E432 | Why You Need A Rock Solid Front Desk

Yves and I dive into why you need an administrative team and how they can help grow your business.

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Podcast Transcript

Danny: [00:00:00] So I remember the days of me answering all the calls, returning all the emails, seeing everybody, being the admin and the practitioner. And when you're in practice by yourself. That's all you got. Just yourself, right? As you're growing and you're scaling to bring other people on. And one thing that I always found so challenging was rescheduling people.

And it starts to add up the more people that you have. So one thing that has saved us a ton of time recently and really increased our conversion percentages online to new patients is making the switch over to PT everywhere. For my local practice athletes potential, we actually saw our new patients that were booking online numbers double in the time that we've actually implemented utilizing their platform.

And the reason why it's so much easier to book online, many times people have to create accounts and it's difficult for them to actually save an appointment. And as we switched over it, we saw was. These numbers jump for us, and we got more people online, which saved our administrative resources. It allowed them to pick a time that worked for them.

And overall, it's been a very seamless transition. So if you're looking to [00:01:00] leverage a platform to help get some of your time back, I would recommend PT everywhere. It'll save you a ton of time on the admin side and help get more people in the door. Head over to pt everywhere.com and check out their platform and how we can help you.

So here's the question. How do physical therapists like us who don't wanna see 30 patients a day, who don't wanna work home health and have real student loans create a career and life for ourselves that we've always dreamed about? This is the question, and this podcast is the answer. My name's Danny Matt Mate, and welcome to the PT Entrepreneur podcast.

Danny Mate here with Eve Gigi, the PT Entrepreneur's Facebook group, and the PT Entrepreneur, Facebook or podcast. Today we're talking about. Hang on. There we go. I recorded it Today. We're talking about the front desk, right? Your admin, your office manager, everything on the forward facing side of your business [00:02:00] that we oftentimes forget about the importance of.

And for even I both we've had just like rock solid front desk office managers and they make such a big difference in our business. And one of the things that I think is very common and frustrating is to have clients that we work with not want to bring an admin on, not want to hire somebody to do tasks that they're already doing.

So we'll dive into that a little bit. But Eve, anything else to add on the front end of the podcast when we get into the details of all of our front desk stuff? No I'm excited to get into

Yves: it. It's. Always so eye-opening to see people start their business, they get a little bit of proof of concept, they get stuck in the weeds and they plateau and the first thing they do is always think marketing and sales and I need more clients.

And it's actually need more time. And like this, it's usually the first lesson in like true business like acumen for these people of Hey man, there's better ways to leverage my time. I need to be thinking about this differently. I [00:03:00] need to be working on my business. In my business. It's that first real lesson and I see that switch happen, which is really cool to see in a lot of the, clinicians

Danny: we work with.

Okay. We hear people say, you gotta work on your business and not in your business all the time. Like, how would you describe that in the simplest terms in terms of what that means and why it's important?

Yves: Number one this is gonna sound so weird to most people, but it's actually taking a step back.

And doing nothing, right? I don't wanna mean nothing, but like really looking at your business as a whole, working on actual strategy, trying to find holes in your business, trying to find the weaknesses, those types of things, right? Most people are stuck, patient care, marketing, e m r notes, like you can just be working in your business all the time.

And we hardly ever think to ourselves, let's use another cliche, how can I work smarter, [00:04:00] not harder, right? So it's, let's just keep throwing the cliches out, right? And that thing, that's a big thing, right? Like it's a skill like anything else. And it needs

Danny: to be fostered. Yeah, I think so.

From what I see, and some of you, might be in this stage right now, everything, everybody goes through this stage where all these businesses are bootstrapped. It's not people are taking on financial partner typically, or. They just have a bunch of capital that maybe, they start a facility with and they have, a hundred grand and like working capital just go all in from the beginning.

That's actually like very rare. I don't really know anybody that's done that. Most people are trying to start a side hustle. Maybe they're trying to stay at their full-time job or move over to a job that maybe is a little more flexible. But ultimately they want to go all in and full-time on, on their business.

In, in, in the meantime, they you have to learn how to do everything right. You're the person that's scheduling people. You're the person that's, answering the phone. You're the person that's calling people [00:05:00] back and checking benefits and everything. You're doing everything, all the social media posts, all the, patient interactions like you're, you do everything and you can't skip that step because I do think that if you try to.

You're not gonna know what to hand off how you want things to be run. Sure. Unless you're just getting a franchise, we're not learning those things, then I think you have to learn those and it also gives you a lot of respect for the people you're ultimately going to employ and you'll treat them a lot better because you know how difficult some of these things are.

The challenge though, I think is for people around the stage of going from, part-time or side hustle to full-time. And normally what we tend to see is somewhere between this I guess it's probably around eight to $12,000, a month mark where they have enough cash flow where they can go full-time in their business and enough to like start to hire an admin to begin with.

And they don't want to do it because number one, they don't think anybody can do as good of a job as them. That's a big one. And they don't think that it's worth it. They don't think that paying somebody 15, 18, whatever [00:06:00] dollars an hour is that there's enough value there for them to do that versus, oh, it just takes me.

That only takes me a couple hours a week to do whatever, whatever tasks they're thinking about. Which honestly probably takes you a lot longer than you think. But to give up some of the control, and then to see value in paying for having somebody else in the business, that's hard for people.

So what do you think, like ultimately gets people to a place where they're finally are like, okay, I'm gonna pull the trigger on this.

Yves: To piggyback off what you said, the other issue they have to add, a third thing is they, and I get this question directly, and I've never thought of this.

They actually don't know what the admin is gonna do, gonna

Danny: do. Yeah. But they don't,

Yves: even, you, they haven't worked on their business enough. Do you understand? What's this admin gonna do all day? And I almost instantly just say who's scheduling the patients? Who's doing the super bills? Who's working on the emr?

Who's taking payment? I just start listing all these things. You're like, oh, like the, that's what the admin's gonna do really. It's it's honestly that simple, you

Danny: know? Totally. And[00:07:00] I like to tell people like, what are the things you like to do least right?

And if they're like documentation, I go, sorry, you gotta do that. You can't have your admin document for you, right? Okay what next? And they're like yeah rescheduling people, or, I hate having to put this like newsletter together every week. Or, I hate having to like, respond to people on social media and post things or whatever.

And we're like, great, let's create this list of things that you're bad at that you don't like to do. So what do you suck at? That you really don't like to do. That's the first things, yeah. That you should outsource because you, the first thing you're gonna do is you're gonna delay doing those things.

So you're gonna find any other thing you can possibly do that's slightly less painful. You're gonna start folding your clothes, right? You're gonna clean out your garage. And then finally you'll write that, newsletter that you know you're supposed to, because you have nothing left that you can do that's less painful than just doing this thing.

