E718 | No Money No Mission

In this episode of the podcast, Doc Danny delves into the crucial topic of understanding and optimizing the average visit rate for physical therapy practice owners. He highlights the importance of generating sufficient revenue to not only sustain the business but also to enable growth and support employee compensation goals. Using a detailed example, he breaks down the math to show how increasing the average visit rate can lead to higher revenue and the ability to hire and pay employees.

Doc Danny addresses common psychological barriers that clinicians may face when it comes to raising prices, such as feeling greedy or fearing a loss of patients. He emphasizes that higher prices are necessary for the practice to fulfill its mission of helping more people and providing a high-quality work environment for employees. By increasing the average visit rate, practice owners can offer benefits and perks that attract and retain top talent, ultimately enabling the practice to scale and reach more patients.

Overall, Doc Danny encourages practice owners to analyze their average visit rate, set prices that reflect the value of their services, and overcome any mental blocks that may hinder them from charging what they are truly worth. He underscores the importance of building a sustainable and impactful business that can provide exceptional care for both patients and employees. By prioritizing revenue optimization and employee compensation, practice owners can create a thriving practice that benefits everyone involved.

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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 Matta and over the last 15 years I've done pretty much everything you can in the profession.

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

Hey, what's going on? Dr. Danny here with the pt entrepreneur podcast and today we are going to do a deep dive into some basic finance And in particular, your average visit rate and why it's such an important number to understand and to really try to optimize. And this topic comes off the back of two things.

Number one as part of what I do. I review all of the the calls that our advisors do with people that are potentially want to work with us. And a lot of that is really digging into their business and better understanding where they're at, where they're trying to go. And ultimately we're trying to figure out Okay.

Can we help this business? Does it seem like kind of person that we want to work with from a, just a core value standpoint? Are these high integrity people that are going to do the work? Are they honest? Are they actually trying to build a business that's impact driven?

There's a lot of things that we're looking for outside of just Is this somebody that is, willing to be a client, but are they the right fit? And then also where's their mindset at? What's some of the things that they may have to do in order to actually grow a business to what they want to do.

And that's actually, that, that's a big area that I definitely underestimated. A lot of people say that they want to have whatever a practice Scaled past themselves. They want to have a seven figure business. They want to do all these things. But yet they're unwilling to maybe work through some of the the challenges that they have.

And the way that they feel like they are perceived and and some of these self limiting beliefs even as well. The first part of why I'm going over this is one of the advisor calls that I was reviewing was with somebody that basically was very similar to many people that we you know, work with a very high success rate.

And that's somebody that is a performance based clinician. They currently have a sublease space at this individual, a sublease space in a in a gym and everything looked good. Like they were not, they really weren't good business owners. They were a great clinician.

They really liked, the clinical side and working with people and doing the right thing for their patients. And one of the things that we'll look at is just what they're charging and this person was charging somewhere. I think it was like 100 to 120 a visit lived in a relatively smaller town.

And when they basically said I can't raise my prices like, cause I think that's greedy. I'm not, I don't want to like, because I care more about like my patients being able to work with me than I do making money. And, I can see the the argument for that.

And if you want to run a business that is just you and never hire anybody, then yeah, you basically have traded out what Medicare reimburses per visit at 100 to 120 bucks. I guess roughly depending on what you're billing in exchange for not having to deal with that and or insurance and getting reimbursed roughly the same, let's call it 120 a visit.

The problem with that is if you ever decide that you want to grow past yourself, right? so and we'll do some rough math on just that in general let's say you're charging 120 a visit and from what we see like sustainably A clinician that you know is a staff clinician they'll be able to see about 110 visits per month or 110 relative kind of work units because you might also have You Some small group training classes.

You might have them doing some remote coaching, but basically 110 of these relative work units, we'll just call it in this scenario, we'll just say visits because it'll make it easier. And let's say these are all an hour, but to do that in a month and you layer in everything else with documentation. And if you're the owner, you're talking marketing and running the business and dealing with all of that.

But if you see 110 visits and it's just you're going to generate. Around 13, 000 a month, right? And if you keep your overhead low, which, for us is really considered 20%, then, you're going to, before taxes or saving any money for the business, you'll be able to make probably 10, 000 a month pre tax.

