Your calendar is not killing your meetings. It's killing your health.
Why I built FitDots — and why it's launching on Product Hunt this Tuesday.
May 1st, 2026
Your calendar is not killing your meetings. It's killing your health.
Why I built FitDots — and why it's launching on Product Hunt this Tuesday.
May 1st, 2026
Your calendar is not killing your meetings. It's killing your health.
Why I built FitDots — and why it's launching on Product Hunt this Tuesday.
Fernando Olivares
Dot Fer | ProductFitCoach
May 1st, 2026
Your calendar is not killing your meetings. It's killing your health.
Why I built FitDots — and why it's launching on Product Hunt this Tuesday.
May 1st, 2026
Your calendar is not killing your meetings. It's killing your health.
Why I built FitDots — and why it's launching on Product Hunt this Tuesday.
Fernando Olivares
Dot Fer | ProductFitCoach
May 1st, 2026
There's a pattern I've noticed in almost every founder, product manager, engineer or technical high performer I've talked to. It doesn't show up in OKRs, it doesn't get flagged in retros. But it's quietly compounding, week after week. It goes like this: you block your calendar at 6 PM for a workout. You are committed. Today is the day. Then a customer escalation lands at 5:45. A standup runs long. A VP needs a quick sync that is never quick. By the time you surface, it's 7:30 PM and the window is gone. So you do what every rational human does: you cancel.
There's a pattern I've noticed in almost every founder, product manager, engineer or technical high performer I've talked to. It doesn't show up in OKRs, it doesn't get flagged in retros. But it's quietly compounding, week after week. It goes like this: you block your calendar at 6 PM for a workout. You are committed. Today is the day. Then a customer escalation lands at 5:45. A standup runs long. A VP needs a quick sync that is never quick. By the time you surface, it's 7:30 PM and the window is gone. So you do what every rational human does: you cancel.
There's a pattern I've noticed in almost every founder, product manager, engineer or technical high performer I've talked to. It doesn't show up in OKRs, it doesn't get flagged in retros. But it's quietly compounding, week after week. It goes like this: you block your calendar at 6 PM for a workout. You are committed. Today is the day. Then a customer escalation lands at 5:45. A standup runs long. A VP needs a quick sync that is never quick. By the time you surface, it's 7:30 PM and the window is gone. So you do what every rational human does: you cancel.
There's a pattern I've noticed in almost every founder, product manager, engineer or technical high performer I've talked to. It doesn't show up in OKRs, it doesn't get flagged in retros. But it's quietly compounding, week after week. It goes like this: you block your calendar at 6 PM for a workout. You are committed. Today is the day. Then a customer escalation lands at 5:45. A standup runs long. A VP needs a quick sync that is never quick. By the time you surface, it's 7:30 PM and the window is gone. So you do what every rational human does: you cancel.
Photo by Yan Krukau on Unsplash.
Photo by Yan Krukau on Unsplash.
Photo by Yan Krukau on Unsplash.
Photo by Yan Krukau on Unsplash.
Photo by Yan Krukau on Unsplash.
"I'll make up for it tomorrow." The most expensive sentence in fitness.
The all-or-nothing trap
Working with tech profiles, PMs, engineers, founders, I've found that the number one enemy of physical health isn't laziness. It's binary thinking. We are trained, professionally, to think in sprints, in deliverables, in done/not-done. It's a superpower at work. At the gym, it's a liability. Because when the 45-minute window collapses to 15 minutes, the mental model says: this isn't enough, skip it. But 15 minutes of the right stimulus is not worthless. It's nearly everything. Research on high-intensity, time-constrained training consistently shows that volume isn't the primary driver of adaptation — intent and density are. The problem isn't the time you have. It's that no tool helps you use it intelligently when the plan breaks down.
