The High-Performance Practice, Ep. 6: Optimize Staffing Ratios To Maximize Profit

[00:00:00] I think a few places to start is, I like to start with the financials, right? Because if the financials don't work, it doesn't matter how nice of a person you are, you're going out of business. Welcome to the Private Practice Owners Club. Your hosts and coaches, Nathan Shields scaled his practice and exited for millions, while Adam Robin went from working 60 hours a week in one clinic to scaling to multiple clinics while working less than four hours per week remotely. This podcast is

[00:00:28] meant to share with you exactly how they did it and how you can build a business that supports the lifestyle that you truly desire. And don't forget to join the Private Practice Owners Club community on Facebook, where we are obsessed with providing even more resources that help owners, just like you, win the game of private practice. Hey, it's Nathan. Quick heads up for all the private practice owners

[00:00:57] who are listening. If you've been listening to the podcast for a while, you know that it took me at least 10 years of grinding in my own clinics before I finally figured out how to scale and sell my four practices for seven figures and about three times the national average. The biggest shift wasn't some secret marketing hack. It was how I thought about profit systems and actually my role as the owner. That's exactly what we're going to be working on together with you at the High Performance Practice

[00:01:27] Conference this fall in San Antonio, Texas. From October 15th through 17th, Adam, Robin and I are hosting a three-day hands-on event for PT, OT, speech, mental health, PEDS, pelvic floor and medical practice owners who want to build clinics that are profitable, scalable, and best of all, don't depend on them 24-7. We'll dig into simple profit and KPI frameworks, real leadership and culture work,

[00:01:54] and practical systems you can take home and plug in with your team. So if you're doing roughly six to seven low figures a year and you want your clinic to feel more like a real business and less like a job slash cage, I'd love to see you there. Frankly, I'd love to see you bring your leadership teams as well because we will have breakout sessions for them too. You can get all the details and grab your seat at

[00:02:18] the link in the show notes. All right, let's get into today's episode. Hello and welcome to the Private Practice Owners Club podcast. I'm your host, Nathan Shields. I've got my partner, Adam Robin. How you doing today, man? Fired up as always, per usual. Yeah, that's pretty usual. Nice. This is episode six of the High Performance Practice series. And this week we're talking about staffing ratios,

[00:02:46] how to properly calibrate your clinical and admin teams to maximize performance and profit. So there are a few numbers that we'll go off of today, but before we push record, you broke it down pretty easily. If I just ask you, could you regurgitate what you just said before we pushed record? Yeah, I could. I could. You know, listen, I think staffing ratios, first of all,

[00:03:13] your payroll expenses, your employee compensation is going to be by far the most expensive thing in your practice. Right. Right. We all know that because we see the big bill that comes out every two weeks, the one that cuts your bank account in half. So it's easy to let that get out of control.

[00:03:37] Right. And what I usually see is right now, it's really hard to find therapists, to find and to retain therapists or clinicians. And so we end up even more so paying them a little bit more, right? Because we have to figure out a way to keep the doors open and we're a little bit softer on them. So they don't have to be as productive. Right. And then we end up getting into an issue where

[00:04:07] what the therapist is producing for what they're getting paid is no longer an even exchange for the company. And you can run into some issues there. So I think a few places to start is I like to start with the financials, right? Because if the financials don't work, it doesn't matter how nice of a person you are, you're going out of business. Right. So like, that's an objective thing that has to be right before you can even talk about playing nice. And then you can decide if you want to be ethical or not, or if that's ethical, that's a whole nother decision. But at the end of the day,

[00:04:34] the math has to math, right? And so traditionally, we want to try to find a way for no more than 55 to 60% of your total employee compensation to 55 to 60% of your revenue be spent on total employee compensation. Right. The salary plus benefits, plus pay time off, plus all that stuff. All the things, all the things. And so that's your budget. That's your budget for both clinicians

[00:05:00] and admin. Total. Right. And so make sure you're taking the salary in there as well. Correct. That's everyone getting paid. Everyone gets paid. And so if we can go by the model that each clinician needs to generate roughly two and a half to three and a half times their total compensation and revenue per year, per year. And if you understand your average revenue

[00:05:25] per visit, then you can start understanding what's left over for you to spend on admin and non-clinical labor. Now you have an admin budget. You have an admin budget. That's a great way to look at it. An admin budget. Because you know what the easy thing to do is whenever you get busy? Hire another person. Just hire another person. Hire another person. You know what the hard... Yeah.