You're gonna procrastinate. And when you start to leverage that to other people, the cool thing is it's what [00:08:00] I like to think of as like a time arbitrage. And this is this is no different than how investors make money or banks. So if you take your money to the bank, let's say you have $10,000, right?

You're like, okay, I'm taking $10,000 in the, put it in the savings account. The bank is gonna give you let's be generous just to make it easy. On my math, it's point 4% interest on that. And then let's say you want to get a car loan, and you're gonna say, all right, I'm gonna get a car loan.

I'm gonna take a $10,000 loan out and they're gonna charge you 4%, right? So they're now charging you 10 times what they're giving you back to hold your money, which they're essentially lending your own money back out. Not to get into how banks work, but that's the arbitrage of your money based on interest.

Now, time is a variable that we have a limited amount of. And if you can make $150 seeing a patient and you can pay somebody $15 an hour to do other things that that you need to do that you don't necessarily [00:09:00] have to do yourself. And all of a sudden you, you have, you're arbitration your time. You're switching out this hour for this person to make 10 times that doing what you're gonna do, and.

As long as you know you are doing dollar productive activities that are gonna drive more people in the door and or fulfill on more people, that person is gonna pay for themself in a sh very short period of time you get one more patient and you've paid for 10 hours of that person doing things that you shouldn't be doing.

So I'm not sure why you wouldn't take that cuz you're essentially just getting a 10 x return on your investment and there's very few things you can actually get that kind of return on in any other capacity.

Yves: Yeah, what hits home for a lot of people, and I do, I honestly remember the time in my life where I f where I understood and it was me as a business owner, it's tougher as an employee of somebody.

You have to be a business owner and understand this. So like my time is. Right? Let's call a hundred dollars an hour. I think people have done that for Russell Brunson he's like $40,000 an [00:10:00] hour. He's arbitraged his time so much. So like when I understood what my time was worth, and then I realized that I had the skillset that if I got a free hour right, I could.

Essentially elevate. And I could go do a marketing event that would draw in three new people, right? And if I sold those people packages, I could turn that into three to $4,000, right? Like it was simple math. Or if I have an admin that I'm paying, let's call it $15 an hour for 10 hours a week, if they just brought me in an extra two to three patients, or help me activate, right?

And bring them back in for an eval, I've instantly paid for them, right? So like the math gets so much easier, and it honestly gets really exciting, right? This is when the, the game starts to get super exciting, right? You make the analogy all the time. You're like, all right, I've got three hours.

Like how much can I maximize this? It's what's gonna happen next? And then that fire, the energy just keeps

Danny: moving you forward. Yeah. And you bring up a really good point that. Usually we look at employees early on, at least as a [00:11:00] cost, and especially non-revenue producing employees like an office manager, admin whatever title you want to give them, right?

People that are doing the front desk side of your business and you think yourself, man I gotta pay this person. They're not seeing patients like it's an easy thing to cut. The very last person I would get rid of in our business is our office manager for sure, because she's awesome and she absolutely brings business into, our clinic.

Not just by being good at, engaging with people that are inquiring about working with us, but because she's also a part of our community and her community and people that she sees, friends, family, people that, she would train with or her husband trains with. We get people every single month that are just friends of Claire's and Claire's husband that come to see us because that's where she works.

And she has so much so much good to say about the business and she's seen so many people that have positively, made changes to get back to the things they wanna do. It's very easy for her to talk it [00:12:00] up. And so you have this additional person that is a word of mouth spewer that is an evangelist about your business out in the community that is driving people in.

And I didn't really like, quite understand that until we, we hired her. And within I don't know a month, we probably had five or six new people that came to see us just because they knew Claire. Two of them were her family members and the other ones were people that she worked with, she worked out with at her gym.

And I was like, damn. She brought in this much business to the. Which is more than what we're paying her. And that doesn't even include the things she's actually doing on a day-to-day basis that are saving us time. So I think that's a big thing, is just like understanding that you have another person in your community that's repping your business.

Maybe not to the same level that you would, but definitely a lot more than just some random person. Yeah. And that's why we

Yves: Encourage people to seek out your admin. And I would say, I'd be confident saying that 90% of the admins that get hired within the Mastermind, the people we work with, From their own community.

Yes. They'll send an [00:13:00] email, talk to their patients, put something on social media. Almost instantly they've got like a strength coach, right? Or they've got, they have patients whose like, husband or wife wants to do some part-time work. And then, yeah, instantly, not only did you get an asset in your business who already knows, likes, and trust you and understand your mission, vision, and values, but I got somebody who's already within the community and you have access to those people, which is still, I say it all the time, the superpower in these cash-based clinics is right.

The fact that we're community-based and grassroots marketing and every single eval mean world means a world to us. And you didn't even think about the compound effect of those six people she brought in. They had a good experience and those 12 people, right? And man, but the net effect

Danny: of that is huge.

Yeah, it's huge. It's huge. And you know it, so that's on the marketing side, right? But on the sales side, having somebody that can answer your phone. When somebody calls and says, Hey, do you take my insurance? And like right away being able to effectively have a conversation with somebody about what they're trying to do.

It, what's, what are their goals? Are we [00:14:00] the right fit? Building reciprocity with them by actually establishing a relationship and sharing things with them that are of value, whether they work with us or not. Like that key conversation only really happens when somebody can pick up the phone, right?

And the last thing you want is just to not have that if you have a brick and mortar business where people are trying to come and see you, right? So that alone, if you think of that person as a salesperson, like I can tell you. We work with salespeople, and salespeople are far more expensive than a admin or an office manager is.

And if you train them and they get good at that skill, they're like, they're so valuable because they're essentially like a force multiplier. Instead, if you haven't had all those conversations with people about what's going on, obviously they're not diagnosing anybody on the phone, they're just talking to them about what's going on and being able to lead them to the next, logical conclusion based on what they're telling you their goals are and what they want to achieve.

And that right there is huge, like that can actually completely offset the cost of somebody that you're [00:15:00] hiring just with that one skill. Then you layer on their, marketing in their community and then now like people just think of the admin side and they totally. About all these like in-person elements of sales and marketing that are so beneficial, not even including getting people back on your schedule.

And you guys have some interesting data on that. Like what percentage was it again that Dane was able to get people back on the schedule before? Yeah. We looked

Yves: at it right and this was when it was just me and it was just Dane, and we looked, did a retroactive kind of what did my schedule look like right before, and then after he started literally just following up with clients on a regular basis, right?

Like people that didn't book, or people that dropped off the schedule. And then we figured out it was about 20% of my schedule. Got filled just on that one thing. Which is like huge

Danny: rights. Enormous.