So let's call it 120, 000 a year, which is a better exchange for damn near almost everybody then from a dollar standpoint for a job working with somebody else, and especially if you like it, then, okay, perfect. Cool. If you want to have a small lifestyle business that basically just replaces your income working for somebody else, granted, we have quite a few more headaches and stress and unknown around that, then that's cool.

You can do that. But if you really want to Help more people grow your business past yourself. You can't sustain a business at an average visit rate that is that low. And that's really what, you have to understand is what's your vision is your vision that you just want to have a small lifestyle business that just barely increases your, what you can earn working for somebody else with far more kind of work on the backend with, running the business.

And if you feel that way, then. Then it's it's what you want to grow into, right? It's your vision and it's up to you. But for a lot of people that we work with they say that they are okay with that, but really they want more than they want to actually build a business past themselves.

The vast majority of people that we work with end up doing that. And in a lot of ways, there's a lot of reasons why. Number one, it's a challenge that a lot of people want to see if they can. If they can do it, it's like a, it's like a game. You want to know how are you going to play? Like, how are you any good at it?

Can you win the game? Can you do pretty well in the game? The other thing is there's an impact element. If we love to help people, that's, I've thought about this a lot. Like ultimately what comes down to what drives me is helping other people. Both as a physical therapist, helping people with their injuries and on the performance side and getting back to activities that they never thought they could do again or that never thought was possible, or even just getting back to daily stuff that they just, you know, that we take for granted, but they have an injury and they can't I get so much personal satisfaction with that, that, I would do it for free.

If I could, but the world isn't free, so I can't, and so it can feel like there's a mismatch, right? Because you get so much personal satisfaction with working with people that you would do it for free that you feel bad about charging for what you do. This is a huge issue in healthcare, not just physical therapy, but just healthcare in general, right?

Because it is you're, it's a very sensitive thing. It's a very personal thing. You're helping somebody with their body, right? With trauma that they're dealing with. That with, getting back to things that are very important to them. And so we see a lot of people that have issues with charging for what they do, especially charging what they need to charge in order to be able to actually grow a real business.

On the impact side though, if you really want to help more people and you feel like you're able to mentor other clinicians to treat in a way that you feel is important. Then, helping more people means you need to employ people. Like that's, it's just that simple to me, right?

If I want to help more people, I have to employ more people. If I want to help more physical therapists grow their business, then I have to grow past myself and hire other people within, PT biz. And and that's something that we've intentionally worked towards and the impact, gets bigger, the more people you get a chance to help.

So like even last year, in the last 12 months, PT biz with just people in our mastermind, like we saw 65, 000 new patients come through the combined clinics that we work with. And that's crazy. Like the most that we had in a single year in in my practice was 600 new patients that we had, which for a cash practice is quite a lot of new patients, but it's nothing compared to 65, 000.

So the impact side is different when you start to really get a team and build a team around you. Now, in order to build a team, you need to pay them. And this is where you have to start to wrestle and come to terms with the fact that, money is a tool. Money. Isn't just what you charge somebody.

For your service, money is also something that you get a chance to use to employ other people to build organizations to build a team. And if you don't have money, then you can't do it. When my wife, Ashley, she was Her background is in nonprofits, and she worked for one nonprofit called Operation Homefront, which is a military nonprofit that does a lot of morale events, as well as they do a lot of work with like Wounded Warriors, housing and helping with just, Costs associated with a lot of the health care expenses that they incur through extensive amounts of health care.

They have to, go through after, like some of these people are 90 percent of their bodies been burned. You know what I'm saying? Like it's not. A week that they're saying in a hospital. There's a lot of ancillary costs associated with getting them the care that they need.

And this is a nonprofit that would step in and they would basically fill the gap where some of the the coverage or the benefits that they might have, they don't maybe not cover everything. So she worked for this nonprofit and it was, there's a saying that her first boss had that I remember she would say all the time.

And it was because part of what they had to do was fundraising. Fundraising is what drives nonprofits ability to do what they do, and she would always say no money, no mission. All right, no money, no mission. And in a nonprofit world, it's, it's true, but in a for profit world, it's the same thing.