[00:05:53] If they can fog a mirror, bring them on. If I can just get this person to answer my emails or whatever, like I'm overwhelmed, hire somebody because that's going to solve the problem. Well, really the harder thing to do is to learn how to get better and to learn how to be more efficient and to improve your systems. That's what pays, right? And so I challenge you all to really focus on that. And once that budget's there, it's a budget. Like you have to figure out how to get it

[00:06:23] done with that amount. And that means you have to, you may have to pivot, right? So I hopefully that, that lands the way it's supposed to. It does because you broke it down into the financials, which is absolutely necessary. And you brought up a couple of ratios that need to be on the radar of everyone's KPI lists. And that is on a monthly basis, you're looking at your profit and loss statement. And what is my compensation ratio to overall revenue, right? It's got to stay below 60. I did an audit of

[00:06:51] someone who was in the low 70%. And guess what? They were struggling to make ends meet. They had a single digit profit margin and any hiccup in payroll or reimbursements was going to deplete their savings, right? So I've seen it in real life. And this was a multimillion dollar practice. Their compensation ratio was just out of whack. And then your team has to be productive

[00:07:17] with the compensation that they're receiving. So two and a half to three and a half times their compensation is an appropriate metric to go off of. This is what we can reasonably afford. And if they're not doing that, then it's an easy solution. Like you got to find a way to make them more productive. They need to see more visits. Do they need to be trained on how to build better,

[00:07:41] right? Or do you as an owner need to go and negotiate some contracts or drop some of your lower payers? So your average reimbursement comes up. There's a cascade of events that can happen, but all these things are meant to ensure that you stay within these ratios that we're talking about, right? Yeah. And it used to be that it used to be now I'm dating myself. This is probably 12, 15 years ago. It used to be the clinical to admin ratio was about one to one.

[00:08:09] I don't know if that still stands considering the increase in salaries from 10 to 12 years ago and the relatively neutral changes in reimbursement. But what we do have nowadays that we didn't back then is access to technologies and external sources to minimize the cost of that admin team, right? And, and I know you've leveraged a few yourself. You've got inbox zero.

[00:08:38] Talk to us a little bit about that and what you've seen, how you've been able to offset some of those admin expenses and, and make your team more productive at the same time. Well, I think those are kind of two different, two different problems, I think, but I think it's dangerous to, like you've mentioned the admin clinical to admin ratio was, is one to one, right? Or was one to one. I think that's a little bit of a dangerous way to look at it,

[00:09:06] especially because the way that you run a clinic in South Mississippi is going to be a lot different than the way you run it in Alaska. Or it's so like your compensation rates and your overhead and your operational costs, like all of that's going to be so different. Therefore your reimbursement per visit is going to be different. Your productivity standards will be different. So I don't know if that's a ratio that really holds water much anymore. I don't think so. I think that every single business is unique and must be treated as such.

[00:09:36] Now there's some general guidelines, but again, comes down to the financial. So it might be one to 10. And if that's what it is, that's what it is. Whatever. Like, so not saying that that's an easy thing to do, but like, that might be the case, right? So I think going back to the question, it was, how did we, how did we start leveraging VAs? Is that what? Well, how do you leverage technology and or VAs to minimize the expense or increase the efficiencies

[00:10:05] or optimizations? I think you have to eliminate, you know, I think elimination is probably the biggest lever to pull, right? So how do we make things easier? How do we make things more simple? Right. How can we eliminate? Are you saying take, what do you mean by eliminate? Remove steps, remove complexity, remove, simplify. Yeah. Maybe that's a better, a better way to say

[00:10:29] it. Like, you know, for me, I understand that not everybody's like me, but I'm a little bit of a micromanager. Do you know what I mean? Like I like to, I like my details in order, every T crossed, every dot odd, right? And I tend to hyper fixate on details because I'm trying to create control and certainty when I'm building systems. And sometimes I can end up over engineering the complexity and a

[00:10:58] lot of the things that we do, like the way we onboard, the way that we deliver care, the way that front desk runs and so much so that it can cloud the priority because there's so many steps. And so one of the things that you can do is, especially if you have a team is just simply get in a circle and be like, how can, what can we eliminate from this process? How can we cut this down into only the essential things that matter and be okay with some of the non-essential things

[00:11:24] not being the way they are now? Right. I think just spending 90 days doing that, you could save a lot of money, right? You could save a lot of overhead. So that's one. Have you ever in those same conversations, have you ever challenged your teams in saying that we're asking them, are you leveraging everything you can out of the software programs that we have?

