I have said for years that if your have a chronic condition not being resolved, find someone who has a track record of curing that condition. Here is the same principle phrased differently.
Dr Barry Marshall
(Tom: This is a prime example of having the courage of your convictions!)
Some truths are too dangerous to ignore.
In 1982, a young gastroenterologist in Perth stared at his microscope and saw something that shouldn’t exist. Barry Marshall had been examining stomach biopsies from ulcer patients for months. Every single one showed the same thing.
Curved, spiral bacteria. Living in the stomach.
His medical textbooks were clear. The human stomach is sterile. Acid strong enough to dissolve metal kills everything. Bacteria cannot survive there.
But Marshall could see them. His colleague Robin Warren had been documenting them for months. Nearly every ulcer patient had these bacteria. Patients without ulcers rarely did.
The pattern was undeniable.
Marshall and Warren formed a hypothesis that would change medicine forever. What if bacteria caused stomach ulcers? What if the answer had been there all along, invisible because everyone knew it was impossible?
The medical establishment’s response came swift and merciless.
In the early 1980s, ulcer science was settled. Stress caused ulcers. Spicy food caused ulcers. Excess stomach acid caused ulcers. Lifestyle choices caused ulcers.
Treatment was equally certain. Lifelong antacids. Acid-suppressing drugs. Bland diets. Stress management. When those failed, surgery. Cutting parts of the stomach. Severing nerves to reduce acid production.
Ulcers were chronic conditions. Patients managed them forever.
Pharmaceutical companies earned billions selling acid reducers. Surgeons performed thousands of ulcer operations annually. The system worked. The science was settled.
Then two unknown doctors in Australia claimed they could cure ulcers with antibiotics in two weeks.
The medical community dismissed them as cranks.
Marshall and Warren tried everything to prove their case. They submitted papers to journals. Rejected. They presented at medical conferences. Audiences were skeptical at best, contemptuous at worst.
They attempted animal studies. The bacteria only infected primates, and ethical guidelines made human trials impossible for an unproven theory.
Marshall was trapped. He had evidence he knew was correct. He had observational data. But without proving causation, the establishment would never listen.
For those who remember fighting against systems that refused to see the truth, you understand what came next.
In 1984, Barry Marshall did something either brilliantly desperate or completely insane. He decided to infect himself.
No formal ethical approval. No hospital committee permission. He told his wife. She was horrified. He proceeded anyway.
Marshall prepared a culture of the bacteria from a patient with severe gastritis. He grew it in a petri dish until he had concentrated bacterial soup.
Then, on an empty stomach, he drank it.
Billions of live bacteria that supposedly couldn’t survive in the human stomach. He later described the taste as swamp water.
For two days, nothing happened.
Marshall worried his experiment had failed. Maybe his stomach acid had killed the bacteria after all. Maybe the textbooks were right and he was wrong.
Day three, he started feeling sick.
Day five, he was violently ill. Nausea. Vomiting. His wife noticed his breath had become unbearably foul.
Ten days after drinking the bacteria, Marshall underwent endoscopy. The results were undeniable.
His previously healthy stomach was inflamed, red, swollen. He had developed acute gastritis. Biopsies showed massive colonization of the bacteria that couldn’t survive stomach acid.
He had proven the bacteria could infect a healthy human and cause disease.
Marshall treated himself with antibiotics and bismuth. Within weeks, his symptoms vanished. Follow-up endoscopy showed his stomach healed, bacteria gone.
He had infected himself, made himself sick, documented everything with biopsies and photographs, then cured himself. One of the most dramatic self-experiments in modern medical history.
And the medical establishment still didn’t believe him.
Critics argued gastritis wasn’t ulcers. His experiment was uncontrolled. Correlation wasn’t causation. The resistance continued.
But Marshall and Warren kept fighting. They published case studies. They documented successful antibiotic treatments. They showed that eradicating the bacteria prevented ulcer recurrence, something acid drugs couldn’t do.
Slowly, grudgingly, the evidence became impossible to ignore.
By the early 1990s, medical consensus began shifting. Studies from multiple countries confirmed their findings. In 1994, the National Institutes of Health issued a consensus statement.
The bacteria caused most stomach ulcers. Treatment should be antibiotics.
Within a decade, ulcer treatment transformed completely. Before, patients faced lifelong medication, dietary restrictions, sometimes surgery. After, two weeks of antibiotics produced permanent cures.
Ulcer surgery rates plummeted. Chronic ulcer disease nearly disappeared. Millions were cured of a condition they’d been told was incurable.