The all-or-nothing trap
Working with tech profiles, PMs, engineers, founders, I've found that the number one enemy of physical health isn't laziness. It's binary thinking. We are trained, professionally, to think in sprints, in deliverables, in done/not-done. It's a superpower at work. At the gym, it's a liability. Because when the 45-minute window collapses to 15 minutes, the mental model says: this isn't enough, skip it. But 15 minutes of the right stimulus is not worthless. It's nearly everything. Research on high-intensity, time-constrained training consistently shows that volume isn't the primary driver of adaptation — intent and density are. The problem isn't the time you have. It's that no tool helps you use it intelligently when the plan breaks down.
The all-or-nothing trap
Working with tech profiles, PMs, engineers, founders, I've found that the number one enemy of physical health isn't laziness. It's binary thinking. We are trained, professionally, to think in sprints, in deliverables, in done/not-done. It's a superpower at work. At the gym, it's a liability. Because when the 45-minute window collapses to 15 minutes, the mental model says: this isn't enough, skip it. But 15 minutes of the right stimulus is not worthless. It's nearly everything. Research on high-intensity, time-constrained training consistently shows that volume isn't the primary driver of adaptation — intent and density are. The problem isn't the time you have. It's that no tool helps you use it intelligently when the plan breaks down.
The all-or-nothing trap
Working with tech profiles, PMs, engineers, founders, I've found that the number one enemy of physical health isn't laziness. It's binary thinking. We are trained, professionally, to think in sprints, in deliverables, in done/not-done. It's a superpower at work. At the gym, it's a liability. Because when the 45-minute window collapses to 15 minutes, the mental model says: this isn't enough, skip it. But 15 minutes of the right stimulus is not worthless. It's nearly everything. Research on high-intensity, time-constrained training consistently shows that volume isn't the primary driver of adaptation — intent and density are. The problem isn't the time you have. It's that no tool helps you use it intelligently when the plan breaks down.
The all-or-nothing trap
Working with tech profiles, PMs, engineers, founders, I've found that the number one enemy of physical health isn't laziness. It's binary thinking. We are trained, professionally, to think in sprints, in deliverables, in done/not-done. It's a superpower at work. At the gym, it's a liability. Because when the 45-minute window collapses to 15 minutes, the mental model says: this isn't enough, skip it. But 15 minutes of the right stimulus is not worthless. It's nearly everything. Research on high-intensity, time-constrained training consistently shows that volume isn't the primary driver of adaptation — intent and density are. The problem isn't the time you have. It's that no tool helps you use it intelligently when the plan breaks down.
But let's be honest for a second. Whenever something breaks in your product, you go fix it. Whenever a bug shows up, it goes on a list — and eventually gets resolved. You treat technical debt seriously because you know what happens when you don't. So here's a question worth sitting with:
But let's be honest for a second. Whenever something breaks in your product, you go fix it. Whenever a bug shows up, it goes on a list — and eventually gets resolved. You treat technical debt seriously because you know what happens when you don't. So here's a question worth sitting with:
But let's be honest for a second. Whenever something breaks in your product, you go fix it. Whenever a bug shows up, it goes on a list — and eventually gets resolved. You treat technical debt seriously because you know what happens when you don't. So here's a question worth sitting with:
But let's be honest for a second. Whenever something breaks in your product, you go fix it. Whenever a bug shows up, it goes on a list — and eventually gets resolved. You treat technical debt seriously because you know what happens when you don't. So here's a question worth sitting with:
But let's be honest for a second. Whenever something breaks in your product, you go fix it. Whenever a bug shows up, it goes on a list — and eventually gets resolved. You treat technical debt seriously because you know what happens when you don't. So here's a question worth sitting with:
That late night you pushed through, the workout you skipped, the "I'll eat whatever" mentality that's become your default — none of that is neutral. It's not just slowing you down. It's giving you physical debt. And like any debt, the interest rates are uncomfortable, and they compound.
That late night you pushed through, the workout you skipped, the "I'll eat whatever" mentality that's become your default — none of that is neutral. It's not just slowing you down. It's giving you physical debt. And like any debt, the interest rates are uncomfortable, and they compound.