[00:11:48] Are we leveraging every possible available piece of software that we have to make this easier for us? Has that ever been a conversation? Because you and I both know there's plenty of things that are available to us in our softwares that we're not leveraging that probably could make things easier, but we just don't have the time necessarily. Has that ever been an issue? Sure. I mean, being more efficient takes time and energy. It's a, there's a cost,

[00:12:16] there's a cost to it and it's work to figure that out. We've used AI a lot, not so much in our practice as much, but in other companies, we've done AI to help with onboarding and inbox management and things like that and workflow building, process building. So there's a lot of things you can do with AI, but I think when you're talking about becoming more efficient or simplifying, what you're really talking about is innovating, right? You're, you're innovating the process, you're becoming more

[00:12:46] efficient and maybe innovating is not the right word, but that's how I think about it. And the only thing, in my opinion, that the thing that creates innovation is constraint is something has to be heavy, hard, and inefficient. You have to sit with discomfort long enough for you to realize we have to figure out a way to do it different. And so the burden of the leader is that you are the one that has to bring that discomfort to the meeting, right? Because everybody on the team, they just want to pay

[00:13:12] raise and they just want to have a pizza party and they just want to like hire more people just like you do, right? Sure. But you're the person that understands that has the wisdom to know that if I keep doing this, I'm going to run out of money. So sometimes it's just as simple as asking a hard question in the meeting, which could be, hey, how do we do this quicker? What would have to be true? Okay. How long did it take us to onboard that person? 30 days? How would we, what would have to be true for us to do this in 14 days? And to sit with

[00:13:39] that, it kind of like breaks your brain a little bit to sit with that discomfort and the pressure of having to answer that question. A lot of times you'll, you'll breed some innovation, but I'm going to land one more point that I think is important, but I also think it's required to commit, right? So a lot of times I see teams who will, they'll want to solve this problem of efficiency. In their mind, they'll say something like, before I can commit to that, let me figure out how to solve all these. How, how am I going to do this? How's this going to work? How's this

[00:14:09] going to work? Virtual front desk is an example, right? How am I going to collect the copayments? How am I going to do this? How am I going to blah, blah, blah, blah, blah. And if I can solve all the how's, then I'll eventually try to commit if it makes sense. And you end up wasting so much time instead of saying like, Hey, you know what, we're going to commit to this and then we'll figure out the how along the way. Right? So if you get committed and you force some innovation, you'll probably breed some efficiency. We had a group call this morning where we were talking

[00:14:39] about leveraging AI and technological options that are out there. One of them being a virtual kiosk at the front desk. And, and the thing I wanted to highlight for those people was make sure you set it up. So you're not in a long-term commitment to anything, but don't be afraid to try it. Like let's try it. And if it doesn't result in, and let's track what we're trying to accomplish here by leveraging these

[00:15:06] things and get some patient feedback at the same time, if it involves them be okay with cutting the cord. Totally. We tried it. Let's move on to plan B or plan C or, and let's maybe have some intentionality around what do we do if it doesn't do what we want? Right? Let's plan for that. Let's expect that. What are the KPIs that we're expecting to improve by implementing this thing and go into it with some intentionality and some goals instead of just saying, that sounds like a cool idea.

[00:15:36] Let's try it. Let's bring in a virtual kiosk and see what happens. Right? Instead of saying, well, the guy on our call was like, well, he wasn't talking about virtual kiosks. He was talking about, he hasn't, he just signed onto an AI system that will book initial evals after hours. So if someone texts in, right, or emails in this program will respond and it will totally upload all the

[00:16:05] patient demographics into the EMR and book the initial appointment without talking to a person. And just within a few weeks, their conversion rate went from 65% to 75%. Nice. That's just an example of a KPI that he's tracking. This is, we have people that are calling after hours and you and I both know people want easy access at all hours of the day and on the

[00:16:27] weekends to, or else they'll find a different clinic. Right? And so this program allowed for him, for these people who are looking for therapy to sign up for hours. It's all done electronically. You show up the next day and you've got more evals on the books than you did when you left the office last night. Right? As an example of how you can leverage technology in the after hours, right? Otherwise those people might've been lost to other clinics. You're just losing potential revenue