In 2005, twenty-one years after Barry Marshall drank that petri dish of bacteria, he and Robin Warren were awarded the Nobel Prize in Physiology or Medicine.
The Nobel Committee stated their discovery led to a revolutionary change in treatment and improved the quality of life for millions.
Two researchers working far from prestigious medical centers had overturned one hundred years of medical consensus. They were ridiculed. Rejected. Dismissed. They couldn’t get published in major journals. They couldn’t get funding.
The entire weight of established medicine said they were wrong.
And they were right.
When asked if he regrets the self-experiment, Marshall’s answer was immediate. Not for a second.
He had tried everything else. Proper channels. Submitted papers. Given presentations. All rejected. The self-experiment was a last resort, and the thing that finally broke through decades of dogma.
We like to think science follows evidence. That good ideas triumph through rational debate.
Reality is messier.
Scientific consensus can become entrenched. Established researchers protect territory. Journals prefer papers confirming existing theories. Pharmaceutical companies have financial interests in maintaining the status quo.
Revolutionary ideas, even correct ones, face enormous resistance.
Marshall and Warren’s discovery should have been accepted within months. The evidence was clear. The implications were enormous. Instead, it took over a decade of fighting, plus a dramatic self-experiment, plus mounting evidence from multiple countries before medicine admitted it had been wrong for a century.
Today, the bacteria is recognized as the cause of most stomach ulcers, many cases of gastritis, and some stomach cancers. Testing for and eradicating it is standard medical practice worldwide.
The bacteria that couldn’t exist in the stomach is now one of the most well-studied pathogens in medicine.
Barry Marshall, the gastroenterologist told he didn’t understand basic biology, has a Nobel Prize on his shelf. Because he refused to give up, millions of people were cured of a disease they’d been told was incurable.
Sometimes being right isn’t enough.
Sometimes you have to be willing to risk everything to prove it.
Bobby Fry at Bar Marco
In January 2015, Bobby Fry did something most restaurant owners thought was financial suicide.
He announced that Bar Marco, his upscale Pittsburgh eatery, would completely eliminate tipping.
Not reduce it. Not add a service charge. Eliminate it entirely.
Instead, every full-time employee would receive a $35,000 base salary, healthcare from day one, 500 shares in the company, paid vacation, and profit-sharing bonuses.
In return, they would work a maximum of 40 to 44 hours per week with two days and one night off. They would attend bi-monthly financial meetings. They would have full transparency into the restaurant’s earnings. And they would be treated like partners, not temporary help.
The restaurant industry called him crazy.
In an industry where servers often earn just $2.83 per hour before tips, where nearly 40 percent of workers live near the poverty line, where turnover averages over 60 percent annually, what Fry proposed seemed impossible.
But Fry had done his homework.
“You cannot tell me that your business model relies on paying people below the poverty line,” he said. “You gotta have more pride in your business than that.”
On April 1, 2015, the new model launched.
What happened next shocked everyone.
Within two months, weekly profits tripled. They went from approximately $3,000 to $9,000.
Revenues exceeded expectations by 26 percent.
Overhead costs dropped from 40 percent to 32 percent.
The water bill was cut in half. The linen bill was cut in half. Liquor inventory became lean and precise.
How?
Because employees who are invested in a business act like owners.
When the staff had access to the restaurant’s financial data, they started suggesting ways to reduce waste. They noticed which candle votives were safer. They tracked food spoilage. They managed linen more carefully. They treated every dollar like it mattered.
Because it did. Their bonuses depended on it.
By the end of that year, annual salaries at Bar Marco were expected to reach between $48,000 and $51,000, including bonuses. Three employees left to start restaurants of their own, taking the ownership mindset Fry had cultivated with them.
The model was so successful that Fry implemented it at Bar Marco’s sister restaurant, The Livermore, later that year.
Today, a decade later, Bar Marco is still operating in Pittsburgh’s Strip District, still serving its seasonal menu of small plates and natural wines. It was named one of Bon Appétit’s Top 50 Best New Restaurants and one of Thrillist’s Top 33 Cocktail Bars in America.
But the real story isn’t the awards.
It’s the proof that a different model is possible.
Fry built his philosophy on a simple observation: “Google is the best company in the world for how much money they make per employee, and that’s because they put all their time and energy into their employees. It pays off for them in fistfuls.”
He proved that the same principle works in restaurants.
When you treat workers like stakeholders instead of replaceable parts, they don’t just show up.
They show up invested.
Bar Marco didn’t just eliminate tipping.
It eliminated the idea that restaurant workers have to choose between passion and stability.
And it proved that doing right by your people isn’t just good ethics.
It’s good business.
Art Is Not Luxury
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