E734 | 3 Scale Mistakes To Avoid

In this episode of The PT Entrepreneur Podcast, Doc Danny delves deep into the journey of transforming a lifestyle business into a true enterprise. Many find themselves stuck in the cycle of self-employment, trading time for money with little hope for growth. This episode explores the key distinctions between lifestyle businesses and scalable enterprises, shedding light on why so many aspiring entrepreneurs struggle to break free from the daily grind.

Doc Danny begins by discussing common pitfalls that can sabotage the path to success, starting with the first mistake: arrogance. He explains how confidence can morph into arrogance, ultimately driving away valuable team members. Through personal anecdotes, Doc Danny reflects on the importance of humility and the role of a leader as a servant to their team. Listeners will learn how embracing a supportive leadership style can enhance workplace culture and reduce turnover.

Next, the podcast dives into compensation structures and the potential traps they may hold. For those using a straight commission model that could jeopardize their employees, Doc Danny provides actionable insights on crafting a sustainable compensation strategy. This ensures that business owners can reward their team while maintaining profitability. With practical advice on pricing services, listeners will leave armed with the knowledge to create a win-win scenario for both employees and the business.

Doc Danny also highlights the critical importance of nurturing relationships with staff. Too often, business owners get caught up in the immediate demands of their growing companies and neglect to invest time in their team. He shares strategies for maintaining strong connections and providing ongoing support to new hires, ensuring they feel valued and engaged from day one.

This insightful episode is packed with valuable lessons and real-world examples designed to help build momentum and scale a business effectively. Whether an aspiring entrepreneur or a seasoned business owner, listeners won’t want to miss these essential tips for navigating the shifting landscape of business growth. Tune in, take notes, and transform your approach to building a legacy in your industry!

Podcast Transcript

Danny: Hey, real quick, if you were serious about starting or growing your cash based practice, I want to formally invite you to go to Facebook and join our PT entrepreneurs Facebook group. This is a group of over 6, 000 providers all over the country, and it's a pretty amazing place to start to get involved in the conversation.

Hope to see you there soon. Hey, are you a physical therapist looking to leverage your skillset in a way that helps you create time and financial freedom for yourself and your family? If so, you're in the right spot. My name is Danny Matei. And over the last 15 years, I've done pretty much everything you can in the profession.

I've been a staff PT. I've been an active duty military officer, physical therapist. I've started my own cash practice. I've sold that cash practice. And today my company physical therapy business helped over a thousand clinicians start growing scale their own cash practices So if this sounds like something you want to do listen up because i'm here to help you.

Hey, what's going on? Dr. Danny here with the pt entrepreneur podcast and today we're talking about scale in particular We're talking about three mistakes that I see over and over again that you should avoid if you want to grow your practice past yourself or to scale your practice past yourself. So before we dive into these three Areas that are mistakes that you should avoid.

Let's talk real quickly about the difference between the types of businesses that most people have within the cash based world. So the first one really is what we consider more of a lifestyle business. And the lifestyle business is basically you're trying to basically replace your income working for yourself in comparison to working for somebody else.

So you basically decided, okay, I'm going to become self employed but I don't really want to build a business and there's nothing wrong with that. In fact, for some people, that's exactly what they should do. It's really based on. What your goals are and what you want from the work that you do what kind of life you want to create, what kind of challenges you want to take on all kinds of things.

But that would be considered a lifestyle business or a self employed business, right? So it's just you, maybe it's you and some. Administrative help part time or something like that contractor. But really you're the only one fulfilling, doing everything. The second variation is what we consider a true business.

So this is a business that has what we call enterprise value. Enterprise value basically means that someone else would come in and want to pay you for the business that you have. So this means that. There's systems there's profitability that doesn't just mean you're the one doing everything.

So you're not the only one fulfilling everything. You're not the only one driving business or able to sell anything. The business doesn't fall apart when you're not there. It actually runs without you. It is a true business that has the ability to not just run, but hopefully Run and grow without you directly being involved.

And if you can do that is a very valuable entity that has what's called enterprise value. That's something that can be sold and, or potentially you can bring in an operating partner and you can do what we consider autopiloting those practices and allow you to have, time freedom to do what you want.

Maybe it's another business, maybe it's get involved in other areas of the business that you want. To do besides running it. There's a lot of things you can do if you grow to that point. And for a lot of folks that we end up working with, the goal is to scale past a lifestyle business and to grow into a true business.