[00:16:56] in those cases. And now that's captured it. So there are opportunities like that out there, right? How to leverage text messaging with your patients, how to leverage the front desk kiosk, like we're talking about, how to accept calls after hours or on the weekends, right? That kind of stuff. And this can be technology in the form of AI or some kind of kiosk, like we're talking about,

[00:17:24] or an app, or it could be also virtual assistants. Answer and text immediately in response to patients inquiries. So there's a lot of opportunities there that go above and beyond what someone sitting at the front desk can do. Right? Totally. And I love how you said, just kind of like, try it. And if you're the CEO, it is your job to be continuously testing and innovating new ideas

[00:17:51] always. And learning something, learn something, learn how to do something new, like evolve, get better. And I did literally, I mean, that's how I started the whole Inbox Zero company because I, I just hired a virtual assistant and I was like, I'm going to do this for 90 days. I'm going to learn it. And it was ugly, but I committed to it. And through that commitment and I learned a new skill,

[00:18:16] I was like, wow, I could really leverage this in other areas. So I think it's a good idea. Like you should always be testing something and you can pick something that is low risk, right? Low risk that you could afford to fail. Right? So maybe if you've never had a VA, you don't want to put them like at the front desk with a kiosk, maybe, maybe you put them in the back and you work with them privately for a while. Maybe they're just doing verifications for a little bit.

[00:18:44] Right. Right. You know what I mean? So like that could be an example of a stair step approach, but yeah. So I think that's, that's a really good point. We talked a little bit about front desk and since we're also talking about ratios, what are you seeing right now? You leverage VAs to support the front desk. You don't have a virtual kiosk at this point yet, do you? Not yet. It's in the works. And the only reason I don't is because I've got the best front desk team in the country. They are so good. I mean, it took a

[00:19:13] long time to get them there. Well, you do a lot of good training. I know. A lot of training, procedures, strong onboarding. Yep. And they own that position. They own APIs, they report. But even then what you're telling me is that you see the potential benefit of a virtual kiosk. Oh no, we're doing it. We're doing it. Right. I mean, interesting. Like some people would say, well, my front desk is great. Why would I need that? But I see some benefits that could support them. Let's be real. The front desk is not a career

[00:19:41] position, right? It's only going to last so long. You got to open a lot of clinics to get admin person on your team to make six figures. I mean, I guess in some areas of the country you can, but we've got probably the bottom half of our talent in the clinic is probably, you know, I don't really have anywhere for them to go. Okay. So I'm trying to get them back in college. I'm trying to get them. I want them to leave and earn more money. You know, like I want to help

[00:20:09] strengthen their resume and like help them get their next job to where they're at like 30 bucks an hour for whatever, something way more like that's my calling for them. And as soon as they leave, we're coming in, we're coming in with like, it's already like in the works, like we're going to do the whole virtual thing. So considering you're leveraging technology, the front desk, what is that ratio? Cause people ask, I see on the Facebook quite often, what's the ratio of full-time front

[00:20:36] desk personnel to visits per week? Good question. Have you honed that in? It's going to depend on Yeah. And in what area of the country, like, are you in network with Medicaid? How many authorizations are you doing a week? Are they doing authorizations? Right. So are they doing the verifications? Do you have AI doing that? So there's a lot of questions there, but I can kind of give you some generalities. So if you are doing, if you're starting up a clinic and you're

[00:21:04] like, you know what, I got to figure out a way to save money. I'm going to get this front desk person. They're going to do all the offs, all the verifications and all the billing. That's a lot. That's a time. First of all, they're going to know that business really well. So, I mean, you probably can't get that person beyond 60, 70 visits a week before they're going to start before they start, you know? And then, so then you have to decide, okay, I've got to get rid of these offs or I got to get rid of the billing first. We're going to get rid of the billing.

[00:21:33] Right. Who's an expert take care of the billing. Yeah. Typically, if you're not doing the billing, if you're doing some outsource billing, which is usually a good idea, as long as you have a good partner there, I would say probably somewhere around 120 visits a week is probably where a good front desk person could land productively and keep the schedule full. That's about max, right? Yeah. That's the expectation. That's about the maximum

[00:22:01] when you hit that one 21, 25 mark on a weekly, three providers, right? Two or three providers. You know that you need, it's time to look for another part-time or full-time support there. Right. Yeah. And also be looking for someone to offload the verifications and authorizations from them. Yeah. Yeah. For sure. Because otherwise they're missing potential over-the-counter collections, reschedules. They're not getting- And utilization.