It's the same way that you have to really look at it where, revenue equals the ability to do a few things. Number one, scale past yourself and reinvest in the business. But more importantly, and I think this is something that is, if you feel apprehensive about raising your prices because you feel selfish doing it, this maybe will help you feel a little.

More selfless about what you're doing, because the more that your company makes, assuming you don't just take all of it for yourself as a, distributions or whatever the more you get to pay your people for the work that they do and provide a great work environment. So that's something that I think you can look at that if you're struggling with.

with, I just don't feel like I can charge more. I feel like somebody's gonna have to decide whether they're going to buy groceries or work with me, which is just not true by the way. But I used to think the same thing is you gotta understand the more that you charge within reason the better you're going to be able to support your business.

Your people, your staff your team will have a better life because your company and you personally have done the hard work to get past the mental block that is fear of charging what you should charge for what you do. So you got to think about it from a selfless standpoint of, you're doing this not just for yourself, but you're doing this for your team.

And you may even have a team yet. So you gotta do it for the people that you eventually want to hire. I'm gonna take you through some numbers. If you listen to me on 2x speed, I'm intentionally trying to slow this one down. So that that this won't breeze by. But, I highly recommend, slow it down and write these numbers down.

So that, you can have these and you can look at them. And really understand what I'm trying to say. I wanna give you two scenarios. Scenario number one. It would be a clinic that has an average visit rate of 150 a session, and the other one is an average visit rate of 200. First of all, the average visit rate would be, the amount that you're making per session if you were to take The all of the different price points that you may have and you were to, add up all the visits that people that what they paid per visit and divide it by the total number of visits that you are accounting for, right?

So let's say you look at 100 visits and you have price points between, 160 and 140 and you add those up and then divide by the total number of visits that you're accounting for. And that gives you 150 bucks as an average visit. And if you're just charging for single visits, it should be very easy unless you also have to account for comp sessions.

Let's say you have comp visits and those are a zero because the reason that you add those in is Let's say you have a staff member that sees a pro bono visit for I don't know a youth athlete that is You know, their family does not have the means to work with you but you want to help this person out and so you see them your staff member sees them You're not going to not pay your staff member for that visit You have to pay them for the work that they're doing, but you as the business owner are taking a zero on that.

So you want to know the true average visit rate and you can't subtract comp sessions from that because it will skew your average visit rate up versus give you a true average visit rate. So once you find your average visit rate, all right, then you know, at least where you're at, but in this scenario, we're going to talk about 150 a visit.

Per per session and $200 per session. So if your clinic is at $150 average visit rate, from what we've seen in the combined sort of data that we get to view with the hundreds of businesses at this point that we've had a chance to work with in PT business as well as clinics that myself and my business partners have owned ourself and continue to own.

We see on average about 110 visits per month. Is what a full time staff member can sustainably see if you average that out over the course of a year so and you may have some months that are higher Hey, sorry to interrupt the podcast But I have a huge favor to ask of you If you are a long time listener or a new listener and you're finding value in this podcast Please head over to itunes or spotify or wherever you listen to the podcast and please leave a rating and review This is actually very helpful for us to get this podcast in front of more clinicians and really help them develop better Time and financial freedom.

So if you would do that, I would greatly appreciate it. Now back to the podcast and you may have some months that are lower. So for instance, December is historically slow for cash practices. So let's say in December they see 60, 70 visits. But in January, which is usually a busy month, let's say they see 130, or more.

The average month, maybe it's 110 to 120, range or something to that effect. So average out over the course of a year. You're going to see about a hundred and ten visits per month and some weeks or some months are five weeks and before. So that's the average that we see. You can just use that as a benchmark.

We haven't really seen that change in quite some time. So if you're charging a hundred and fifty dollars a visit and the average number of sessions that your staff member is seeing is a hundred and ten. That's going to equal 16, 500 in revenue generated by that provider on a monthly basis. Okay. 16, 500.

So again, the math is 150 times 110 gives us 16, 500 and on an annual basis, it's going to be just under 200, 000, right? So it'd be about 198, 000. So when you pay a staff member, the range, As a w 2 employee, this is if somebody is an employee, which in most cases you probably should have these people as employees we're not going to get into employment law here, but Most providers are going to be employees that are full time And all damn near all of them.

Okay. I'll just say that talk to your cpa or hr rep Or even employment law attorney in your state if you have really specific employment law But let's just say they're a w 2 employee. That means you have to pay payroll taxes for them That means you if you have benefits you have to provide certain things you have to have work comp insurance a lot of Things that go into having an employee that you have to pay for as the employer, right?

So in order to pay that person an effective Range, you're looking at 30 to 40 percent of gross income is what you can pay and it depends on how long they've been with you their experience a number of factors, maybe even your area where you're located, but that's the range that you're looking at between 30 and 40%.

And the reason is, like I said, you have to provide a lot of things. You have to pay taxes on those folks and you have to have, Profit for the business to reinvest in the business and to have a space for them to see people, right? If they're contractors, you can pay a good bit higher percentage than that but again Like I said don't make the mistake of making somebody a contractor if they should be an employee because that can create a massive fine for you you know if you were to get audited and that's a big area that they look at for both health care as well as fitness so anyway, that's the bracket you're looking at and if you're interested in learning more about You The finance side of like, why in a service based business do they say 30 to 40%?

There's a book called simple numbers that a CPA wrote that I read years and years ago. The author's name is Greg Crabtree, I believe. And it bases these off of what are called labor efficiency ratios. And it's essentially. It's a ratio of the income produced, gross income produced. So the total amount of revenue, and then you divide that by what you can actually pay somebody to have a ratio.

And you, and in a service based industry, you really don't want to drop below a three. So to make your math simple The average insurance clinic that mostly the average, a insurance clinic that approached us to acquire our business about five years ago they're a big private practice.

Privately owned private practice with over 100 locations. When I looked at all their numbers as we went through due diligence to see if it's something we want to do, which obviously decided not to do this as we went through meeting with their team and everything. But I thought there's a really fascinating way to learn a bit more about how this big run organization was doing things.

They, their average staff member. Was generating like 305, 000 in gross revenue per year. Okay. So let's call it 300, 000. If we're talking about labor efficiency ratios and needing to be at a three. You would take a hundred thousand or three hundred thousand dollars, which is what they're making and divided by three and that would basically give you what they would say is a fair compensation for a service based provider in any service industry.

That would be equate to a hundred thousand dollars in that example, which by the way, they were not paying their staff clinicians. A third of what they were bringing in. So they were on a, on the higher end of labor efficiency ratios because they were paying lower amount than that. So they were a very efficient business.

So in this example 30 to 40 percent. So if you're generating sixteen thousand five hundred dollars a month thirty percent is about five thousand dollars a month or sixty thousand dollars a year Forty percent is about 6, 600 a month or roughly 80, 000 a year. So you can pay a staff member between 60 and 80, 000 if they're seeing a full time caseload of 110 visits per month averaged out over the course of the year.

If your average visit rate is 150 per session. Okay. So just remember 60. It's going to generate 22, 000 per month, and it's going to generate 100, 000 per month. So if you're in the exact same area, same cost of living, same overhead, for what you have to pay for space, everything's the same. And your average visit rate is 200 a visit.

If it's 200 a visit, and you have 110 visits, same as the other example, per month, that individual is going to generate 22, 000 per month. And if you average that out over the course of the year, it's going to be about 264, 000 in the course of a year. Okay. So if they're generating 22, 000 per month and we take that same 30 to 40 percent bracket, 30 percent gives us 6, 600, which is basically 80, 000 on the low end, 30%, 40 percent puts them at 8, 800 or on the high end, 105, 000.

You have 80, 000 to 105, 000 in salary or total compensation that you can pay a staff member for seeing the same number of visits at 110 visits per month.

If you are a staff member, which clinic would you prefer to work at? The one where you're going to make 60, 000 to 80, 000 or where you're going to make 80, 000 to 105, 000? If it's me, I don't know if anybody's going to say the other one, but if Obviously, the one where you're going to make, 20, 000 more per year for the same amount of work.