Yves: Yeah. Like again, a net EF net effect over time and piggyback more off, more data, right?

Like we know the admins and the cool part is we have this data now across multiple practices should be [00:16:00] booking about 70% of the people that call you. So yeah, that's, think about that percentage rate. That's pretty awesome, right? Being able to have somebody where if 10 people call your office, at least seven of them are booking that appointment.

And then, Obviously package rates, hopefully it's 70% as well, right? Like we've got this kind of hard data to show how powerful a good admin be. Because if you drop at 30%, like it's gonna be really difficult. The amount of leads that you need to get in the door is gonna be so incredibly

Danny: high.

We had that conversation recently with one of the the practices that we work with and they've made the switch from primarily in-network to hybrid to now, like completely out of network. And as we started looking at some of the variables that we're tracking, that was a big one, right? It was like, and some of it is when you were in-network and you go out of network, you're gonna have a bit of a harder conversation with people that are assuming that, but it on the front end, I think the percentage that we were seeing with that business of people that were calling, that were actually becoming a client was like 30.

So 30% versus [00:17:00] 70%, which maybe for them, the first, step to take is, hey, let's get to 50%, right? But let's say they have a hundred calls, right? Or, inquiries or whatever it is in the month. So instead of them having 30 people come in and they just get to 50% now all of a sudden they have 50.

That's 20 more new people, in, in a month and a lifetime value. Cause they have a really good ongoing continuity offer. That could be an additional $60,000 in business that they are reclaiming just by improving this one variable with their front desk. And that's $60,000 per month.

By the way. That's not just one time that is per month, right? And each month that they include that or increase that variable so they don't need more leads, right? They don't need more, marketing efforts necessarily. What they need is better front desk management, with that new conversation that they have to have which is what they're learning.

But isn't it's very nice to know and in my opinion oh, cool, we have one major problem to solve right now. Let's focus on that, and then just get after it. And then you're not trying to figure out what little things you need to fix here or there. It's very simple. And a solid front desk should be in that 50 to [00:18:00] 70% range.

Yves: And like most of us, we start in a side hustle, we start to grow, right? So we know how to have those conversations, right? So it's interesting to talk about the difference between, insurance based conversations, which are obviously, we'll call it lower quality, high volume, right?

What are your benefits? This is how much you owe end of conversation, right? The conversation does change, right? And it's really. This sales process, these people are so qualified, right? Like they're just, they already know they need physical therapy. They've called you, right? It's yep. All we really do, it's so cool to see is one little tweak, right?

Like all we do is just get their story and have a conversation and develop a relationship over the phone. And you do that and you pretty much get to that 50% mark instantaneously, right? And people notice that real quick, especially as you're going from when you hire the admin you're in inside hustle mode.

You have, you're having these conversations. The hard part is sometimes is like creating scripts and training them. Like that sometimes is the challenge for

Danny: some of these people. Oh yeah. I mean I think that's, I think it's the hardest part as [00:19:00] well as ongoing, continual training because, but that's really just anybody which is why you gotta get your time back in the first place because you have to be able to.

Time to be able to train people so that they are effectively running the play that you're building. I think, like that's the biggest sort of like takeaway that I've had from business over the last, whatever, seven years or so, has been that this is just basically you're just creating this entity this game.

Basically the rules that you set are gonna be the rules that people have to play by. And in order for them to do that, you have to continue to make sure that they're actually doing that. And I think that's where people really like they feel like maybe, oh, I didn't make the right hire, or whatever it might be.

It's no, you probably did but how much time have you spent actually continuing to foster and develop the skills of this person? Because it's not as simple as, they're not you, they don't own the business. They're not some sort of anomaly of a robot that's gonna independently do work to improve.

You have to actually do that with them. And one of the interesting things to look at too is [00:20:00] retention goes up with that. Because like my. Mom's wife. She is one of the directors talent retention, I believe it's called, at one of the major big four consulting companies. And they spend a ton of time, money, and energy trying to keep consultants around.

And I chatted with her about this. I was like what is it? Is it the benefits? Is it salary? Is it whatever? She said, number one thing is direct mentorship with your superior, whoever you know, you report to direct mentorship, one-on-one mentorship with that person was the number one reason why somebody stayed or left.

And that's hard to scale, that's not scalable, right? But this is a huge company with tens of thousand employees and they know that, and they spend a ton of time with direct mentorship. We have to do the same thing with people that we bring on, including our front desk, including our staff members, because they're the ones that are gonna be running your play.

And you gotta free up your time to be able to really work on that and have the time to actually train them. Otherwise you're gonna forget about 'em and they're gonna get frustrated and they're probably gonna leave. Yeah. And it all starts

Yves: with you, right? Like [00:21:00] one of our core tenants is this idea of developing and working on yourself, right?

So you have to constantly evolve, change, adapt, and grow. And then in perpetuity, obviously you're gonna be doing that with your staff, right? And like the admin is the first opportunity to do that. It's everyone like dipping their toe in the water, right? Obviously the first clinician as well. And the, again, still the coolest part about this is that this is now happening in droves with these kind of performance-based cash businesses.

Like I was having a conversation the other day, just like a little text message and I was like, I would like it to be as common. Like the business model, we have to be as common as any other business model in physical therapy, right? Yes, lofty goal, I get it. But still, it'd be so cool to come outta grad school, right?

And say do I wanna do acute care, home health, outpatient, or performance pt? Which one do I wanna do here? That's gonna be the goal here. And and I think it's certainly doable, right? Like we're realizing this is scalable, it's needed, it's, people love it and it's only gonna become more

Danny: popular.

I think it's in comparison to when, when I [00:22:00] graduated, what year did I graduated? 2010, right? So I forgot when I graduated, I didn't know anything about there wasn't like a performance, role or whatever it was. Like I was like a gray cook was probably the only person that I knew of that was like in.

Imparting like movement principles on things. And, but he was like, way over my head. I remember like reading the Move the book movement and just, it took me like two years to get through and then I realized they had summaries of each chapter and I went back and I watched those and it made a lot more sense at that point.

And so even that was like, it was so complex for me that I was like piecing together like the S F M A courses and going to my own stuff for like kettlebells and learning about Olympic lifting and running technique and all these things. Cuz it didn't really exist. It wasn't like somebody that was putting all these things together until, for me at least I started getting exposed to Kelly's work and Matt, I was like, man, this makes a lot of sense.

Like we can teach people how to like, take care of themself and [00:23:00] they learn that skill. And like that sounds awesome. And that's the direction that we see a lot of people that we work with be able to go. And it's just the beginning too. So cuz what's interesting that I think about is, Right now we're starting to see a lot of our businesses that we work with, bolt on continuity offers to their practice that have something to do with health and wellness long term.