[00:22:26] Right. They're not improving the, I mean, their main job is to fill the schedules. And if they're distracted by other things, then that's hard for them to really maximize their job. Yeah. So what you do is you hire a part-time VA, take all the verifications, the auths and the reporting and billing support. And you free that front desk person up to climb to maybe 180 visits a week or closer to 200. Right. And so now you're staffed really well at 200 visits a week. You're

[00:22:55] probably roughly three to four FTEs depending on your production. Right. Yeah. And so you're like 1.5 and the VA is not really a 1.5. It's like a 1.2 admin to four to five clinicians. And you can do that in that scenario, which is more optimized. You can afford to pay your front desk a little more and you could afford to pay your clinicians a little more.

[00:23:25] So even that with a full-time person, if you're getting to 180, like the fear I have there once they're getting past 150 or so is that you're just like one sick day or a few sick days away from like the hell breaking loose. And you almost just want to have someone as a, as a support, they're learning the systems and backing them up just because you could do that. You could do that. And

[00:23:53] there's a lot of situations specifically. That's where you're talking. The virtual option comes into play. Right. I love what we do at inbox zero. Don't get me wrong, but this is not a sales pitch for inbox zero, but there are more affordable options to hiring an extra body to sit around and watch your front desk do things right. Like you could have a kiosk ready for those situations and you could, you could have fill-ins for those random sick days to keep

[00:24:21] you afloat and make sure those collections stay. Cause that's really what's going to fall is the collections and the utilization. Right. So there are options to do that more affordably. Have you leveraged any of the AI technologies that might answer text messages or even phone calls? I have not. Right. I think they're becoming the phone call one where it's an actual voice.

[00:24:45] I haven't heard too much about it. It seems like the text option has become pretty good about communicating with people via text or communicating with patients via text as an AI bot and not a real person. I'm hearing good things about it. Yeah. I'm sure it's going to be great. I mean, we've been doing that since they've had the little chat bubble that popped up on the website, right? It's pretty much the same thing, right? Yeah, exactly. Exactly. Well, I think that's where

[00:25:14] people have to recognize that changes are coming. And I think the question that we were grappling with a little bit in our group call today was patients want 24 seven access to everything like you and I, we grew up in an age and time when you called during business hours or you left the voicemail after

[00:25:36] hours where I think people are starting to expect and use technology to interact with you 24, four, seven, three 65. And for those people who might shy away because that's not the person to person contact that they appreciate or that they think that their patients want, I think more and more patients are actually expecting some kind of digital interaction so they can interact on their

[00:26:05] phone when they're thinking about it. And the reason I bring this up is because one of the guys on the call said, we noticed from, I think through their Google ads or something like that, that we were getting a lot of traffic on Sunday nights. And so people in this day and age, when they get a hankering or they get an idea, they're not making a note to call the physical therapy clinic tomorrow morning.

[00:26:31] First thing I'm going to do it now. Right. Cause when he called them back on Monday morning, it was too late. They'd already scheduled another PT clinic. Right. And so now that he's implemented a resource that can respond to them on Sunday night, when those people are online, he got a greater conversion rate and those people are booked the next day by the next day. Right. So if you're not

[00:26:59] considering that as an option and that maybe your community has some other expectations than what you're, than what you're used to, those are the owners that are going to maximize and they're going to do more. They're going to be more, they can move along with technology to improve the services they offer. You know, I don't believe that we're at a place where everyone's just going to go out of network and be 100% cash. Like that's not going to happen. You're going to have to take insurance. It's just going to be part of it. Most of us, right? There's going to be demand.

[00:27:29] For sure. There's going to be demand, right? But one thing that there, you cannot create more of is clinicians. There's only so many. They have to have a license. They have to graduate from an accredited university and be in good standing. There's only so many of them. Your company will rise and fall to the degree in which you can hire and retain great clinicians. They're the most expensive part of the practice. They're the most valuable part of the practice.

[00:27:59] So it's not going to be easy for you to just like cut their pay and raise their production and fix your money problems. That's not happening. That's not going to happen because the hospital system is going to give them a $5 an hour raise and they're going to leave. It's just, and see less patients. Yeah. