Entrepreneurship is about redefining possibilities, and Praveen Ramineni and Dr. Patrick Blake are doing just that in the field of aesthetic medicine. As the co-founders of Portrait, a company dedicated to empowering independent medical providers, they bring unique perspectives and deep expertise to their work.
Praveen, the CEO, blends a background in private equity, consulting, and entrepreneurship to create a platform that supports clinicians in building successful, independent practices. Inspired by his family’s healthcare roots, he aims to redefine the landscape for medical providers by making practice ownership accessible and rewarding.
Dr. Blake, the Chief Medical Officer and a board-certified dermatologist, leverages his clinical and academic experience to guide Portrait’s mission of innovation in aesthetic medicine. With a focus on empowering aspiring professionals and delivering patient-centered care, he plays a pivotal role in shaping the future of the industry.
In this Faces of Entrepreneurship interview, we dive into their entrepreneurial journeys, the origin story of Portrait, and their shared mission to transform healthcare by empowering providers to take control of their careers and deliver exceptional care.
What does “entrepreneurship” mean to you?
Praveen Ramineni: To me, entrepreneurship is like bringing something entirely new into the world. It’s the process of seeing an idea come to life. It feels like being in a race where you have the freedom to run as fast as you want, without any artificial constraints. You’re in charge of the evolution of that idea, and how quickly and effectively it adapts and grows.
Dr. Patrick Blake: For me, entrepreneurship is an opportunity to bring out the best in yourself. It’s about finding a real problem that matters and where you can make a meaningful impact. It’s not just about creating something; it’s about listening to your target audience, understanding their needs, and being unafraid to take the lead or be the first to do something new.
Entrepreneurship means embracing challenges and pushing industries forward. While big companies often resist change due to inertia, entrepreneurs come in to disrupt the status quo and create new opportunities. It’s about being on the cutting edge, and it’s an exciting and fulfilling process, even when it’s difficult.
Tell us about your first experience with entrepreneurship.
PB: My first experience with entrepreneurship was in the aesthetics space for EllaMD, where we focused on direct-to-consumer personalized medicine. I worked on compounded medications and began exploring technology solutions for end users. That initial venture influenced my work for what eventually became Portrait, where I applied what I learned in designing technology specifically designed to meet customer needs. You have to be willing to rethink your entire approach from the ground up to best solve a problem.
PR: My first meaningful experience in entrepreneurship was launching a beverage called Golden Coast Mead. I learned a lot, from pitching products to buyers at Whole Foods to negotiating supplier contracts and navigating regulatory approval processes for licenses. It was an eye-opening experience that taught me the intricacies of bringing a product to market. Later, with EllaMD, I realized the importance of achieving product-market fit and understanding when to push forward or pivot. Entrepreneurship is a balance of grit and adaptability—sometimes you need the perseverance to push through challenges, and other times you have to recognize when it’s best to move on.
What is your company’s origin story? What is the biggest reason you started your business? What did those early days look like and teach you?
PR: Portrait started from a passion for helping other entrepreneurs succeed. Seeing my own family—my dad, uncle, and aunt—all clinicians who launched their own practices, I recognized how rewarding it was for them. But today, launching a practice has become so difficult that even those in great positions shy away from it. The process is just overwhelming—figuring out credentials, finding the right space, and handling all the logistics.
It bothered me because, for my family, owning an independent practice was incredibly rewarding and fulfilling, especially with the care that they could deliver to their patients. It’s sad to see a whole generation not feeling like they have that option anymore. I wanted to build something that could change that and bring back that sense of ownership and possibility.
PB: For me, Portrait’s origin stemmed from conversations with non-physician providers who shared their struggles and frustrations with how they were treated in a typical medspa, often not appreciated for the value they created. We saw an opportunity to disrupt the field and support them in becoming entrepreneurs in a meaningful way, offering the right tools and resources to help them succeed.
PR: We started Portrait because I felt it was important to give the next generation the chance to experience the fulfillment of launching and owning a practice. We wanted to create a platform that makes the process accessible and supportive, enabling passionate entrepreneurs to pursue their dreams. Those early days were about understanding the complexity of the challenges facing clinicians today. It taught us the importance of providing comprehensive support, so entrepreneurs don’t feel like they have to navigate the entire process alone.
PB: In the beginning, we focused on listening to the needs of our target audience and understanding the systemic barriers in the industry. It showed us that building a business isn’t just about offering solutions; it’s about creating an environment where people feel empowered and supported.
What do you wish you knew when you started? Is there anything you would do differently?
PR: I wish we had understood earlier the kind of relationship our customers—other entrepreneurs—wanted with us. We initially focused on the relationship we wanted to have with them, but not necessarily what they needed or expected. A lot of the evolution of Portrait was learning this and adjusting accordingly. Once we built the infrastructure that aligned with their needs, things improved significantly, and it saved us a lot of headaches.
PB: If I could do something differently, it would be building the team and securing funding earlier. We were figuring things out and trying to develop a lot in-house, which is tough without a great team in place. While we needed time to build and prove ourselves, and market conditions played a role, having a bigger team sooner would have helped accelerate our growth and development.
What does “success” look like for you? We’d love to hear your biggest, boldest dream. What do you think will help you achieve it?
PR: Success for me is about keeping providers independent, and empowering them with the autonomy they need to not only succeed as entrepreneurs but also deliver better care to patients. I believe that when providers have the freedom to make their own decisions, everyone wins. It not only improves patient outcomes but also reduces clinician burnout and increases access to personalized care.
PB: My biggest dream is for Portrait to become the default solution for medical entrepreneurs and add value at every level. I want to create a platform that supports providers, their staff, and ultimately, their patients by driving efficiency and providing the tools they need to succeed. I believe that by focusing on empowering clinicians and ensuring they have creative direction for their business, we can create a positive ripple effect that benefits everyone involved. It’s a big goal, but it’s what I’m committed to achieving.”
What is your superpower as an entrepreneur? What is your proudest and darkest moment so far?
PB: Prav’s superpower is his intuition and ability to see connections others might miss. He has a talent for understanding the bigger picture and anticipating where things are headed. It’s not just business acumen; it’s his knack for bringing people, ideas, and opportunities together in a meaningful way. From the start, Prav was always thinking months or even years ahead, ensuring every step aligned with our long-term goals. His vision and strategic direction have been essential in driving us forward as a business.
PR: Patrick’s superpower is his invaluable blend of empathy and expertise. He has such a deep connection with our customers. He listens carefully, truly understands their needs, and ensures we’re always moving in the right direction. Beyond that, he has an unmatched understanding of the regulatory and medical landscape. His ability to navigate the complexities of the space with such depth of knowledge allows him to make highly nuanced decisions that few others could. I think of Patrick as the guardian for clinicians, ensuring that everything we build genuinely serves their needs. He brings such a fresh perspective, challenging outdated practices and seeking better solutions that others might not even consider.
What are your personal driving principles, your top values?
PB: Adaptability is huge. Being in a young and rapidly evolving field, we understand the importance of staying open-minded and flexible. It’s crucial not to get too attached to one idea but instead be willing to try new things and adjust as we go. Another key principle is doing things the right way, especially in a regulated industry like ours. We take the time to ensure that our solutions align with regulatory standards and respect the licensure of the professionals we serve. By being proactive and responsible, we’re building a trustworthy and sustainable platform for our users.
PR: For me, a core value is knowing which race you’re running and accelerating in that direction. It’s about clarity of purpose and making sure our efforts align with our mission. When we do this well, it keeps Portrait on the right track and ensures we’re working effectively toward our goals.
I also believe in the importance of minimizing unnecessary complexity. Humans are naturally inclined to keep adding things, and that can create a hidden ‘tax’ over time—extra processes and inefficiencies that accumulate.
How have your personal principles and values shaped your company’s values and principles?
PR: At Portrait, I really focus on finding ways to streamline and eliminate unnecessary elements, knowing that this approach gives us a long-term advantage and keeps us agile.
PB: Adaptability is at the core of Portrait, driving us to innovate and focus on what truly matters. We started with a company solely focused on topical skincare, but as we evolved, we pivoted to build a platform that empowers entrepreneurs to launch, grow, and manage their own small businesses. This shift allowed us to create a greater impact and better serve the broader needs of our users.
What’s it like to work alone or with your partners?
PR: Working with a team is all about having confidence—in yourself as a leader and in the people around you. We know we have a team of incredibly bright and committed individuals who are willing to roll up their sleeves and dive into challenges and figure it out. That confidence allows us to approach any problem with the mindset that we’ll find a solution because we trust our collective abilities and have seen our team pull through time and time again. It’s this collaborative spirit that fuels our growth and success.
Can you share some insights into the market or industry you operate in? How have you navigated challenges and changes in the market landscape?
PR: The aesthetics industry, like many others, has faced volatility, especially during COVID-19, with market fluctuations and shifting regulations. At times, it felt like everything was up in the air, and we had to pivot quickly—whether it was exploring new funding options, like PPP loans, or finding creative ways to keep our operations running when spaces were closed down.
What’s driven us through these challenges is a deep conviction in our mission and the belief that we’re the right team to make it happen. When you’re obsessed with your vision, you do whatever it takes, even if it means working with the bare minimum. It’s about being adaptable, having grit, and knowing that there’s always a solution if you’re committed enough to find it.
PB: You have to navigate constant changes, whether they’re regulatory shifts, market fluctuations, or unexpected crises like the pandemic. We’ve learned that having confidence in your team and the belief that every problem has a solution is essential. We approach every challenge analytically, breaking it down and exploring multiple pathways to solve it.
Where do you turn for inspiration?
PR: I draw a lot of inspiration from my friends. I’m fortunate to have a close group of people who are incredibly bright entrepreneurs, and no matter what direction they choose, they give it their all.
Building and sustaining a business often involves overcoming various challenges. Can you share a specific moment where your entrepreneurial resilience was tested, and how did you navigate through it to ensure the sustainability of your business? What lessons did you learn from that experience?
PR: There was a time when we were first starting out and money was tight. I had to call up a friend —I didn’t have much time to explain, but I asked for a wire by Monday. I was driven by this deep conviction that our business had to succeed because it should succeed. It was a reminder that sometimes when your back is against the wall, you have to lean on your network and believe in your vision to pull through. The lesson I learned is that resilience is about believing in your mission and knowing that if you have the right people around you, you’ll find a way.
PB: There’s an underlying assumption we operate with: every issue, no matter how big, is solvable. That mindset has helped us stay flexible and creative, whether it’s finding funding, adapting our services, or ensuring compliance. It’s about staying focused on the end goal and being confident that, as a team, we’ll find a way.
Do you have a favorite quote, mantra, or words of wisdom to get through the tough days?
PB: ‘It’s not enough to do your best; you have to know what to do, and then do your best.’ It reminds me that effort alone isn’t enough—you need to explore ideas, learn, and execute on your plan. Since we’re often navigating uncharted territory and doing things for the first time, it’s crucial to be open-minded and critical of our own assumptions. I always try to gather knowledge from our partners, customers, and team, synthesize it, and then take action, assuming there’s always room to learn and improve.
PR: ‘This too shall pass.’ I like it because it serves as a reminder in both good and bad times. When things are going well, it encourages me to enjoy the moment. And when things are tough, especially in the startup world, it reminds me that the situation is temporary and can change at any moment.
What kind of an entrepreneur do you want to be known as – as in, what do you want your legacy to be?
PB: I want to be known as an entrepreneur who empowers and uplifts others. My goal is to create opportunities for providers to build their own successful businesses and reclaim autonomy in their careers. I want my legacy to be one where people feel that I made a meaningful impact on their ability to pursue self-determination and professional fulfillment. Ultimately, I hope Portrait is seen as the platform that helped people take control of their futures and transform the landscape of aesthetic and medical care.
What is a problem that keeps you up at night?
PR: The growing influence of corporate medicine keeps me up at night. It’s alarming to see clinicians being pressured into decisions or having patient volumes manipulated to control their earnings. The push to treat healthcare as a corporate commodity, where efficiency is prioritized over care, is deeply concerning. My mission is to keep medical providers in the driver’s seat, giving them autonomy to deliver the best care possible without corporate interference.
How do you think about helping others through your work?
PR: Our work at Portrait is all about empowering providers to launch and grow their own businesses We believe that by giving them the tools and support they need, we’re not just helping entrepreneurs but also ensuring better care for patients. By removing barriers and providing resources, we’re creating opportunities for providers to have autonomy and freedom in their careers, which ultimately leads to better outcomes for their patients.
Have you faced any significant crises in your business, and how did you manage and overcome them?
PR: During the depths of the pandemic, we faced numerous challenges. We had to navigate these crises by being resourceful and committed, figuring out creative ways to keep moving forward. The key lesson was that when you’re obsessed with your mission, you find ways to make things work, no matter the odds.
What advice do you have for fellow (and aspiring) entrepreneurs building and leading teams?
PB: My advice would be to regularly reflect on what you’re doing and your prioritization. In a rapidly changing field, it’s crucial to stay flexible and be willing to pivot. Also, always prioritize building a strong, diverse team early on. You can’t do everything yourself, and having a dedicated group of people around you who share your mission is invaluable. Finally, make sure to do things the right way from the start, especially when operating in a regulated industry—setting that foundation is key.
What role does mentorship play in your world (as a mentor or mentee)? Tell us about what makes mentorship valuable to you and your business.
PR: Mentorship is invaluable to me. I draw a lot of inspiration and support from my friends and mentors who have gone through similar challenges in their entrepreneurial journey. One mentor, in particular, has shown me that the quality of an idea matters more than status or background, and that’s a principle I try to carry forward. Whether it’s learning from their successes or gaining insights from their setbacks, having mentors who challenge and guide me has been a crucial part of my journey.
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