That late night you pushed through, the workout you skipped, the "I'll eat whatever" mentality that's become your default — none of that is neutral. It's not just slowing you down. It's giving you physical debt. And like any debt, the interest rates are uncomfortable, and they compound.
That late night you pushed through, the workout you skipped, the "I'll eat whatever" mentality that's become your default — none of that is neutral. It's not just slowing you down. It's giving you physical debt. And like any debt, the interest rates are uncomfortable, and they compound.
That late night you pushed through, the workout you skipped, the "I'll eat whatever" mentality that's become your default — none of that is neutral. It's not just slowing you down. It's giving you physical debt. And like any debt, the interest rates are uncomfortable, and they compound.
Where X would be time and Y your performance, so performance over time. But that's not how it tends to play out in practice. There are two other variables that almost nobody talks about:
Where X would be time and Y your performance, so performance over time. But that's not how it tends to play out in practice. There are two other variables that almost nobody talks about:
Where X would be time and Y your performance, so performance over time. But that's not how it tends to play out in practice. There are two other variables that almost nobody talks about:
Where X would be time and Y your performance, so performance over time. But that's not how it tends to play out in practice. There are two other variables that almost nobody talks about:
Where X would be time and Y your performance, so performance over time. But that's not how it tends to play out in practice. There are two other variables that almost nobody talks about:
Delivery Capacity & Physical Debt.
And they're deeply correlated.
And they're deeply correlated.
And they're deeply correlated.
And they're deeply correlated.
And they're deeply correlated.
Scientific study
A study published in the Journal of Occupational and Environmental Medicine analyzed over 2,200 employees from a large national employer, measuring the relationship between health risk factors and work productivity. The finding was straightforward: the higher the health risk factors, the greater the productivity loss. In plain terms — your physical debt is making you less productive. Ref: Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97.
Scientific study
A study published in the Journal of Occupational and Environmental Medicine analyzed over 2,200 employees from a large national employer, measuring the relationship between health risk factors and work productivity. The finding was straightforward: the higher the health risk factors, the greater the productivity loss. In plain terms — your physical debt is making you less productive. Ref: Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97.
Scientific study
A study published in the Journal of Occupational and Environmental Medicine analyzed over 2,200 employees from a large national employer, measuring the relationship between health risk factors and work productivity. The finding was straightforward: the higher the health risk factors, the greater the productivity loss. In plain terms — your physical debt is making you less productive. Ref: Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97.
Scientific study
A study published in the Journal of Occupational and Environmental Medicine analyzed over 2,200 employees from a large national employer, measuring the relationship between health risk factors and work productivity. The finding was straightforward: the higher the health risk factors, the greater the productivity loss. In plain terms — your physical debt is making you less productive. Ref: Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97.
Scientific study
A study published in the Journal of Occupational and Environmental Medicine analyzed over 2,200 employees from a large national employer, measuring the relationship between health risk factors and work productivity. The finding was straightforward: the higher the health risk factors, the greater the productivity loss. In plain terms — your physical debt is making you less productive. Ref: Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97.
When physical debt accumulates, delivery capacity shrinks. What started as a high-performing individual quietly becomes someone who's burned out, hard to replace, and increasingly a bottleneck for the whole team. And the company ends up paying the compound interest on debt it never agreed to take on.
When physical debt accumulates, delivery capacity shrinks. What started as a high-performing individual quietly becomes someone who's burned out, hard to replace, and increasingly a bottleneck for the whole team. And the company ends up paying the compound interest on debt it never agreed to take on.
When physical debt accumulates, delivery capacity shrinks. What started as a high-performing individual quietly becomes someone who's burned out, hard to replace, and increasingly a bottleneck for the whole team. And the company ends up paying the compound interest on debt it never agreed to take on.
When physical debt accumulates, delivery capacity shrinks. What started as a high-performing individual quietly becomes someone who's burned out, hard to replace, and increasingly a bottleneck for the whole team. And the company ends up paying the compound interest on debt it never agreed to take on.