So I'm going to talk about the mistakes I see. That are very common that are going to really derail your ability to scale especially when you look at, the first few hires that you make within your practice. And this is for people that are intentionally trying to grow a true business and want to grow past themselves because it's not really going to apply to you so much if it's just you.

And it's just you in a lifestyle business. The thing with the lifestyle business though, is you can always decide if you want to flip the switch and grow and try to grow past just yourself, you can always do that. And oftentimes that can take people some time to decide if they want to do it.

But they can build a really solid reputation along the way. And eventually if you decide to do that. Then you can, and these mistakes will still apply to you as well. So the very first one that I would say is a really important mistake to avoid, but also one of the harder things to really understand that you are making this mistake is frankly, just arrogance.

So, arrogance, someone once told me that confidence without humility is arrogance and as entrepreneurs. Especially ones that are a bit more forward facing. Maybe you like sales marketing, you like being more in the front of the business the brand as you're getting started you tend to have a lot of confidence.

You need it. Cause you get turned down a lot and it's hard to keep getting turned down unless you have this mindset. This significant internal confidence is going to allow you to wake up the next day and go get turned down by more people, confidence. It can be a really important skill for an entrepreneur and any business, but confidence without humility, meaning you, you've got to know what you don't know, you have to know where your deficiencies are and things that you need to improve or areas that you need help with.

That equals arrogance and arrogance is something that will run off good people that might initially want to work with you. And they might gravitate towards the vision that you have because of the confidence you have to get where you're trying to go that you can share with them and you can.

You can paint this picture of what you want your business to look like that can be an incredible superpower if you can do this, and you can motivate people to want to be a part of what you're doing. The problem is a arrogant person will be very challenging to work with. And if this is you, first of all it's somewhat hard to accept.

And listen, I can tell you this from experience. Okay. Cause I by multiple people in different jobs that I had, both as coming out of PT school and in the military, the, the term arrogant was thrown around with with me in not not flattering ways. So I once had a clinical instructor tell me that straight up.

He's you. Are a great clinician, but you're arrogant and that is something you're going to have to work on And I remember that conversation very well because I was actually I was very angry about it. I was very mad and He even gave me a book and basically told me to read it to help improve These deficiencies that I had which I held up on reading the book for a couple months because I was stubborn but the book was quite helpful and i'm very thankful for You People being truthful enough with me to point some of these things out because the overconfidence in things can actually cause a lot of problems for you, not just with staff, but also with decision making where you feel like, it's best and you don't want to listen to anybody else.

So the ability to accept the fact that maybe you do bias a bit towards arrogance and overconfidence. First of all, that is just self awareness and that for many of us is a difficult thing to understand and accept more than anything else. It's okay, this could be a huge advantage for me, but right now it is a deficiency.

It is something that's going to stop people from wanting to work with me because of the way I'm interacting with them, the way that I, You could be dismissive. You could think that you're the only one that knows best. And, this is something that you really have to understand. That this can affect a lot of other variables as well of your life, but in business, it is a, it is hard.

It'll hit the brakes with people really fast in particular. And I see this, and I can't say I ever fell into this. I never, ever felt that I was hiring people to work for me. Like I never ever thought like this person works for me. This is my employee, like this idea of of this sort of like possessive sense of staff.

I never had any issues with that. But I see it. I see it with people that we work with even, within our different programs that we have with PT Biz. And it's one of those things that I am quick to point out to people in a very direct way. And some people take it better than others, right?

Some people respond the way I did, where they get frustrated and they think that I don't know what I'm talking about. And other people Are quick to realize, wow, I do need to improve. This is something that I need to really check before it becomes a problem. And, in particular, if you feel like the sense of entitlement that these people that you're hiring work for you and they're there to do the work that like you're hiring them to do that, logically, yes, maybe that makes sense.

Like they're there to Complete a job that you're hiring them to do. But if anything, like you, you work for your staff, period. Like you are there to make their life as streamlined as possible at work. You're there to help them create a. A financially secure place for them and their family. You're there to help them become better people.

You're there to help them become better clinicians and mentor them. Like your job is not to just tell them what to do and for them to do it. That is a, just an incredibly bad environment. No one's going to want to work in that. And if any of you have, I have, it's not an environment that You're super motivated to work with that person.

Like you might, because you don't want to lose your job or you don't want to be, ridiculed in front of your peers, but there's very little internal motivation for why you would want to, you know, really put a lot of effort into that job. So if you find yourself even slightly biasing towards this idea of just like getting irritated with your staff and just wanting them to do what you tell them to do and.

Do a better job of it, but yet you don't realize that you're not really leading with any sort of value for them in terms of them finding, feeling like they're going to be in a place that really cares about them. You're going to run good people off and you're going to have a really hard time attracting great candidates.

Great. Staff that could really help you grow towards the vision that you have. And that's your primary job. Your primary job is to be a developer of people, facilitating, moving these folks towards a vision that you have, that they are bought in on, and they want to be a part of and continuing to reiterate why you're doing what you're doing with them as they continue to grow within your company.

If you can do that, they see a future. In the organization, and if they don't, then they leave and you'll have turnover. And one of the easiest ways to see if you are a leader that is more we consider more of a servant first leader, meaning you're there to help and serve all the people that are in your company, or you are more of an arrogant leader is how much turnover do you have?

That's it's a, it's the litmus test. And I'm sorry if this is, if you're listening to this and you're like, damn, I have a lot of people that have left. That's uncomfortable. And that's a challenge, but better to know that like the common denominator is you. And you probably need to spend some time really looking at the way that you communicate with people, the way that you give feedback in particular, and the way that you.

Talk to your staff about the mission that you have with your company, because if, when I see a lot of turnover, the very first thing that I think is this person is that they're doing something wrong on the communication side with how they're talking to people, maybe it's their tone, maybe it's their body language, maybe it's like the way in which they're giving feedback.

And in particular, that can be a really hard thing to do to give people, direct feedback that they need to improve without them feeling like they suck or that you think they're awful at what they do or that maybe their job is is not secure. So arrogance, though, is the number one thing that I would say.

If you default towards that, you've got to work on it. Probably have a lot of confidence, which can be a superpower. But remember confidence without humility is arrogance. All right. Number two is building a comp structure that is unsustainable. So there's two mistakes that I see with people making comp structure mistakes.

Excuse me. What I mean by comp structure mistakes is how you're paying your people basically. And the two mistakes that I see, one is what we call like a straight commission compensation model. And this would be as an example, you're just paying, you're just paying people a flat 50%, let's say amount of revenue generated, and you might be able to get away with this if you just have all contractors.

But that also might put you in a weird position where, legally, maybe these people are employees, not contractors. And, Hey, sorry to interrupt the podcast, but I have a huge favor to ask of you. If you are a long time listener or a new listener, and you're finding value in this podcast, please head over to iTunes or Spotify or wherever you listen to the podcast.

And please leave a rating and review. This is actually very helpful for us to get this podcast And really help them develop time and financial freedom. So if you do that, I would greatly appreciate it. Now back to the podcast. Employment law is a real thing that can have, there can be differences in each state in particular in terms of. The strictness, of enforcement of that, but also this is a, it's also a federal regulation when they look at what constitutes somebody as a employee versus a contractor. So I'm not going to necessarily go down that rabbit hole because it's quite complex, but more often than not, the people that are working with you, if they're like heavily involved in the company.

Then they're probably employees unless they're working like many different places. Like we see this in the fitness world where you have like coaches that are maybe working at three different gyms or something. They're coaching different classes. Or if you have a clinician that's seeing patients at different facilities but if they're just working at your clinic and they're wearing your branded shirt and they're coming to your meetings and they're doing marketing events for you and you're paying them like a contractor.

You're that's a risky thing to do is all I'll say, because the fines on that are very high if you were to get audited. So the comp model I'm talking about a straight percentage that can work in a. Contractor relationship. But again, make sure you get your legal ducks in a row because you got to make sure that they're a contractor, not an employee, and there are definite differences and you don't want to breach that.

So that's the only place that I see that this works. And the reason I say that is if you have an employee and you're doing a straight split the issue with that is that 50%. The split for say let's just use that as an example. If you have an employee. That you're paying that to, and you then have taxes that you pay for them as well.

So you're paying half of their payroll taxes as a employer, meaning it's roughly seven and a half percent that you're going to pay for every dollar that you pay that person. So now that 50 percent has gone up to closer to 57, 58%. Now, what about healthcare? What about time off? What about Con Ed? What about any other benefits that you might want to apply to your business?

And there's many other ones that you could all of a sudden that what would sound like a 50 50 split is really it turns out to be you're keeping like 30 of that and they're keeping 50 and the other percentage is going towards Having them be an employee, right? Like the stuff that you have to pay for not to mention your overhead and your administrative staff the facility, your tech stack, everything.

So the problem with this is it might be okay while your overhead is super low. If it's just you and one other person and you have almost no overhead, then you're, It's probably all right, but as you start to scale and we've seen clinics that have started with this compensation model that have scaled up to multiple providers and all of a sudden they have a bigger office, they have more marketing costs, they have more administrative costs.

Your margins are inherently going to go down versus just you as an individual provider or maybe one other person, a subleased office. And you squeeze all of the margin out of your business, all the net profit out of your business. And then all of a sudden you're running a more complex, more time intensive business with.

Basically no profit and it sucks is not a good place to be. So that's one compensation structure mistake that I see people make. That's like pretty, I wouldn't say is as common from what I see, unless they're like very small and I see that. But if you can start with the right compensation model in place, you're going to be better off as you scale.

The other mistake that I see is people that have W2 employees. Deviating from the sort of standard pay brackets that we see service businesses be able to sustain and for a general staff employee, right? So let's just say a general staff clinician. The percentages. That you really want to stay within are going to be between 33 and 40 percent of that person's competence of that person's revenue that they're bringing in.

So as an example, let's just say it's 20, 000 that they generated a month. Then they need to be between 33 and 40 percent of that, as far as their salary is concerned, as far as their compensation is concerned, just not necessarily. The benefits they're getting, but just like what they're getting paid for the job, right?

So that's 6, 600 to 8, 000 a month is the brackets for that, that you want to stay within. Because remember, again, you have to then also pay for infrastructure for the facility. Marketing taxes for your employees, insurance, all of the things that go into running a business, not to mention the risk that you're taking.

So you don't want to put yourself in a place where there's no profit at all. And also you don't have any money to reinvest back in the business, in people, in expansion, in the things that you're going to want to do to really grow a business past yourself if you don't have any margins for that. So be very aware of that.

And I know for, somebody might listen to this and they're like, Yeah, but I generated 20, 000 like I should make more money than that. That's not necessarily the case because of all the other things that go out the door in order for that visit to actually happen. And that's where you have to just be really careful with how you're setting this up.

And really what it comes down to more than anything is not necessarily these brackets because most people don't actually. No, and, or probably care how much revenue they're generating in a month in a cash practice. It's easier to tell, but in a, in an insurance practice, you have no idea. And they do that intentionally, by the way, like they don't want you to know.

But I can tell you the average amount that an in network clinician makes within some of the bigger facilities that we've seen are going to be somewhere around like 300, 000 a year roughly probably a little bit more, some much more depending on types of contracts they have. And The volume that they're seeing but they're going to pay far lower than 33 to 40 percent of what someone's bringing in because, there's more margin for them that's their business model.

Like it is what it is. It's, it is a a higher amount they're generating and they're paying a lower amount because of lack of transparency in really what they're being, what that person is generating for the clinic. So if you want to have the best profit margins and your people make the best salaries that they can, it's up to you to charge the most that you can for the service that you provide to, to charge a a reasonable amount of money.

amount of money for your business in your area. And this is probably the number one mistake that I see people make with these comp models is they can build them out however they want. And they can say, okay, cool. Danny says, 33 to 40%. So I'm going to do that. But if your average visit rate, Let's call it 125 an hour.

And that person sees 110 visits in a month. They've now generated 13, 750 for the month. So even 40 percent of that is going to be 5, 500 a month or equivalent to 66, 000 a year, which is not what our PTs should be making. They should be making a lot more money than that. So if they're seeing 110 visits.

And instead of it being a hundred or $13,750, and if it's $200 an hour and they're seeing 110 visits, they're generating $22,000. So 40% of that is $8,800. So now all of a sudden they're making over a hundred thousand dollars a year versus $66,000 a year, all because you have a higher average visit rate, a higher price point that you're able to charge, and that comes down to your ability to market.

To sell to create a brand to create a customer experience that is amazing that people find so much value in that it's a steal. And that is the most important number that you can manipulate to create better profit for yourself as a business owner and better salaries for your staff, better compensation with benefits with your staff because you have more money to reinvest in them.

So that is probably the biggest issue with comp model Transcribed structures that are unsustainable, it's that you're not charging enough. You're not doing a good enough job positioning your business as the authority that it should be. And if you stay within these brackets that I'm talking about, and your average visit rate is solid, you will have a profitable practice that you'll be able to scale past, however many people that you want.

And that's really the key. It's the simple math of what are you charging? And then what can you afford to pay people? And it's the margin in between. That is either a great business to own or a really bad business to own. So that's number two, a comp structure that's unsustainable. So number three is hiring, but not maintaining staff relationships or not curating relationships.

So this is typically the mistake that I see when people hire their first clinician usually they learn their, they're going to learn their lesson on the first person. And I hate to say that, but. It almost seems like it's pretty rare for somebody to keep their first clinician around. If they do, it's because they usually have some sort of maybe leadership experience in another way that they then pull over to their own business.

But if this is your first time, like really leading other people, being in a leadership position. And sure you can pull things over from maybe sports and stuff like that, but it's not the same thing. Like you're paying these people's lives are dependent on your ability for your business to run well, and for them to feel that you're competent and you're treating them well.

So it's hard to gain that experience doing anything else besides literally Owning your own business. So this is where it gets a little challenging to maintain people, especially your first hire. So when you're hiring, but not maintaining the staff relationship, they're going to get frustrated and they're going to leave.

And this is what I mean by that. Let's say you are, uh, just, it's just you and maybe an administrative assistant and you bring your first clinician on. In order to do that, your schedule is basically going to be very busy. And probably has been busy for a while. A few months, sometimes people are even longer than that.

And they've done that so that they can stack money. They want to be able to have reserves in order to be able to hire somebody, which is smart. We want to see companies be able to have three months of cash reserves at a minimum really as they're going to scale. And some, it depends on your life.

It depends on the environment of your family and everything like that. And your spouse, if there's like dual incomes or not, there's a lot of. Variables go along with how long that might take somebody. But when we look at the stage of that person is in, they're very time poor they're fulfilling a lot and they're bringing somebody on that is going to be not the most profitable employee ever, like your first hire is really not the most profitable employee because they're basically sharing the overhead expense typically of a of a facility, of a space that can absorb Three to six people depends on the size.

So basically you have this overhead space that can support a bigger company, but you're just bringing the first person on. So you're not even in the most profitable stage. So it can feel hard, really hard. So you bring this person on, now you have to onboard them, train them. You have to do quality control.

You have to do ongoing maintenance and, on clinical as well as the business practices. They're going to make mistakes on, your sales process. They're going to make mistakes with some of the things they're saying or how they're using your software. You're gonna have to sit down with them and make sure they understand what's going on.

And you're going to learn a lot about your onboarding process. As you do this, as much as we help people with this and give them clear. Ideas of what to do and systems that they can plug in and all that. It's still, you still have to work with other people and find out like the best way that you'd like to do that.

Everybody can be a bit different and their practices can be a bit different. So it's very time intensive. So you go from being time poor to being really time poor. So as soon as you get that person to a stage where they're like functional within your business, it's very normal. It's very common for the business owner to take a breather.

And say, man, I gotta take a break. I'm just gonna focus on my clinical schedule, the things I need to do, but I can't meet with this clinician every single day, right? I can't just, I don't have the time for it. I don't have the time to continue to train them to this level. And that's fine. Because they don't really expect that.

But for you not to be able to check in with them, And, sit down with them when you literally have one clinician every week, or sit down with them over lunch and see how things are going or have them sit in with you for, whatever, a couple hours a week as they're continuing to grow their schedule or maybe even build in time where they can continue to mentor with you, for extended periods of time up to a year.

Out right where they have a few hours a week where they're in a clinic with you and really co treating or something to that effect Like you're missing the mark on developing people Because you're time poor and all of a sudden you're able to dump a little bit of the clinical schedule on somebody else the overflow And build their schedule up But you can't just stick them in a room by themselves and leave them there and expect that they're not going to have any questions Or they're not going to feel isolated If you're not continuing to work with them and develop them and build your culture.

So you hiring somebody, it's just the beginning. It's just the beginning. You have to stay in communication with them and you have to continue to curate the relationship, not just the business relationship not just Hey, how's this patient doing? How's how are you doing with this system?

Whatever. But also, Hey, how's it going? How was your weekend? How's your family? Oh, cool. Oh, you have this coming up. That's good to know. I didn't know your brother was getting married. That's like understanding that you're a part of their life now. Like you have to be okay with the fact that you're, it's like an aversion of your extended family is what you're getting yourself involved in.

And it's one of the greatest parts of owning a business. It's also one of the most challenging parts of owning a business. And we're being able to juggle that and have a high emotional intelligence to be able to. Curate relationships long term with people. People don't stay for a job.

People don't stick around for a paycheck. And if they do, it's not for long, they'll find something else. They stick around for culture. They stick around for community, for the people that they work with, the clients that they get to work with, the way that you make, the way that you make them feel about the work that they do, and is that they're a part of something that's important that's really important for you to continue to curate.

And if you don't give people the time that they need. In order to feel validated and feel like they're a part of of your organization, they're going to leave. And this usually has happens, like I said, on the first person. And then you realize, oh shit, I, I left that person in the dark and it, the relationship soured because, you just didn't communicate with them.

Next thing you know, you got to hire somebody else. These are really the big three things that are mistakes that I see and they will absolutely derail your momentum. And that is the hardest thing to gain in a business. Momentum is this elusive thing. And if you don't know what I'm talking about, you just haven't experienced it yet, but there's a stage in your business.

There's this feeling where man, everything is like clicking. Everything is actually happening the way that you're planning for it to happen. And it's coming together. And that That feeling of momentum is infectious. Your whole company can feel it. Yeah. Everybody can feel it. And you're probably going to be really sensitive to it because of how much you're paying attention to the business.

But when you lose that momentum, man, is it hard to get it back? It's like starting to push like a sled and you have to work really hard to get it going, but then once you get it going, maintaining it is much easier. And even speeding up is easier once you get it going. The momentum, if it gets derailed because you have turnover of, let's say it's you and one other person. So literally half your workforce is gone. As far as service providers go, that's a really hard stop in your momentum, hard to get that back up and going. And you just don't want to have to do that more than necessary.

I'm not saying that you're not going to have people that are going to turn over and leave and take other jobs, but. At least make it because that's what they wanted to do. Not because they felt like you just were not a good leader and they were in the wrong place. Just make sure that you are confident, but not arrogant.

And the missing link there is humility. You have to have enough self awareness to know how you're coming off to other people. Um, whether it's. Being you're talking down to them or you're talking to them as if they work for you, not necessarily. You're working together. Like just that one shift is so important.

Just never ever tell never ever talk to somebody in a manner where they feel like they work for you. It's just not it's hard to come back from that. It's a team. They're there together. Your roles are different and you may have different, roles within the company And compensation associated with the risks that you're taking and things, but like you're there together and that should be important to remember, build a comp model.

That's going to scale. That is a, that is not unsustainable. You have to understand that as your business grows, you're going to take on more complexity and more overhead. And if you don't. Have the margins for that. As you grow, you're going to have some really difficult conversations with your staff.

As well as if you're not charging what you should be charging and in most markets, unless you're in a incredibly low cost of living market, you need to be at 200 a visit average, 200 a visit average, If you want your staff to be able to have somewhat lower volume, I'm talking like 100 to 110 visits a month volume and still be able to make a really good living.

And that comes down to what you're able to charge. That's the brand. That's your company. That's up to you. You have to drive that. You have to drive the value, but you have to have a high enough averages rate for that. And then the last thing is hiring. And not maintaining the relationships are not curating relationships.

Don't hire people and then just forget about them. Don't hire people and not put any additional training into them. Like they're there because they want to learn from you in most cases. And you're probably a great teacher. So take the time, make sure you're carving it out. And if you do these three things, I think you'll really.

Eliminate the, lower the chances of these scale mistakes that I'm talking about. It's still going to happen. It is what it is. Life's unpredictable. People are unpredictable. And things happen in their life and your life, all kinds of stuff. Just put yourself in the best place to be able to continue to grow your company to whatever your goal is.

And if it's to grow past yourself, these are three big areas that hopefully you can learn from me today to avoid that will dramatically help your chances of growing that business to where you want it to be.

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We get you crystal clear on the number of people you're going to see and the average visit rate you're going to need to have in order to replace your income to be able to go full time. We go through three different strategies you can take to go from part time to full time. You can pick the one that's the best for you based on your current situation.

Then we share with you the sales and marketing systems that we use within our mastermind that you need to have as well. If you want to go full time in your own practice. And then finally, we help you create a one page business plan. That's right. Not these 15 day business plans. You want to take the small business association, a one day business plan.

It's going to help you get very clear on exactly what you need to do. And when you're going to do it to take action. If you're interested in signing up for this challenge, it's totally free. Head to physical therapy, biz. com forward slash challenge. Get signed up there. Please enjoy. We put a lot of energy into this.

It's totally free. It's something I think is going to help you tremendously. As long as you're willing to do the work, if you're doing the work, you're getting information put down and getting yourself ready to take action in a very organized way. You will have success, which is what we want. So head to physical therapy, biz.

com forward slash challenge and get signed up today.