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E708 | The 4 Ways To Add Massive Value To Your Business

May 14, 2024
cash based physical therapy, danny matta, physical therapy biz, ptbiz, cash based, physical therapy, how to start a physical therapy clinic

In this podcast episode, Doc Danny discusses the four key areas that cash-based or hybrid healthcare practices can reinvest in to grow their business. The first area is people, where hiring administrative staff, clinicians, and building a strong team is highlighted as one of the best investments a practice can make. Good people directly contribute to the success of the business, and Doc Danny suggests starting with an administrative assistant and gradually expanding the team.

The second area is space, emphasizing the importance of the physical location and design of the clinic space. Building a premium brand requires aligning the space with the desired brand image, rather than choosing the cheapest option. Investing in an appealing, well-designed clinic space can significantly add value to the business.

Next, the podcast discusses the importance of technology. Beyond just an EMR system, practices should invest in a robust CRM/contact management platform and project management software. This integrated technology stack helps organize the business, improve efficiency, and increase transparency, all of which contribute to the practice's value. Doc Danny advises against using cheap, disconnected software tools, as they can harm the business's value.

Lastly, the podcast highlights the significance of marketing. Effective marketing that generates a strong return on ad spend should be seen as an investment, not just an expense. Doc Danny provides an example of a practice achieving an 8x return on their ad spend and encourages increasing the marketing budget as long as the ROI remains high. Profitable marketing campaigns are assets that fuel business growth.

The main takeaway from this episode is that practice owners need to shift their mindset from viewing these areas as costs to strategic investments that build the value and enterprise value of the business. This long-term, investment-focused approach is critical for selling the practice or running it without heavy involvement. Doc Danny emphasizes that making the right decisions in people, space, technology, and marketing are essential for building a valuable, transferable business. Reinvesting profits back into the business allows for growth in value over time.

Ready to elevate your practice? Book a call at the link below with one of our expert consultants today and start your journey to delivering unparalleled physical therapy.

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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 skill set 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 Mattei 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 the pte entrepreneur podcast and today we are talking about the four Areas that you can reinvest in your cash based or hybrid practice to be able to grow your business and when we work with people that are Entrepreneurs Starting to piece together how to actually run a business.

It's always interesting to see the light bulb moment go off when really early on we start to dial in and help dial in a repeatable sales process, effective pricing, and a consistent marketing. Most people I would say generally have a pretty good service. Like they're pretty great clinicians.

Otherwise they wouldn't feel comfortable going out on their own. It's rare that you see somebody that you really need to work on, the ability to help get somebody a result. They decided to go into business for themself. So we're so if that's the case, then the four areas that you really have to understand that you can reinvest in, and you can do this at different stages are technology, marketing, people, and space.

I'm going to dive into these each a little bit, but the reason that. I think it's important to understand this and for my perspective on this now, which has evolved quite a bit over the last 10 years in terms of just not just learning more about business, being involved in starting, growing selling, acquiring.

I've done all that at this point, but also just being around other business owners is that you can take lessons and I guess things that work across multiple different types of businesses, whether those be like, these are service based businesses, right? So meaning we are providing a service to somebody in exchange for money.

There's many different types of service based businesses, but that's what our services, there's things like products. So e com. There's a SAS where it's software based applications that they're selling. It could be, productized services even where it's maybe a service that's done, but more so leveraging technology.

But just even understanding how all these businesses grow and are successful or not successful. And there's so many different, there's so many different ways in which you can. Have a business. You can you can generate revenue and you can grow a business. But the end result for a lot of people is to have either the ability to have a business that runs without them or to have a business that they can then sell one day because as a business owner, a big chunk of your net worth is probably tied up in, in your business.

If it's a successful business and at a certain point, somebody might want to They might want to access that to move into other things or to leave. And maybe start another business or just do something completely different and that's totally fine. So if you're going to build a business it's probably a good idea to reverse engineer a business that you could sell and, or you could run without you necessarily being.

As involved or maybe not involved at all because that's a very valuable business if that's the case. And for me at this point, like just learning more about this involves conversations with people that are in the private equity world or investment bankers or people that are basically brokering the deals of mergers and acquisitions of other businesses in order to help reverse engineer.