And when you're looking at what you're charging and what you're willing to do as far as your pricing and understanding sales and marketing and actually running the business. For me, I always go back to what provides the best opportunity for me to provide for my staff. How can I. give, how can I create an opportunity for my staff to where they can live a really good life and, but yet still stay in the profession, and that's, that is a question that a lot of people are asking. If you want to see what I'm talking about, just look at the example of the nonclinical PT group and the people that are, running that. They're obviously are doing a great job of helping clinicians transition to other industries.

And, but I think that if A lot of clinicians could work in an environment that was lower volume where they were working with the type of patients that they really enjoy working with and not having to deal with hours and hours of documentation and, reaching out to insurance verification and all the ancillary stuff that they don't want to do that is really draining for them that I think at least a certain percentage of those folks wouldn't go with the nonclinical route.

They would love what they were doing and they went to school for it in the first place. Now you can change your mind of what you're interested in and that happens, but I always think of can I grow a clinic where I can save people from making the wrong decision to leave the profession just because they can't work in the context that they want to work in?

And if you feel the same way, it's up to you to have a profitable clinic that can support these people. That's your job. Your job is to take care of them, not to use them just to make money in the business. That's a byproduct of you having a healthy business and a healthy culture. That the people come first that's the way you have to look at this It's this idea of like servant leadership versus top down leadership, they don't work for you.

They work with you and That's an important distinction. So In order to pay your people twenty thousand dollars more a year You have to make a 50 per visit change in what you're charging. And that can be very hard for people to do very hard. Cause they may say this doesn't justify it. I can't do that.

Everyone will leave. They'll all think I'm greedy. But if you're really doing this for everyone else, if you're doing this so you can provide a great job and career for people, you have to come to terms with the fact that this is the only option that you have. And the other thing is this, remember no money, no mission.

And if you don't have any money because you're not charging enough and a, you're going to pay your people too low. Or you're going to have to, you're going to have to pay them more, but you're going to go outside of the percentages that we're talking about. And you'll have no money left over to actually create an amazing work environment for them.

I'm talking benefits. Like here's a good example. The, some of the clinics we work with, like some examples of, benefits that they have, like they'll pay for, gym memberships, they'll pay like a stipend up to a certain amount per month for gym membership Supplements meditation apps like health and wellness things that they want them to do There's pto where they're getting paid while they're on vacation, that's however many days or weeks or whatever per year There's con ed budgets that are thousands of dollars per year where they want you to become a really good provider There's offsite retreats where you get a chance to take your team and go do something really cool that maybe they wouldn't be able to afford themselves.

And I can tell you, like these things that I'm talking about are the things that I've enjoyed the most when it comes to employing other people. It's being able to do things with them that are really cool experiences where they get a chance to maybe do things that they wouldn't be able to afford themselves But the business can afford to do that for everybody and build a really amazing work culture Build a better team environment your facility, you know the equipment you can bring in the way you can make it look the just environment in general The technology you can pay for that helps make them more efficient so they can spend less time on the stuff that's mundane and boring that we know we have to do, but don't really want to do and more time being amazing clinician and helping people get the results they want.

You can hire better leadership team, better people that are going to be the managers and the leaders internally in your company as you focus on driving it forward. And at certain stages, that's exactly what happens, but you can't get great people without a great work environment and competitive compensation.

Let's put it that way. We may not be able to pay our staff, 20, 000 a month for the work they do. That's just not feasible with the amount of income that can be derived from the work that they do. It just doesn't work that way. The economy just doesn't value. What we do at the same level of like software sales or medical sales, right?

But I'll tell you this much. I know people that are in those industries and they are miserably They're they're miserable in a lot of ways too, right? They're working a lot. They're on the road they're constantly selling things. They may have no really like personal satisfaction from the work that they do whatsoever And they're super burnt out, you know I think if you can make a good income and have a job that gives you really significant meaning and personal satisfaction You've fucking won the game like you've won if you can have personal satisfaction Working in a place that you feel proud to say you work there be surrounded by other high integrity, Like forward thinking positive people that are truly making a positive impact on the lives of the people that they work with and you can make A good income at the same time that allows you to support your family like There's not a lot of careers that do that these service based industries if you think about like in service of others We get a chance to do that, but normally service industries, it's funny.