When physical debt accumulates, delivery capacity shrinks. What started as a high-performing individual quietly becomes someone who's burned out, hard to replace, and increasingly a bottleneck for the whole team. And the company ends up paying the compound interest on debt it never agreed to take on.
A Hot Fix: Three Pillars
The answer isn't going all-in on a dramatic wellness overhaul. It's about building a few sustainable systems around three core areas.
A Hot Fix: Three Pillars
The answer isn't going all-in on a dramatic wellness overhaul. It's about building a few sustainable systems around three core areas.
A Hot Fix: Three Pillars
The answer isn't going all-in on a dramatic wellness overhaul. It's about building a few sustainable systems around three core areas.
A Hot Fix: Three Pillars
The answer isn't going all-in on a dramatic wellness overhaul. It's about building a few sustainable systems around three core areas.
A Hot Fix: Three Pillars
The answer isn't going all-in on a dramatic wellness overhaul. It's about building a few sustainable systems around three core areas.
1. Sleep prioritization
Sleep is the single most powerful performance tool available to you — physical and cognitive. And the interesting thing about committing to better sleep is that it forces you to audit everything else: when you eat, how you wind down, what you do in the evenings. Getting sleep right creates a domino effect that starts pulling other habits into place. One good night of sleep will do more for your output than any extra hours you could squeeze into the day.
1. Sleep prioritization
Sleep is the single most powerful performance tool available to you — physical and cognitive. And the interesting thing about committing to better sleep is that it forces you to audit everything else: when you eat, how you wind down, what you do in the evenings. Getting sleep right creates a domino effect that starts pulling other habits into place. One good night of sleep will do more for your output than any extra hours you could squeeze into the day.
1. Sleep prioritization
Sleep is the single most powerful performance tool available to you — physical and cognitive. And the interesting thing about committing to better sleep is that it forces you to audit everything else: when you eat, how you wind down, what you do in the evenings. Getting sleep right creates a domino effect that starts pulling other habits into place. One good night of sleep will do more for your output than any extra hours you could squeeze into the day.
1. Sleep prioritization
Sleep is the single most powerful performance tool available to you — physical and cognitive. And the interesting thing about committing to better sleep is that it forces you to audit everything else: when you eat, how you wind down, what you do in the evenings. Getting sleep right creates a domino effect that starts pulling other habits into place. One good night of sleep will do more for your output than any extra hours you could squeeze into the day.
1. Sleep prioritization
Sleep is the single most powerful performance tool available to you — physical and cognitive. And the interesting thing about committing to better sleep is that it forces you to audit everything else: when you eat, how you wind down, what you do in the evenings. Getting sleep right creates a domino effect that starts pulling other habits into place. One good night of sleep will do more for your output than any extra hours you could squeeze into the day.
2. Schedule clearance
Be protective of your time. Try treating your calendar as a productivity compass — if it's not on the calendar, maybe it shouldn't be happening. This isn't about rigidity, it's about intention. Give it a few consistent weeks and you'll likely surprise yourself with what you actually accomplish.
2. Schedule clearance
Be protective of your time. Try treating your calendar as a productivity compass — if it's not on the calendar, maybe it shouldn't be happening. This isn't about rigidity, it's about intention. Give it a few consistent weeks and you'll likely surprise yourself with what you actually accomplish.
2. Schedule clearance
Be protective of your time. Try treating your calendar as a productivity compass — if it's not on the calendar, maybe it shouldn't be happening. This isn't about rigidity, it's about intention. Give it a few consistent weeks and you'll likely surprise yourself with what you actually accomplish.
2. Schedule clearance
Be protective of your time. Try treating your calendar as a productivity compass — if it's not on the calendar, maybe it shouldn't be happening. This isn't about rigidity, it's about intention. Give it a few consistent weeks and you'll likely surprise yourself with what you actually accomplish.