This could be nutrition, this could be one-on-one training. This could be group training. This could be actually owning like a full-on like gym. We have people that do that as well. And these are great recurring revenue models. So you have more like higher ticket stuff on the front end, and then smaller, but longer duration of work, recurring revenue models on the back end.

And on the front end, we're competing against insurance and we're competing against other physical therapy practices. And it's, it is not necessarily the most fair playing field whenever someone can use their insurance versus not. It's gotten better for us because insurance has gotten worse, but on the back end we're competing against [00:24:00] trainers and we'll crush them.

On a head-to-head comparison in terms of which one has more credibility to you, especially coming off of an injury. So there is a massive amount of potential impact we can have with people as well as business development by having the ability to have ongoing work with these types of entities, these types of businesses, and these skilled providers that can function in this gray area that we haven't even tapped into yet.

And I get super excited, like I'm holding it in right now cause I'm so excited thinking about it because there's a lot of potential there and we're seeing it now with a lot of our sort of, more seasoned business owners that we get a chance to work with that are layering this stuff in and their businesses are growing like crazy.

But ultimately what we think these types of businesses can. It's to help people live healthier, longer, more satisfied lives because they're physically able to do things they want in the world with the people they want to do them with. And that is the reason why we need these businesses to be able to help as many people as possible.

And it's just the beginning of that. I think, [00:25:00] over the next, like we look 10 years down the road, we're gonna see so many more of these providers that not just help people get outta pain, but also are absolutely helping them achieve their health and wellness goals as well. Yeah.

Yves: You just said it right there, right?

Not to get too much in the weeds, but we're going there. Let's keep going. We're already there. It's about providing value to the marketplace, right? So unfortunately, or fortunately, physical therapy and rehab in a way has been commoditized at this point, right? If you're just competing very thin margins, you are just trying to get people and you just said it, get out of pain.

Like really, that's Clinics. That's all you're trying to do. It's okay, follow the protocol. You're back to normal and you're done. There's a value proposition there, but I feel and you feel like it's pretty limited, right? So this new value proposition is, let me teach you how to take care of yourself.

Let me teach you how to be a high performer in your life, the value that brings, right? And like the amount of people that P, that are willing to pay for that and [00:26:00] pay a lot for that is it's a gigantic untapped market, right? Health and wellness everywhere right now. And I really think. And I probably said it a million times, this podcast, us as physical therapists, whatever OTs, ATCs, chiros, are uniquely positioned to help people in that exact realm with the good mix of movement based stuff and our medical background.

Like who else is better to attack some of the main problems that are happening. And that's, yes, it's just too exciting to almost hold in. And you talk about both the other of the services, it gets bananas.

Danny: So here's a, like a good example, just a super simple comparison. Okay. So if you look at something like Orange Theory which is just one gym, one not even that big of a of a Jim in comparison to some other ones, it's a billion dollar.

Plus company a billion dollars in revenue. For me, like when I sat down, I was like, Hey we want to add a billion dollars in revenue to, the physical therapy profession via the vehicle of [00:27:00] performance based clinicians. I didn't think that sounded extreme at all.

It's just a matter of understanding like what opportunity we have and in comparison, I think it's great. Any facility is helping people with community and building health and wellness is great, right? And, but I think there's a subset of people that have had injuries that are, it's not a subset.

There's a lot of people have had injuries that are sketched out. Places like that, that don't necessarily want to be there. Or if they do get there, they wanna make sure they're there and they're not gonna get hurt again. And that's a what a great place to fit that those these people aren't even looking at an in network model to begin with.

Like it just shot the right place for them. And they know that. Or they'll sh they'll go there a couple times. They'll get a handout of a 75 year old woman do doing turtle knee extensions and they're gonna be like, this is not the place for me. I'm a 35 year old man trying to get back to squatting and you're giving me this handout of an elderly person doing total knee extensions.

Like why am I here? It's just it's just not the right fit for a lot of these folks. And so the market's [00:28:00] huge. And, in order to get there, like we see a lot of people that. These small sublease office businesses and hey, we both started there. I think it's a great place to start.

It's a great way to keep your overhead low. We teach this model but I think putting your big boy, big girl pants on and stepping up to starting to get people involved in your company, like an admin, office manager, whatever. We've already talked about standalone spaces and why we like those so much more, right?

This is where we go from a very small impact, basically replacing your job. To a business that can impact thousands of people in your community in a positive way, as well as provide jobs for other people. And like I, I feel like at least I felt obligated to grow to that point so that we could bring other clinicians in so we could hire other people so we could really help more people.

And we're starting to see this happen more and more across, just across not just a country, but just internationally. Like we have people we work with that have worked with us, on different continents at this point, [00:29:00] which is crazy. And they're seeing the same thing because people want to be healthier.

People are like searching that out. And I think that it's a great place to be if you're willing to get past the idea of doing everything by yourself because you always have such a tiny impact if you just do that.

Yves: Yeah. The conversation, when we first started for both of us, the conversation was like, how do I just start and grow this and that conversation?

Is still happening, but that conversation, like we know that now, it's like scalability and how big can we make this right? Know about proof of concept. Proof of concept is there, like we know the formula, it's now it's yeah, we're, we get into fun stuff. Like how big can you make this? How big of an impact can you have on your community?

And I still like. Obviously I do a lot of the cars onboard calls and the mastermind. And I can tell you right now, the proudest moments for the people that we work with is when they get to hire another clinician, hundred percent, it's like their favorite thing, more so than like time and financial freedom.

Like they're all deeply, [00:30:00] rooted in our profession and really wanna, help it. At the core level, it's typically why they're making these decisions to own their own business, right? Not necessarily they wanted to do, they felt like they had to and then they get to hire another pt. They're like, this is amazing.

And you can tell they hunger for more, right? Like, how many PTs can I, because it works, right? And once you find a passionate pt, and it's not all of us, but it's a it's a lot of us who wanna do something different, right? Who wanna provide this kind of value to the

Danny: marketplace. Dude I completely agree with you and it's interesting because.

I've hired a lot of people in the government system. Like it wasn't weird for me to hire people. I've hired a lot of people and a lot of people have left, and I've had to fire people, and I never had any pride whatsoever associated with it. In fact, it was always a huge pain in my ass because I had to go through all these steps to actually, hire somebody as a GS employee is really time intensive.

And but I remember, yeah, every single person I've ever hired, I remember [00:31:00] vividly, that those conversations as well as seeing them like be able to buy a house, or or have a kid and, have insurance that our company pays for that, covers them and have these benefits and things.

Like I, I'm super proud of that stuff and I think anybody that has a business like this is, it is one of the best parts and it doesn't. It's not I think most people get into business because they don't want to, they don't want to be in the situation they're in. They want to be creative.

They wanna make more money, they want time freedom. And some of these things, like what? Seeing your staff member buy a house puts no more money in my pocket. It doesn't really change my life in any way, but yet it's still such a significant moment to me that I remember that really well. And it's because you're just helping other people through the vehicle of the business that you've created, which is hard.

It's really challenging to do, continuing to improve their life and hit the goals that, that they want. So I do think that as people go into those stages, it's also extremely scary. [00:32:00] The first staff member, the first our office manager, we were like, we hired her as we're doing a build out. And it took six months when they told us to take six weeks.

And I sat there, I'm like, man, we're gonna have to let her go. This is gonna suck. I don't feel like an asshole because this is my fault. We just, we timed this wrong. Luckily we held in there. She's been with us for like over five years. It's going on close to six now. And but it was sketchy too.

Is scary. I know what it feels like to like, have the liability of somebody else's income, on your shoulders and, but it's not enough to deter you from doing that because I think it's just the best part of the business is the people and the culture that you get to develop. And to watch that sort of grow and independently morph into something, that's really cool to be a part of is I mean it's just as important to me as any other variable in the business.

Yves: My favorite part by far. And like, how many people are hanging around in jobs for longer than three years at this point? Longer than one year at this point, right? Oh my gosh. Somebody like that in that kind of position for that long just goes to show you like [00:33:00] what the opportunity is, right? And it's not always financially driven, right?

And I would like to argue that it's. Very smaller, like a lot smaller than most people think. It's more cultural, it's more like freedom and it's more of doing something they're passionate about and like being a part of a team and like having, to work something that's bigger themselves.

And that's what our people offer, right? We're very passionate about helping people lead better lives. And that's a real way better than putting together a widget, right? Or selling a Yeah. Salesforce. Like I,

Danny: it's so true. We've, our office manager has turned down other jobs that were, that offered her more money.

And you're right, this is not necessarily about that. Here's a good example. Like my brother-in-law was, A he's a consultant for a big four sa the same one that his wife works for actually. And he was there for, I think he was there for eight to 10 years, something like that.

Fairly long. And he's on the partner track, and partners make a lot of money, legitimately millions, right? Like one to 2 million a year. And [00:34:00] I saw my brother-in-law this weekend and he's I started chatting with him about, he does like fractional C F O work for SaaS companies that are looking to take on funding or sell.

So he basically comes in and helps them clean up projections and these are all like software companies that are growing pretty fast. And I asked him, I was like, man, how are things going? He. Awesome. Amazing. And I know he took a serious haircut taking this job. Like he less than half of what he was making.

He's making now, and yet he's lost 30 pounds now that he's not stressed out all the time doing mergers and acquisitions with these big companies that don't care about him one bit. He's getting to do things that are more mentally stimulating to him, more interesting.

And he has his direct impact cause they listen to him and they take his advice versus talking to somebody that was just like a VP of some section that wasn't even decision maker of this billion dollar company. And the other thing is to be able to have Say over what you're doing when you're doing it and some flexibility in your work week and work with a kind of smaller, better [00:35:00] culture, kind of company.

That's been huge for him. And he told me, he was like, dude, they could call me back up today. Like I say, Hey come back in. We'll immediately make you a partner and make $2 million a year. He's I would turn it down. It's not worth it. It's just not worth it. And it's because quality of life and impact and being a part of something else, there's so many other things that after a certain threshold of income, it doesn't really change anything.

It just makes, it doesn't make your life worth. And he goes, if I did that, I would resent every minute of it because it was, it would be time I have to take away from my family, which I just put a dollar value on that. That is, it would have to be, he's I don't even think there's a money, amount you could put on it to take that away.

So you're right, I think people will stick around for many other things and it's up to you to drive that culture. And I think that's, And we're talking about this at the mastermind event, so it's fresh my mind. We're digging into this, but it's like your mission, your vision, your core values, and understanding what you want your hierarchy of your business to look like.

That's the infrastructure up. That's it. And if you don't know what those things are and like how do you expect other people to live it independently without having to ask you what decisions they should make? That's the barometer. That's the way in which you gauge your decisions is [00:36:00] based off of the mission, vision, and core values of your company defined by the person that started it, which is whoever's listening to this, obviously, and that's actually a fun process because, you get to make it yours, whatever that is.

And it's not gonna be the same for everybody, cuz not everybody has the same views of what's right or wrong. And like the creative side is one of the best parts of.

Yves: Agreed. I just read a book called Small Giants about like smaller companies. Yeah. These companies are still, some of them in the hundreds employees, but not huge.

And what it really which I never really realized, and you just said it is like there is like this artistic, creative approach to what we do. And that's where it is. That's why I have the most fun with it because it's like you can create whatever you want, right?

What is my mission? What is my vision, what are my values? Like being able to actually establish and create this thing, this entity that did not exist before. And it exists now and it has a life beyond you. That is so fun, right? And then to see others iib it. I don't know what the right word is, right?

Like they just start, and then it affects them in their personal life and like [00:37:00] then they're, you just see it actually like slowly sprawl out from there and affect your entire community. Whoa. Yeah. That's when things get really fun and it's just, yeah, it's like the art, it's the artistic side, which I'm like, I'm not a creative artistic person, but I guess in that regard, I am.

So it's it was just interesting to see okay, I guess I am somewhat creative and artistic because that's my playground. That's what I like to play with things. And I've changed things quite a bit because I was trying to see what stick, what resonated with me, what resonated with others.

And it was

Danny: fun to figure out. Yeah. And I, there's other companies that you can look at and, just like maybe you admire and you can model similar things or attributes that. They have, or ways that they create their culture. One really cool example of this is Pixar.

And Pixar. If you have if you have Netflix, there's a documentary on Pixar that's really good. It's, I think it's called the Pixar story. And then if you have Disney plus, there's actually, it's like a 20 episode series on inside Pixar, and they highlight [00:38:00] like all of these different positions within it.

And what, I haven't watched all of these, but the ones that I have seen, I've probably seen half of these episodes. And it's so interesting because like e, even the person that is I think she was the pastry chef for Pixar, like they have their own cafeteria, right? She's so fanatical about Pixar that she creates these like desserts to help with.

She like, she's these desserts help with creativity of the people that are doing these movies. And then she's so proud of being, with Pixar and every single person they talk to is like, they were evangelists for Pixar. And I'm like, and then I'm looking up do they have, can I go to Pixar and see like what they're doing?

Obviously can't right now. But I started even looking this up. I was like, this is amazing. This culture is, so unique. And, you can build something like that yourself. Obviously maybe not as big as Pixar is right now, but on a smaller scale to where your people that you work with, it's a, it's this community that's trying to, whatever, ha have a bigger goal be accomplished [00:39:00] together.

