.

Faye: and doing it well and doing it in a qualitative way. So at minimum, it's a great blueprint for projects.

Oskar Moore: Exactly. So what's been that most difficult part of your job coming in as this consulting CEO? What's been the biggest challenge? ⁓

Faye: I think it is colliding, and I'll use that word. because it means something very practical to me, colliding so many medical disciplines. So traditionally, doctors work in silos. the whole idea of this system of medicine ⁓ that everybody works in a very coordinated way. It has to be like a ballet, because ultimately, ⁓ doctors aren't the most important players in the story. It's the patients. ⁓ so that experience necessarily means that they have to work in a slightly different order. ⁓ and the priority of communication of solution delivery has to be to optimize the patient's journey. Now, I know that hospitals are supposed to be functioning that way. ⁓ often it's not the case. And to have multidisciplinary teams working together like a ballet ⁓ the hardest part to put together and to do it well. ⁓ I think that's what we've done.

Oskar Moore: I can imagine that the gut health expert and the cardiologist, they... think that both their fields are the most important one and they have very deep understanding of exactly that. So what kind of conversations go on between them? Because all of a sudden ⁓ have to be sitting with someone who has been studying a very specific system of the body ⁓ they now need to understand another specific system of the body ⁓ communication with another doctor. ⁓ do these conversations go about internally?

Faye: Actually, you know what, it's been really interesting because all the doctors are extremely open to new information. We have a cardiologist who's very, very interested in longevity. He's recently written a book about it. We have an orthopedic surgeon who had no exposure to the notion of P4 medicine or longevity he started working with us. And he gets fascinated every day by the contributions, for example, of our functional nutritionists. At the end of every conversation, it comes back to one thing. Where's the evidence? How do we know? How do we action this properly so that it's managing the risk for the patient? And if we don't have enough evidence, is the patient properly informed? Do they have enough information themselves to be able to make a decision about whether they want to pursue this pathway or not? And I think what's really interesting about new diagnostics is that we don't always have the answers. So like I said about DNA sequencing, occasionally we may find a problem or a disease or a risk. which doesn't have a solution today. So we have to decide whether that's really important on the hierarchy of things we should be testing and telling the patient about or not, because we need a solution, for example. So that's where the whole discipline, multidisciplinary team comes into play and everybody looks at all matters from their own perspective. We try to find a holistic, I will use that word, holistic outcome. but it needs to be evidence-based or at least we need to understand what kind of evidence there is, even if it's just consensus from other clinicians having come to that conclusion themselves or chosen to use a particular therapy for a particular problem. ⁓ those are the most interesting conversations and I find that our clinicians are very open to it, ⁓ it needs to be done in the right way.

Oskar Moore: Interesting. ⁓ with ⁓ way, don't want to call it ⁓ necessarily a longevity clinic, but you're working with ⁓ most technology and have a broad array of opportunities for ⁓ clients. how do you ⁓ select decide what's key to have in-house and what you decide to opt out on? That process must be quite difficult. ⁓

Faye: we decided that we are in the business of delivering evidence-based medicine and evidence, by the way, has at least five strata. So when we say evidence, it doesn't need to be double-blind, peer-reviewed, SIBO. know, evidence comes from many quarters. It just has different strengths. but we definitely don't use mouse trials to treat anyone. and we also stay away from products which are more spa-like in nature. So biohacking. We're not biohackers. We don't have the space or the time to treat somebody ⁓ by giving them a massage every day for five days and bringing their cortisol levels down that way. We can't do it. It's not our business. And doesn't fit in with our medical protocols. we probably, most of all, choose equipment ⁓ and ⁓ which are very medically orientated.

Oskar Moore: Right. we're supposed to fast forward here five to 10 years and ⁓ leads a little bit into how you started this ⁓ which was around this consulting CEO role and where you're going to be when that time is over. But what does success look for Reborn? Is it one flagship? Is it multiple sites, a network model, like a big, ⁓ hospital concept? There's so many opportunities you can go with. How does it, what does success look like?

Faye: I think success which proves the system to me would be great collaboration with the national health system. So if we have the ability to partner with the national health system ⁓ roll out one of our diagnostic and then therapy pathways, which helps a larger volume of people tap into the same methodology and ideals that we are pursuing, that be one metric of success. The other one obviously is revenue and money and that comes from different sorts of adjacent businesses. I see opportunities all day long to expand our business into areas which include embracing new diagnostics that we find every day, embracing new medical tools that we see, ⁓ and expanding the service provision to include experience. So that might move into hospitality at some point. ⁓ And also we have started some really interesting ⁓ therapies which I believe are probably the most risk-adjusted therapies with very clinical positive outcomes. And one of those is therapeutic plasma exchange. We use an OptiSpectra device. So we actually exchange four and a half percent albumin in a patient's body. We don't currently use double filtration for everything like some other machines do. We find that a little bit tough on the body, takes longer, and there is biocompatibility when you're using double filters. But that system has been used in our national healthcare system for the best part of 50 years with extremely high safety rates. And we can treat so many chronic diseases with it. ⁓ can treat ⁓ many inflammatory diseases, autoimmune diseases. We can treat people who have very high Lp little a, which is a cardiovascular marker. We can, based on the new AMBAR study which came out last year, we are ⁓ to provide therapy for moderate Alzheimer's patients. It's very, very early days. ⁓ are running friends and family trials to see what our results look like. But that is one device that I think can be expanded and is a huge positive addition to the toolkit that we have.

Oskar Moore: Sounds a little bit like Reborn is a little bit like a spider. You're the body, but you have the arms and can move further out.

Faye: Every hospital is the same. It's quite hard. I think the hardest thing is to keep focus because there are so many amazing opportunities to do good or to benefit patients that you can start to pursue great ideas down a rabbit hole. And the hardest thing is to stay on a narrow rail and for the business to and get deeper roots.

Oskar Moore: Well, that leads me quite nicely into the next question, which is in order to do so, how do you scale without quality dropping? Because that's one of the biggest headaches in here, because you're working from one location right now. If when you expand, scale and grow, there will be lots of issues there to keep the quality high.

Faye: Very hard and ⁓ we can't scale like other sorts of ⁓ businesses because as said, we are a luxury brand. So experience is everything and people come to us because the experience is outstanding. That is hard to scale. It's very hard to teach people volume experience. So how does any luxury brand scale? Slowly.

Oskar Moore: Hmm. answer. I wait to ⁓ experience myself soon. Next time I'm in London, I'm definitely coming by to experience that. ⁓

Faye: We'd love to have you.

Oskar Moore: So as we're rounding off on this episode, I'd like to ask a few questions. And the number one is focusing on business. And from your perspective, if you were meeting someone who wants to build in this longevity space, which is often many of the listeners here, what's your number one recommendation for them?

Faye: Wow. I think that's how long is a piece of string. So it depends what their expertise is and they should pick a vertical and be expert in that vertical. ⁓ think in this industry, as I said, in the of our chat, was saying that longevity is an umbrella which covers so many things now. ⁓ It's a which is allocated to absolutely everything in healthcare to some degree. ⁓ So I think ⁓ you need be very careful not to be all things to all men. ⁓ Pick a vertical or pick a few depending on what your capital investment structure looks like and be the expert in it.

Oskar Moore: ⁓ the, let's say you've you've started to move into the health space ⁓ so what's that one habit you never miss, ⁓ with all these tools available to you?

Faye: my God, taking my omegas every morning. A good old anti-inflammatory supplement. I now realize how important that is. ⁓ if I can't follow any other diet advice that our nutritionists keep giving me, ⁓ you know, easy up on the popcorn and stop having margaritas, ⁓ make sure I have the ⁓ every day.

Oskar Moore: And where can listeners find yourself and Reborn in the digital space on social media?

Faye: Me, I'm very, you're so lucky because I don't do podcasts and I, I'm very light on social media. I'm on LinkedIn. So I communicate a lot about the industry and my perspectives about longevity, healthcare per se through LinkedIn. And that's about it.

Oskar Moore: And Reborn, you can find on Instagram by searching Reborn.

Faye: ⁓ yeah, multiple media channels. So Reborn is very, very present on ⁓ We also have a burgeoning LinkedIn as well. We're going to start doing podcasts. We've been talking about it for ages and we have the opportunity to speak to so many interesting professionals. ⁓ So actually spurred me on to make that happen sooner than later.

Oskar Moore: Well, I'm glad that I could give something back. Faye, thank you so much for joining me on the business of longevity. It's been a pleasure.

Faye: As always, a pleasure, Oscar. Thank you so much.