What we need to do to build businesses that are valuable and not necessarily create jobs for ourself. So when I look at these four variables, these are really important because usually almost all of these people consider these a cost. They consider any, honestly, anything they spend money on as a cost.

And it is part of your overhead, but it's only a cost if it doesn't directly give you the opportunity to be able to generate more revenue. So you could say that hiring somebody, let's say you have to, you're, you pay this person, To make my math easy, right? 5, 000 a month. So you hire someone for 5, 000 a month.

They cost you 5, 000 a month, but they generate in revenue, 10, 000 a month for the clinic. So is that person a cost or is that person, like an asset? And in my opinion, they're an asset. They're a net positive to the business. And they are fulfilling our service that you're not fulfilling on, which isn't insanely more valuable than you actually do it yourself.

They're an asset, not a liability. So these should not be viewed as liabilities unless there's no positive return on investment that comes from. So let's talk about people just for, since we're here right now, right? So people are a huge investment that you can make it back into the business, hiring people, whether it be on the administrative side, the the fulfillment side, and in this case, other clinicians, this is one of the Best places that you can reinvest in the business because the goal is, unless the goal is for you to take every dollar that you make out of the business, in that case, you stifle your growth.

But yeah, maybe you're just, that's what you want to do for your lifestyle. And that's fine. That's more of what we consider a lifestyle business to reinvest in your business. You're going to have to take revenue and profit, and then you're gonna have to put it into other things. People are one of those.

So when you get to the point where your schedule is busy enough, You can look to hire somebody. People are a huge asset, a huge place to reinvest. And the better your people are, the better your business is going to be. It's just that simple. They're directly tied to it. Now you have to be a great leader and you have to really mentor folks and give them a great place to live or a great place to work in a culture and an environment to work within.

But. Even still, this is a great place to reinvest into the growth of your business because you do need people to fulfill services. You can't do it all yourself. So normally for most people, that first hire is probably going to be an administrative assistant, maybe part time to help with some of the just operational things that you're doing, sending people super bills, rescheduling people, reaching out to contacts, stuff like that.

And then typically followed by. Your first staff clinician, which is simple, right? Cause it's, they're just basically going to treat patients at a certain, rate that the clinic charges and you're going to pay them whatever the salary is that is is agreed upon in your contract.

So that's one place. The next one is space and space is where you have to have in order for people to treat. The individuals that are coming to see us, they know that have injuries. And unless you're going to run this in a telemed, like a complete virtual kind of side of it, which in that case, you don't really need a physical space.

Most people have a brick and mortar space and they're building a clinic that people can come to and they can, they can be treated there. They can do their rehab exercise or training or whatever it is they're doing. So a space is a big. Area that you do have to reinvest in and this could be a lease or it could be buying a building It's we won't get into the details of that But just a physical space that you need to have in order for people to be able to work in and the way that I should think you know do this is As cheap as humanly possible.

Don't spend any more money than you absolutely have to. But the way that your space looks and feels and the design of it, I actually think is an important thing to think of when it comes to reinvesting your business. If you're trying to build a brand that's considered like a premium brand, a brand that doesn't have to have price sensitivity with other people around them, like you really do need to be a bit more intentional about it.

About what your space looks like and feels like, smells like, and all these things that really go into building a really strong brand of a business. And this is, I probably say this. It's something that I've changed a lot on over the last couple of years mainly just from learning from other entrepreneurs that have, they put so much weight on this.

And I always thought it was interesting because I never really put much weight on it at all. And going back, like if I was to, restart a clinic ever again, like it would definitely, the brand is something that I would spend some time really thinking through and making sure that it made sense. It felt right.

And it was something that I could grow with. And the way you make your facility look. It's something that you should definitely honestly think about. What can you actually, put into this? Don't break the bank and make it look crazy or anything like that. But definitely don't go as cheap as you possibly can with the way your space looks like it is a representation of your business.

And if your space looks great and people feel like it aligns with, you know, the brand that you're trying to represent, they're definitely going to refer more people your way. The third thing is technology and technology. The very first thing that most people are going to get is an EMR, right? So that's kind of, that's a no brainer.

You need a place to schedule to document, you need all of these things. Just like defensible documentation has to be. Stored in a software like this and, or I guess paper, if you're going to lock it up and you're going to go that route, but I don't think anybody does it anymore. So EMR is a big one and that's don't only think of that as as an investment.

It's just like part of the overhead, but when we look at technology investments that you can make, there's a few that that I never really put a lot of emphasis on that actually are incredibly important. One of those being some sort of tracking software. Sure. To track leads to organize the backend of the business and that you can also use for, automations and marketing hopefully all within the same platform.

And that would be more of what we consider like a CRM platform or something to that effect to where you can organize your list of contacts, which for most businesses is a massive part of their value and that you can also grow with that. A software platform that is not going anywhere.

That is, tested that it is not going to just go away overnight. And that's some new software that is has some inherent risk to it as well. Cause if you're looking at this from somebody, so let's say somebody who's like trying to think about, okay, I want to build a business to sell it one day.

You have to think about what. Risk. Can you take away from a potential deal for somebody to buy that business? Along the way. And one of the mistakes I see is people will get the cheapest software they can then, and they'll basically run their business by piecing together these kind of cup, couple software platforms that are really just as cheap as they can find with all these Zapier integrations and.

If you were to go and try to sell that business and the digital infrastructure of that business is literally cobbled together in a way that only you understand, like it's, that's a lot of value that you're leaving on the table because somebody's gonna have to come in and fix that. So think of it like you're building a house, right?

So if you have a foundation of your house and it's Oh, he's cracks in and it's uneven and all that, that's basically what somebody sees whenever they see this, like amateur piece together, digital infrastructure of a business. So really keep in mind you want to have typically two things, some sort of, or three, an EMR that's solid that those usually aren't that big of a deal because they're really not that complex.

They're just basically managing schedules and documentation of notes. The. The second thing would be some sort of CRM or content contact management software. And the third thing I would say would be some sort of project management software, which is a little different. That would be something like a Trello or a Monday or a sauna.

There's a lot of different variations, but this allows you to do other things and manage tasks within the business and projects that maybe you're working on. All in one place as well. And it just is going to really add a lot of simplicity to the business and transparency, which adds a ton of value as well.

So technology is, if it makes your life easier, it makes your data more transparent. If it allows you to track things better and make better decisions and and it's, and it organizes the business in a really good way. That's worth a lot of money to your business. I should say that adds a lot of value to the business in terms of what it would be, able to sell for, or the value, the inherent value of the business.

The last thing I would say is marketing. And this is something that how's having a conversation the other day with one of our clients that is using Jeremy DuPont's company patch. And I was asking them about their ROI on ad spend. And he said that they were getting about it.

It's a. Around 8x ROI. So meaning, let's say they were putting a thousand dollars a month into ads. They were directly able to calculate an 8 to 1 return. So for every thousand dollars they put in, they would get 8, 000 back in business generated for the business and revenue generated for the business.

So when I talked to them, I said why don't you if you're at, if you're at eight X at a thousand and they had been at 500 and they were basically at roughly the same and eight X return. I said why don't you go up to 1500, bump it up again and see where you're at.

And they balked at it and they were like, I don't know. That's it's an extra 500 a month I have to spend. And, I stopped for a second and I said it's not really right. Because I guess if you were buying something that, just, let's say you bought a bunch of I don't know, equipment that you were going to use, maybe you got 500 worth of.

Needles or something. I don't know. You're dry needling and whatever. Maybe you don't need those. You got 500 more expensive, order of needles. That is definitely something that is an expense. And that's not necessarily returning money to you, but if you spend an extra 500 and.

Each dollar you're getting an 8 return to it. It makes no sense why you wouldn't want to actually spend as much as you possibly could until you hit a threshold of where that started to have a diminishing rate of return, which would happen. And it's not like you can just spend more and more money on ads.

And it just, always is going to have the same direct return on investment. You're going to hit a threshold where it doesn't make sense. It starts to, your return on investment starts to go down. Hey, sorry to interrupt the podcast. 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 would do that, I would greatly appreciate it. Now back to the podcast. Thanks. So in this scenario, I had to sit there for a second and like work through this with them.

And all of a sudden they were like, Oh, so you're saying that this isn't a cost. You're saying that an extra 500 is basically is like me making an extra 4, 000 in the business. If I spend that and I said, basically, if your ROI You know holds at that but even if it went down a little bit It still would be worth doing because you're adding thousands of dollars to the business for literally hundreds of dollars of ad spend With something that is, you know at this point this person's been doing for quite a while And it's very consistent for their business.

Sometimes it's just understanding the difference between a Liability, something you're spending money on that has no direct return and an asset. And if you have a marketing campaigns that are working, if you have people that you can invest in that are really good at what they do on the marketing side, that's an asset for the business.

That's not a liability. It's a liability if it makes you no more money and you're paying for it every single month. So let's say you were to buy a car for your business and you spent that extra 500, you could be putting into ads on a car. So That car. Okay. Yeah. Maybe you need to get around, whatever.

Let's just say you're buying a second car and you didn't really need it. So that 500, monthly payment is going to go to this vehicle. That's going to be depreciating in value. That still gets you from point A to point B. And it's, I would consider that not necessarily a necessary purchase, but it's going to cost you 500 bucks a month, but you can take the extra 500 a month.

And all of a sudden you can bring in an additional 4, 000 a month into the business. Yeah, that makes complete sense. Why not spend 500 more on your business? Take 400 of the five of the 4, 000 that you just generated and pay for a car that way. So you're basically investing into an asset to then purchase a liability.

This is the big difference that I think most people, it takes them years to understand the difference between an asset and a liability in their business, because it all feels like a cost to you. Regardless, the car feels like a cost ad spend feels like a cost. Your physical location feels like a cost.

Your people feel like a cost technology feels like a cost but the litmus test is, does this add more direct or, and, or intrinsic value to my business? And if it does, it is a asset, it is a. Area worth investing in. And if it doesn't add anything to the business directly, or it adds an enterprise value base if we were to look at what your business is actually valued at, then.

It's a liability. So if it adds value, it's an asset. If it doesn't add value, it's a liability. And this is where decisions that you make in your business can be much more clear if you understand the difference between the two, just like our, example of somebody balking at spending additional 500 a month on ads.

When. Historically, they've been getting an eight to one return. I just don't understand. Why would you not do that? If you could go to a machine and put a dollar in and get 8 back out, like how many times would you put money into that machine probably as until you couldn't. Like you would. Mortgage your house to do that.

If you knew it was going to work and it predictably was going to do that. Just understanding the difference between an investment in the business and an asset is really important. And it all comes down to this concept of. Enterprise value. And I mean by enterprise value essentially is the intrinsic value.

What's the business actually worth, right? What's the business worth to another individual, whether you decide that you want to sell your business or not, it doesn't really matter. You really have to look at the business through that lens because it's going to be what the best business practice is in order to at least have the option and to build a business that isn't directly tied to you.

I've met enough entrepreneurs now that their business is so stressful. Because everything runs through them. They micromanage everything. They're the bottleneck for everybody. They have a ton of turnover. They're just difficult to work with. And there's a common denominator there and it's that they have built a business that is dependent on them.

Maybe that feels good to them. Maybe they don't want to let go of that. Maybe they have control issues with the way things are delivered or whatever it might be. But either way, they've created a stressful. Stressful business in their life. And it's really not the best way to do it.

Versus if you could take a step back and say, okay. If an investment banker looked at this, if if a potential buyer looked at this, what would they want to see? They would want to see predictability and marketing that was multi channels. They would want to see technology that's not going to go away or have any sort of risk that is stable consistent, repeatable, and high quality technology that doesn't have any risk associated with that being transferred to the new owner.

They would want to see people in place that follow systems. There's a repeatable process. They're well trained, they're part of a good culture. They like where they're, what they're doing. There's not a massive amount of turnover. And that they are revenue positive, meaning they generate more revenue for the business than what they are getting paid, right?

Like you have to have profit for the business to be able to reinvest in the business to grow and for there to be a profit for an investor and or for an owner. And that's just the way businesses work in a service business in particular, you have to, Charge more for something than what you can pay for it.

Otherwise, it's not a business. It's, there's no profit. It's not worth starting it. And then the last thing would be the space. They want to see a space that is a representative of the brand of the company. That is not, just a subleased office in a gym. That's how I started.

So don't take that the wrong way. If that's where you are now, that's exactly how I started in a room, in a CrossFit gym on the West side of Atlanta. It didn't even have a window. And, as we moved, it wasn't. It wasn't part of my thought process to think, Oh, if I move to a standalone space and I build it out and it looks nice, I'm going to add enterprise value to my business.

I didn't even know what the fuck enterprise value was when we did that. I had no idea. All I knew is the gym that I was at, I kept having problems with their business had problems and it was creating problems for my business because it kept getting shut down and all this just unprofessional stuff was happening.

So we didn't have a choice but to keep going. Build our own location that we could control, but I had no idea that would actually provide value to the business. Fortunately for me, it did. And looking back, it was a really smart decision that we did that. But it felt really scary at the time because we didn't understand that as we did that.

Our net worth was going up because the value of the business was going up. And I think that's very difficult to understand when you are going through growth cycles and you're investing in the business, and it can feel like you're very cash poor because maybe you're making less profit. Maybe you have more loans that you have to take out in order to expand.

Maybe you're making more gross revenue, top line revenue, but your profits not so great because you have staff that you've brought on and more fixed costs and your revenue your net revenue hasn't caught up to that yet, but. If you were to look at your net worth based off of the intrinsic value of that business, right?

You went from the business being worth nothing if it was like a sublease space To the business being worth, probably three to four times your net revenue if you were to sell Assuming other factors that you know, there's systems in place and it can be run without you, you know in the business But on average, let's call it three to four times You Net revenue in the business.

Okay, so if you multiply that by your net revenue that gives you the basically the intrinsic or enterprise value of the business. And that is part of your net worth. And for a lot of you, it's the biggest chunk of your net worth, right? Let's say you had a hundred thousand dollars in profit that business is worth three to 400, 000.

Now, as it grows and it gets bigger, the funny thing with these businesses and just any business in general, the more the bigger it is, the more it's worth. The more net profit you have the bigger, the multiple of that not net profit becomes for what somebody's willing to pay for a business.

So let's say you could grow that business to where it had 500, 000 in a net profit. That business is going to be worth a lot more than three or four X of net. It's going to be worth probably closer to six to eight, depending on the buyer and lots of other factors associated with the business. That goes from.

You have this, couple hundred thousand dollar business that now you've grown into a few million dollar business in terms of enterprise value and your net worth is tied to that, but you don't feel it at the time because it's locked up in the business. But it is happening.

It is, it's part of what's going on. It's one of the smartest things you can do financially. If you're trying to actually. Create wealth and preserve wealth for yourself and your family. And it's there it's part of it. You just can't see it. It's almost like building equity in a house. It's you don't really realize unless you sell it, that it was there.

It's just there. And you can see it on a whatever, on a estimate of what the house is worth, or you go on Zillow and you look it up and cool, you feel good about yourself, but it's actually there. It's a real thing. If you were to go and sell your house and you could take that equity.

Same thing. With your business. So make sure you're looking at your business as an investment. You're looking at reinvestments as an asset, right? You're looking at technology as an asset, the right technology. This all stuff is the right decisions. By the way, you can't just get a bunch of technology, hire all the wrong people, build a ridiculous space.

That's way too big and too expensive. And then hire a terrible marketing company. And all of a sudden, that doesn't work that way. You have to make the right decisions on all these, but this is technology, marketing, people, and space. And those are the four areas that you can re reinvest in your business.

And what we see now, which is just so interesting to me, when I got out of the military, My goal was just to replace my salary as a physical therapist, a captain in the army. There was a physical therapist. It didn't actually matter what your job is. A captain with six years, seven years of experience in the military.

And I think it was something like 78, 000 was what I was making. When I got out and that was my goal, I wanted to replace 78, 000 of income and I was totally content with that. I've been, that's awesome. It's a win for me. And we were able to do that. Within the first six months of of us starting a business of us getting our practice up and running.

And then for me, I thought, okay cool, I'll just, this is just going to be a great way for me to increase my earning potential. I'll take the difference in the money that we're not spending. Then I'll just invest in something else. Didn't even look at the business as a potential investment because I didn't think cash practices could actually grow very big.

I thought that they would just be a lifestyle business because that's what everybody told me. No one had really grown past themself in a significant way. And, Then we did that. And then we were able to build an actual business that had value enough to be able to sell it. And now we've seen, a dozen cash practices be able to sell people that, that we've ever worked with, or we've helped better understand some of these deals for for an exit in their business.

And it's just the beginning. It's just the beginning of this type of a business within the physical therapy in the clinical world. There's not even a long history of these yet. And what I thought was really interesting with the conversation I had the other day With a, with an investment banker was he actually viewed the fact that our clinics don't take insurance as a huge benefit, like a massive value ad because insurance can dictate what they're going to pay you.

And so you don't, you have very little say over what you can charge and they don't like that. That's viewed as a liability to those businesses. Now they might be able to scale bigger and they may. Have a lot of positives in terms of being able to take insurance and especially like Medicare and work comp injury kind of stuff.

That's this really steady. Some of that can pay really well, like personal injuries and stuff like that. But with a cash based practice, you control what you charge. And that is very valuable. That's why we look at things like veterinary practices and dental practices. There's very little insurance involved in those worlds, and they actually are more valuable than medical practices.

So if you were like a general family practice is going to be worth less than a dental practice or a veterinary practice, because they're not tied to insurance. And they have less liabilities associated with that. Guess what? We're not tied to insurance either. So that is a massive value add. When you look at what your business is actually worth.

So in summary, this is a little bit more of a detailed sort of what's your business worth, what can you invest in a lot of math, I'm sorry, doing some public math and you're not supposed to do that, but I just want you to understand this key concept that your business is an asset. And the four main areas that you can grow that asset and put your profits back into the business.

If you don't want to take them out for your lifestyle, our technology. Marketing people and space. And if you feel good in one of those areas, then look to another one to see where you can reinvest and where you can get the best return on your investments. And if you can look at your business as an investment, an asset, probably the most important asset that you have, the asset that has the greatest opportunity to create financial independence for yourself and generational wealth.

For you and your family, it is your business and you need to look at it like an asset, a vehicle for that, not as a liability, not as cost. Of course, there's going to be costs associated with it. But if you're getting return on investment, that means that you're, it's a solid investment into an asset that is growing, is adding value to you and your net worth, just like equity in a house that you can't see or feel unless you sell it and it's there.

So please make the right decisions when it comes to this asset. Don't screw it up. Don't just try to figure this stuff out all your own. This is something that I learned the hard way. I had to figure out how to run a business on my own and almost ruined our business in the process. And now as someone who I consider myself more of a student of business than anything else, I would never ever think to start a business without mentorship.

In that area that I was trying to go into. If I'm true, if I'm opening an ice cream store, I'm going to find somebody that has already had successful ice cream store. I'm just going to pay them to tell me what to do, or I'm going to find a mastermind of ice cream store owners that are further along than me.

And I'm going to join that group and I'm going to learn from them because. It is that important to get it right because just getting it right once can change your life forever. Screw around with it, take it seriously, make the right investments. And in, especially in these four areas, and if you don't know what to do, or you feel like the business education, Ownership side of of you running your business is the limiting factor.

Then you need to just reinvest in that head to physical therapy, biz. com. Check out what we have going on. If it sounds like there's a fit, like we help businesses all over the country, learn the stuff, implement the stuff, grow businesses that they can actually step away from and sell. And it's a incredible 10 years, in particular with cash based practices, as you're going to see more and more people show interest in these.

In particular interest from outside entities that are going to be willing to buy these businesses. So if you're interested, you feel like that's your limiting factor. Head of physical theory, biz. com. Check it out. If not hope this information helps. I hope this makes sense as always. Thank you so much for listening and I will catch you next time.

Hey, peach entrepreneurs. We have big, exciting news, a new program that we just came out with. It is our PT biz part time to full time. Five day challenge over the course of five days, we get you crystal clear on exactly how much money you need to replace by getting you ultra clear on how much you're actually spending.

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 that 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 physicaltherapybiz. 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 to head to physicaltherapybiz.com forward slash challenge and get signed up today!