And it's not about necessarily just benefits and salary and all those other things, but it's about, the people around you. And it's very similar to the military in some ways, right? Like we. We have a common goal, like we work together on it. Misery loves company, but we also get to do cool shit.

And there's some cool elements to that. And we get to build that in a smaller way, even within our own companies. And I think that's really one of the coolest parts. And if you haven't seen any of that stuff, I highly recommend it. Check out a company like Pixar, check out a company like Zappos.

They have a great book Delivering Happiness. And even like places like Apple and Google and I have a friend that works for Tesla. And even with them, it's the same thing. Like they feel really proud to tell people who they work for. And I don't think most people feel proud to tell you who they work for.

They're not just I mean I work for, whatever State Farm. I don't know, maybe people are super proud of that, but from what I've seen in these companies, they're like really proud of the company they work for. And they just want to see it succeed because they feel like they're doing something really special.

Right.

Yves: And I really attribute. [00:40:00] What we're doing in the performance space, clinical world, and like providing these opportunities for people. Like very similar. It's just easy analogy. When they go to hires, like it's like coming to work for Google, right? Because the business model and what you're getting into, if you go work for a hospital or home health, right?

There is unfortunately very little people can do it, but it's much more difficult to develop a good culture around that stuff because of just the inherent, the way that business model has been run for so long. Changing that is going to be extremely difficult. And then you go into the performance space world, right?

Where You're seeing 25 to 30 patients, a week, not a day people. I just interviewed a PT and he was seeing 15 or 20 people a day. Like it was just crazy. Sure. Like, how can you develop a culture that way? That person is barely surviving. So the contrast to that, to come into work for us, it's gotta be like working, in a mine and then going to work for Google, right?

Like having a foosball table. We might have all that stuff, but like we've played spike ball before. We have there's just, it's a [00:41:00] completely different culture, of what we can provide, which is my favorite part of the business model that has been created.

Danny: Think about it like, okay, yes, maybe we're not in a startup with slides and nap pods, right?

But the reality is in comparison to a, in-network practice, we basically are like you. Cold brew on tap, right? Like we have a, an espresso machine and part of our onboarding process is teaching people how to make a latte. Not admin, our staff. Like these are physical therapists, right?

Like that's just part of it for us because we like that, right? And whether they drink coffee or not, like they, they might wanna make one for their, one of their patients or something like that, right? Like we, we have a little fricking, whatever, like basketball goal and we'll play little games in there, and we work out together.

There's certain things that we do that are just like really important from a cultural standpoint that, you don't have to do this in every business, but if you're gonna be there, you might as well have a good time. And yeah, if we had space for a ping pong table, damn we'd have, I guess we do, we just have to pull it out in the [00:42:00] middle of the gym whenever nobody's in there and play some ping pong, which actually sounds like a pretty good idea now that I think about it.

That might be the athlete's potential Christmas present. This year. We'll give 'em a ping pong table. I like it.

Yves: Are we gonna, should we like

Danny: circle back? I feel like, I think we should. I think we got off on a tangent. Hopefully. But let, I do wanna bring it back to one last thing with, okay.

And this isn't just your your front desk. But your front desk spearheads this, they are the tip of the spear when it comes to your customer experience. And I want, I was gonna highlight a book that we found to be incredibly beneficial. It's never Lose a Customer again. Joey Coleman, hang on, lemme move my finger if you're watching this.

Okay. Great book. One of our good friends, Juliet Tourette is actually highlighted in this book for San Francisco CrossFit and how they would line people up with different trainers based off of attributes that they had. They were similar. So just like being super intentional about things, but really about how you can make your customer experience world class.

And some of you have been places, I'm sure many of us have been places where it's like, [00:43:00] Man, that was awesome. Like this interaction was great. And it's so good that you tell other people about it. Very rarely does that happen in the healthcare community. Okay? Doesn't really happen at all because they don't ha like most places, they have more business than them, what to do with, because they get all their insurance takes this, whatever, and they go there cause their doctor told 'em too.

And they don't have to have a great customer experience. We get to compete on this level and blow 'em outta the water on customer experience because they don't care. And when we can dial that in and really, provide a world class customer service with, starts with the person that's greeting them or talking to 'em on the phone when your front desk, that tees up your providers to be able to build trust easier that's gonna get them better outcomes, which is gonna lead to that person referring more of their friends and family your way because they what the reason that you're not getting as many referrals as you think is cuz you're not as good as you think you are at whatever you're doing.

Let's just put it out there. And it's a tough pill to swallow, but I get it. A lot of people [00:44:00] are like, man I'm really good at what I do. I'm not getting as like I'm not getting that many new clients. If you were really that awesome, you would have a shitload of new clients because everybody you worked with would just spew on everybody else about how awesome you are.

But most people are just good enough. For them not to leave, but not so good for them to tell everybody else about it and not so bad for them to talk shit about you or leave a bad review. So you kind of function in the middle is where most people are at. But when you can really start to intentionally try to drive yourself up to where it's like exponentially better than anybody else around you, inherently all their other things in your business improve mean you're gonna get more clients.

They're gonna stick around more and they're gonna tell more of their friends and family about you because they get a hundred percent of the blame for a bad referral and 50% of the credit for a good one. And everybody, especially people that are, affluent to where if you say, okay, if I refer somebody, if you refer somebody, then you get this much like credit at my business or something like that.

And we've tried things like this and people, it doesn't incentivize them in that way. Like they don't care. Where they care about is status [00:45:00] and everybody. Everybody knows something like this. There's a, there's this person that always has a guy for everything. Oh, you need a butcher? Go see my guy.

Whoever, right? Yeah. Oh, you need a, you need, you are like a mechanic. Go see my guy, whoever. Go. You wanna be one of those people's guys, because that is gonna be a ton of word of mouth referrals that come your way, and that only comes from. Exponentially being better than everybody else, as far as customer experience goes on the front end.

Yeah.

Yves: That's why we have go back, we'll even circle back to working on the business like this customer life cycle of like really understanding, when they come in the door, what happens, answering the phone, right? This kind of end-to-end of Okay. The initial contact is them answering the phone.

And the end is when they decide no longer to work with you, you're not discharging them. They've just either they're independent or it's a lost patient, right? So like understanding the entire life cycle and like optimizing those little powerful moments within that can be like a game changer, right?

And people don't focus on that, right? They focus on these all on these other things. Maybe it's their clinical skills, maybe these other things, but man, yeah, if you give them a great experience and you [00:46:00] focus on that experience overall, again, another reason, it's our superpower in our business, because it can be a good experience.

It's probably not gonna be a good experience if you go to a hospital. It's just the paperwork is too big. You know what I mean? There's just too much red tape. Like it's just, so why not leverage the one thing that you can leverage, right? You're not gonna compete on marketing costs, you're not gonna compete by access to surgeons.

You're gonna compete with this superpower, which is like, how could I make this the most amazing? Hour of your day, right? And do that. And yeah, it, word of mouth will accelerate greatly.

Danny: I feel like I talk about this every week with people that are in our clinical Rainmaker program because they're earlier on in their businesses.

Most people are, they're just getting started. Or, the vast majority of them are under $10,000 a month in revenue. They're trying to get to five to 10 usually so they can leave their full-time and go all in on their business. And, I get this a lot. I'm like, how many people that you see are sending [00:47:00] somebody else your way?

Number one, are even asking them. Most people are not. So pro tip. Ask people if you want them as simple your way, that helps quite a bit if you just ask. But the other thing is, what are you doing that separates yourself from anybody else? Are you actually like light years ahead, head and shoulders ahead?

Of any other option that they have. And it doesn't have to be that you're just like the world's greatest clinician by any means because there's great clinicians in every setting. It's, for me, it's how much do you care about that person? How well are you communicating with that person? Yeah. Promptly. Are you getting back to them?

Are you thanking them for things? Are you like simplest thing to implement? That is profound is literally when somebody comes to see you, write them a handwritten card thanking them for choosing you as their, healthcare option. Cuz there's lots of places they can go and write them a heartfelt thank you card.

Handwritten, [00:48:00] thanking them, text 'em the next day. Check in on to see if they're sore from the dry ling. You did go above and beyond. Like how would you want them to treat your spouse or your mom. And what would make you think, oh man, that's no one does that. Do that. If you do that, your customer experience increases significantly, which means you're gonna get more business, people are gonna get better outcomes.

Everything improves because of that. But people don't do it because they're lazy and because, like they're, they get busy doing other things and they forget the fact that one variable will drive everything. And this is again, why we need to get other people involved in it. Because at a certain point, you shouldn't be the one writing the handwritten cards.

Your front desk could do that. They can follow up with people and make sure everything is good. They can do little things for them. They can, like we have a lady that we work with that's a pastry chef, right? And the last time that our office manager was at this bakery, she knews, she likes, she picked up an extra loaf of bread for her cause she knew she was coming in and gave it to her.

And I'm like, that's it. That's all you gotta do. But that means you listen to somebody, you're intentional. [00:49:00] Thinking about them. It's not a $5 loaf of sourdough bread, whatever. It's like not that big of a deal in isolation. But to that person who's fascinated with sourdough bread and that's like their career and you get that to them and you stop, they don't have to make a trip to go do that themselves.

What is that worth? And it's remarkable the difference that something like that can make on how many people send people your way and trust your business.

Yves: And then again, to circle back to admin, that's why it's a superpower because that essentially become, Their job. And like you get, go back to the time arbitrage, you get more time to do it right?

As far as on the clinical side, then you got somebody else who's handling it from the admin side, right? So you got twice the amount of people who are trying to make that customer experience even better, right? So like we need to talk about what that brings to the table as far as new patients, retaining clients, right?

All these other things. Yeah. And then for me, like even, I'm sure of course you had this right with Claire both and Ashley, but with Dane, right? Like he brought [00:50:00] his own spin to it, right? So not only I just had another brain right with me, which is really what was really awesome. So like a sounding board and he brought his own stuff that I never even thought of, right?

Yeah. So like it's,

Danny: yeah, people are smart man. And they're so used to, I feel like most people are so used to working in environments where they're just like told to, Hey, you're just doing this. Don't do anything else, just do your job. Just stay in your lane and do your job. So I think people are, they're conditioned not to add on to anything.

What about this? Or Have you thought about that? Or, it seems like maybe we can do it better if we do it this way. I know whenever I was in the Army, that's a great way to get yelled at. It's have you guys thought about this? We're like, yeah, captain Matt mate. No one's thought of that.

Yeah of course we have, but we work in a system that's so restricted. There's nothing we can do about it. So just shut up and don't go see patients. That's basically what happens in those settings. It's probably what Dane got as well, right? And then all of a sudden it's, they're like, oh shit.

Like I have a safe environment to try to improve things. And people really like that. Like people [00:51:00] enjoy the ability to be a part of a process, to be collaborative. To also to have their opinion validated and is there a better way? Tell me please, like you're the one doing it. What do you think we should do?

And just that alone is so rare that can make someone's work environment so much better. And that's the benefit in a lot of ways of these businesses being smaller. Cause we do a staff meeting, everybody's there, right? Like even like with PT Biz, it's rare that we get everybody involved on a meeting at the same time.

That's super, super rare because of how many more people we have, that are in, that are involved in it as well as being all over the country. May not have that same. Culture every single week, but getting together on offsites, which we do a couple times a year, which we do our staff as well.

On Friday, we're doing our AP offsite. We're gonna be all day working on the business together. It's gonna be. So stuff that helps build that culture, that community. And a lot of that drives just the things that they're supposed to do when we're no one is looking right, which is basically the culture of your business, which drives [00:52:00] everything else.

Whether people are sending them your way, whether they're sticking around, and the u uniqueness of the company which is hard to separate yourself from just everybody else.

Yves: Agreed. Agreed. This was good stuff, man. This was a heck of a rant today. I like it. We haven't really, really engaged in a while.

I think we're just pen up from all that.

Danny: I feel like we're trying to like, hug each other through Zoom. Is that weird? We're get over here, let's talk business. No. I think that it's exciting to talk about this stuff. It's just, it's fascinating to see.

What's happening, and we've talked about this somewhat and obviously like we're somewhat jaded and we're biased because of what we see. We see so much positive progression. So many people hiring, so many people, like I've been inundated with sublease agreements that people want me to take a look at.

Along with, by the way, please make sure a commercial realtor or a lawyer looks at that. Cuz I'm neither of those. But I've looked at a lot of 'em and just like looking it over again and make sure we're not missing something. I caught something super weird on a sublease I'll tell you about later but it's exciting because it means [00:53:00] they're growing and they're finding, they're finding new space and they're hiring people and they're right.

They're like thinking about, I thought this was just gonna be this little satellite office, and now all of a sudden it's like a business and what else can I do with this? And you know what? Things. Can I add value in? Is it corporate wellness? Is it, is it ongoing health and wellness things?

Is it gym? Is it digital? Is there all the kinds of different things they can do? And it's exciting to be a part of it. It's super fun to see our profession, which so many people are down on. Think about how Moy people are about physical therapy. They're all like, definitely, poopy pants about, oh, I physical therapy, like the insurance reimbursement's going down.

Dude, what? Complain about it all you want or figure out a better way. Like just use the agree that we all got and we all tried really hard, what to pass tests and took on debt to, to get and just use it to your advantage and the best way we can. And this is what we're finding as one of the better vehicles to do it.

If you enjoy, working with people in this sort of movement-based capacity, at least with us, there's plenty of other ways to go about it. But for what? Sure. What we found, this is what we know. And if that's you you should be [00:54:00] excited because the opportunities are there. If you're willing to take a chance on yourself, if you're willing also to work on things that are not just clinical because.

I think that's the biggest hurdle for most people is they. They're like if I'm just the best clinician I can possibly be like, it's not in the field of dreams. If you build it, they won't comp like you can be awesome and that will help you for sure. But you have to be better than that at things that are non-clinical in order to honestly be able to build a caseload, at least to yourself and to get past it.

For sure. You have to be good at all of the other variables, which is what we get a chance to help people with, which is awesome because frankly, we're not great clinicians anymore and there's way better ones than us. But when it comes to the business side of things and us helping you grow and skill. Man, that's what we've spent the vast, the majority of the last five years.

Just learning and cultivating and developing and to be able to see that happen and see practices grow past, even where we're at is amazing. It's so cool to watch.

Yves: Best part for sure. Like such a cool story for me personally is like when I started my practice, I randomly got a student, Peter U [00:55:00] I'll shoot, I'm give him shout out, right?

And like he had no idea about cash, didn't even know me and came, shadowed me. I didn't even have a full caseload at that point. And so it was just like he couldn't get a full rotation somewhere else and he supplemented it at mine. And let's fast forward, long story short to whatever, two years, three years later, he's moving his own standalone space.

Has a physical therapist work for him? Getting an admin right now, part of the mastermind. Wow, right? That's amazing. And now, and you're seeing it too, right? It's probably people you've talked to five, 10 years ago that are now like, coming around to it. Or you find out that they're doing really well.

So it's, it's

Danny: I'll tell you, for me, what's been interesting is the number of people that have come that are either have come out of the military or are leaving the military that I've had a chance to talk to or even directly work with, and many of them went to the same program as me, and so like to see j just to see, like that transition is really strange in, in a super cool way.

Because and I intimately know how challenging the [00:56:00] transition from, the rigidity of a military healthcare system to. Now what? And it's like you can do whatever you want whenever you want to do it, and that transition can be really hard. But to also be able to say dude, you don't realize how valuable it is that you've been running a clinic of 25 people, like you understand how to operate.

You, you also have a shit load of reps. And your skillset is way more autonomous than it's ever gonna be in a regular state. So you actually have a lot more skill than most people because they put you in a position where you have to use it more. So don't be scared, like you're gonna be fine.

Like you just, there's certain things you're gonna have to reframe and I mean I've probably had three or four conversations in the last month with people that are exiting, that are moving that direction. And even for them it's oh man, this looks like something I could do. Not only that, but for them to be able to double down on the things they really enjoy, it's oh, you love working with baseball players.

Yeah, you can build a practice off of working with baseball players. You're like, really? I can work with baseball players and I can make replace my income for sure. And you're gonna like it a lot [00:57:00] more because it's what you enjoy, it's just a matter of matching that up.

So it's awesome. It's cool to watch, obviously, like we're excited about it. And we'll shut up for now. I think this is the end of of the podcast. If you guys are interested in learning more about us and, getting a better idea of how we help people or just seeing, honestly seeing some of the people that we've worked with and just getting a better idea of what their stories look like.

Head to physical therapy biz.com and you can check out everything we have there. It's pretty, pretty solid. And as far as some resources that we have there, as well as if you're interested in learning more about how we help people, we can learn there as well. Eve, anything to close it out with?

Yves: I just feel like what's just been said here is that our confidence level in this is just through the roof at this point, right? Like we can. A brand new clinician and get them to five to 10 K a month, right? Like that runway is there. It couldn't be any more straightforward. And I

Danny: can say that's take

Yves: that bad all day, right?

All day. Like it's if you're willing to work on yourself and willing to learn these skills all day, right? Like the market is pride for right

now.

Danny: So that's the front end, right? That's that is just getting going, right? And what [00:58:00] happens is, we have like to get to that stage, that means you don't ever have to work with someone else the rest of your life.

And then what happens is, this is where now all of a sudden something like our mastermind makes a lot of sense because you're like, now what? How do I hire somebody? How do I find a standalone space? What things do I need to look for? How do I systemize these things? How do I build comp structures?

Like what legal documents do I need? How and all of a sudden now we get to go from, okay, cool, you're all you wanna do is replace your income. You're there in six months. Now, what do you wanna do? What do you want this to look like? And now we've got, half a million dollar, million dollar practices that are j that are happening all the time and they're growing.

And it's even looking at the revenue numbers for our mastermind event, where we're gonna be in Dallas, we're gonna have like over $30 million represented in that room on one day over 30 million in one day. If you were to like, add that up and compare that to, moderate size in-network practices, it's it's the size of a regional, whatever in network practice.

[00:59:00] And we're just getting started like just in, in six to 12 months. From there, it's gonna double just without even anybody else, joining what we're doing. So it's cool to see and it's, it, there's gonna be a lot of just legitimacy that's gonna come from that as far. Like us being able to dictate terms and other things, you're gonna make us even more, it's gonna be more beneficial for us to be able to help more folks.

Yeah. Yeah I'm excited, obviously especially to get out in Dallas to see everybody. It's gonna be a lot of fun. If you guys are listening to this and you're in the Mastermind, can't wait to see you. It's gonna be, it's gonna be great. Hopefully you don't get teamed up with my brother-in-law in corn hole.

He's not that good. For the Corn Hole tournament. He's gonna listen to this cuz he records he for the wind. He can't. Yeah, it's the podcast, so it's good to hear it. So anyway, we'll end on that one. Enjoy that Brandon. And guys, as always, thank you so much for listening and watching. We really appreciate it and we'll catch you next week.

Hey, real quick before you go, I just wanna say thank you so much for listening to this podcast, and I would love it if you got involved in the conversation. So this is a one-way channel. I'd [01:00:00] love to hear back from you. I'd love to get you into the group that we have formed on Facebook. Our PT Entrepreneurs Facebook group has about 4,000 clinicians in there that are literally changing the face of our profession.

I'd love for you to join the conversation, get connected with other clinicians all over the country. I do live trainings in there with Eve Gigi every single week. And we share resources that we don't share anywhere else outside that group.

So if you're serious about being a PT entrepreneur, a clinical rainmaker, head to that group. Get signed up. Go to facebook.com/groups/ptentrepreneur, or go to Facebook and just search for PT Entrepreneur. And we're gonna be the only group that pops up under that.