2. Schedule clearance
Be protective of your time. Try treating your calendar as a productivity compass — if it's not on the calendar, maybe it shouldn't be happening. This isn't about rigidity, it's about intention. Give it a few consistent weeks and you'll likely surprise yourself with what you actually accomplish.
Secure your workout scheduling with FitDots
FitDots generates Time-Flexible, no equipment workouts that adapt to your schedule.
Secure your workout scheduling with FitDots
FitDots generates Time-Flexible, no equipment workouts that adapt to your schedule.
Secure your workout scheduling with FitDots
FitDots generates Time-Flexible, no equipment workouts that adapt to your schedule.
Secure your workout scheduling with FitDots
FitDots generates Time-Flexible, no equipment workouts that adapt to your schedule.
Secure your workout scheduling with FitDots
FitDots generates Time-Flexible, no equipment workouts that adapt to your schedule.
3. Physical activity
The science here is clear and consistent: exercise is a cognitive performance booster. As a baseline, aim for 7,000 steps a day and at least three sessions of strength training per week. It doesn't need to be complicated. It just needs to happen.
3. Physical activity
The science here is clear and consistent: exercise is a cognitive performance booster. As a baseline, aim for 7,000 steps a day and at least three sessions of strength training per week. It doesn't need to be complicated. It just needs to happen.
3. Physical activity
The science here is clear and consistent: exercise is a cognitive performance booster. As a baseline, aim for 7,000 steps a day and at least three sessions of strength training per week. It doesn't need to be complicated. It just needs to happen.
3. Physical activity
The science here is clear and consistent: exercise is a cognitive performance booster. As a baseline, aim for 7,000 steps a day and at least three sessions of strength training per week. It doesn't need to be complicated. It just needs to happen.
3. Physical activity
The science here is clear and consistent: exercise is a cognitive performance booster. As a baseline, aim for 7,000 steps a day and at least three sessions of strength training per week. It doesn't need to be complicated. It just needs to happen.
Scientific study
Research published in Trends in Neurosciences (PMC2680508/van Praag) highlights that exercise is a primary driver of brain plasticity. It demonstrates that physical activity enhances the molecular machinery responsible for learning and memory. In other words, your brain works better with training. Ref: Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
Scientific study
Research published in Trends in Neurosciences (PMC2680508/van Praag) highlights that exercise is a primary driver of brain plasticity. It demonstrates that physical activity enhances the molecular machinery responsible for learning and memory. In other words, your brain works better with training. Ref: Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
Scientific study
Research published in Trends in Neurosciences (PMC2680508/van Praag) highlights that exercise is a primary driver of brain plasticity. It demonstrates that physical activity enhances the molecular machinery responsible for learning and memory. In other words, your brain works better with training. Ref: Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
Scientific study
Research published in Trends in Neurosciences (PMC2680508/van Praag) highlights that exercise is a primary driver of brain plasticity. It demonstrates that physical activity enhances the molecular machinery responsible for learning and memory. In other words, your brain works better with training. Ref: Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
Scientific study
Research published in Trends in Neurosciences (PMC2680508/van Praag) highlights that exercise is a primary driver of brain plasticity. It demonstrates that physical activity enhances the molecular machinery responsible for learning and memory. In other words, your brain works better with training. Ref: Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
The Real ROI
At the end of the day, what we're all working toward is better output — from ourselves, and from the teams and companies we're building. Every time you're tempted to skip the workout, stay up too late, or grind through another unnecessary all-nighter, ask yourself:
The Real ROI
At the end of the day, what we're all working toward is better output — from ourselves, and from the teams and companies we're building. Every time you're tempted to skip the workout, stay up too late, or grind through another unnecessary all-nighter, ask yourself:
The Real ROI
At the end of the day, what we're all working toward is better output — from ourselves, and from the teams and companies we're building. Every time you're tempted to skip the workout, stay up too late, or grind through another unnecessary all-nighter, ask yourself:
The Real ROI
At the end of the day, what we're all working toward is better output — from ourselves, and from the teams and companies we're building. Every time you're tempted to skip the workout, stay up too late, or grind through another unnecessary all-nighter, ask yourself:
The Real ROI
At the end of the day, what we're all working toward is better output — from ourselves, and from the teams and companies we're building. Every time you're tempted to skip the workout, stay up too late, or grind through another unnecessary all-nighter, ask yourself:
What's the physical debt I'm taking on right now? Is it worth it?