It's like my family It's primarily emergency medicine or intensive care, like health care providers, they're almost all nurses or nurse practitioners. And you know, it's not like nurses get paid an astronomical amount of money and, but yet it's an incredibly important job. Incredibly important. They requires a lot of sacrifice, a ton of sacrifice in terms of your normal schedule.

My sister works in intensive care unit and she works night schedule. She works 12 hours at night and she's got two kids and she's got to wake up, and try to live in a world that is during the day. And then she works at night and she does it because number one, it's a highly sought after position.

Not a lot of people are qualified to work in intensive care unit. They're short on these. Somebody has to work during an evening shift, a night shift. It's a 24 seven care for the people that are in there. Yeah. And there's a pay differential and for her, that makes a big difference, and it, that lifestyle is tough.

It's hard on her health. It's hard on her relationships. And yet you get a chance to be in service of other people and have a day time job where you can go home. No one's dying on you. Like I don't think you even realize how fortunate we are to have picked a career that allows us to have normalcy and impact.

And make good money at the same time. It is a sweet spot. I believe in the healthcare world So if you can create an environment that allows people to live a great life compensates them fairly and allows them to live You know financially a comfortable life as well But is it an environment that's supportive and is you know challenges people to become better like that's the key I hate to say it, but it doesn't happen unless you have the money to make it work Because without money, there's no mission.

You can't forget that. So as you're going through the struggle potentially of charging what you're worth of charging, what you have to charge, it's a hard thing to do. I remember when I raised my prices, I went from 175 to 190. And I had no sort of package visits. It was just a single session at a time.

I was so nervous. Like I didn't, I delayed it for months. And it's because I thought people would think I was greedy. I thought people would. with me. They had this, revolt, my business would collapse and I hadn't really seen anybody around me that was doing this. I had, a mentor of mine that basically was like, dude, you've got to charge more, if you're wanting to grow, essentially same conversation, you want to grow past yourself.

Like you got to be able to have the income to, Provide a salary for other people. You're about to go through an expansion where you're going to, have all these these things you have to pay for. You have to start to build capital up so that you can weather the growth cycle you're about to go through.

It's not like I knew people around me that had gone through price raises or how to do it, or to reach out to people about how this was working, it's had to. Just had to do it, and it was terrifying. It was so scary. I, I remember sitting there I was, I sent an email out. That's all I did.

I sent one email out. And I was, like, so nervous to even click the button. I literally had to walk out of my office, go take a lap around the gym, come back in, and then hit it. And then I just immediately went home because I didn't want to deal with any of the Terrible responses. I thought I was probably going to get from my price raise.

And you know what happened? Nothing. People didn't even notice they didn't care, especially not new people. They didn't even know what I charged. If you have somebody that just gives you a hard time about that, like great, let them go. Okay. Cause like their irritation for what you're doing shouldn't be enough to stop you from working towards whatever the vision is that you have.

The business that you want to grow into and work towards one day. So I hope that this helps. I hope this helps clear this up. I just had at this point, saw it a couple of times, both with this conversation that I saw with one of our advisors and at our virtual event that we just did with some newer businesses that were struggling with the same concept.

Look at the numbers. If you want to pay your people more if you want to have more money to invest in them In benefits and create an amazing work environment if you and this also by the way is going to lead to more profit for you That's the way it works like it's a win for everybody And if you want that you got to understand you have to optimize your pricing You have to get past the mental block that is You know the fact that like people are going to perceive you as greedy and they're all going to leave it's not going to happen And if you really want to impact the most people you've got to create A situation in which you have The resources, the cash to be able to pay people what they're worth to give them a place to work.

That's amazing. And to be able to invest in things like marketing and technology and your space to be able to get more people in the door to help them as well. That's why this is so important. Know your average visit rate, optimize your average visit rate. And remember, you're doing this for a reason.

Your people you're doing this for the team that you're building. You're not necessarily doing it just for yourself.

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 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 And sign 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 a Information put down and getting yourself ready to take action in a very organized way. You will have success, which is what we want. So head to physicaltherapybiz.com forward slash challenge and get signed up today.