Sometimes the answer is yes — and that's fine, go for it. But make it a conscious choice, not a default. Start with the three pillars. Build the systems. Stop paying compound interest on a debt you don't have to accumulate.
Sometimes the answer is yes — and that's fine, go for it. But make it a conscious choice, not a default. Start with the three pillars. Build the systems. Stop paying compound interest on a debt you don't have to accumulate.
Sometimes the answer is yes — and that's fine, go for it. But make it a conscious choice, not a default. Start with the three pillars. Build the systems. Stop paying compound interest on a debt you don't have to accumulate.
Sometimes the answer is yes — and that's fine, go for it. But make it a conscious choice, not a default. Start with the three pillars. Build the systems. Stop paying compound interest on a debt you don't have to accumulate.
Sometimes the answer is yes — and that's fine, go for it. But make it a conscious choice, not a default. Start with the three pillars. Build the systems. Stop paying compound interest on a debt you don't have to accumulate.
The bottom line
Your body runs your business. Neglect it long enough and you don't just feel worse, you deliver less, think slower, and quietly become the ceiling your company can't grow past. Physical debt is real, it compounds, and many high performers don't notice it until the damage is already done. The fix isn't a life overhaul. It's three things, done consistently: protect your sleep, guard your calendar, and move your body. That's it. Build those systems, and you stop being the bottleneck. You become the engine.
The bottom line
Your body runs your business. Neglect it long enough and you don't just feel worse, you deliver less, think slower, and quietly become the ceiling your company can't grow past. Physical debt is real, it compounds, and many high performers don't notice it until the damage is already done. The fix isn't a life overhaul. It's three things, done consistently: protect your sleep, guard your calendar, and move your body. That's it. Build those systems, and you stop being the bottleneck. You become the engine.
The bottom line
Your body runs your business. Neglect it long enough and you don't just feel worse, you deliver less, think slower, and quietly become the ceiling your company can't grow past. Physical debt is real, it compounds, and many high performers don't notice it until the damage is already done. The fix isn't a life overhaul. It's three things, done consistently: protect your sleep, guard your calendar, and move your body. That's it. Build those systems, and you stop being the bottleneck. You become the engine.
The bottom line
Your body runs your business. Neglect it long enough and you don't just feel worse, you deliver less, think slower, and quietly become the ceiling your company can't grow past. Physical debt is real, it compounds, and many high performers don't notice it until the damage is already done. The fix isn't a life overhaul. It's three things, done consistently: protect your sleep, guard your calendar, and move your body. That's it. Build those systems, and you stop being the bottleneck. You become the engine.
The bottom line
Your body runs your business. Neglect it long enough and you don't just feel worse, you deliver less, think slower, and quietly become the ceiling your company can't grow past. Physical debt is real, it compounds, and many high performers don't notice it until the damage is already done. The fix isn't a life overhaul. It's three things, done consistently: protect your sleep, guard your calendar, and move your body. That's it. Build those systems, and you stop being the bottleneck. You become the engine.
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References
1. Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97. 2. Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
References
1. Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97. 2. Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
References
1. Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97. 2. Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
References
1. Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97. 2. Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.
References
1. Boles M, et al. The relationship between health risks and work productivity. Journal of Occupational and Environmental Medicine. 2004;46(7):737-745. doi:10.1097/01.jom.0000131830.45744.97. 2. Van Praag H. Exercise and the brain: something to chew on. Trends in Neurosciences. 2009;32(5):283-290. doi:10.1016/j.tins.2008.12.007.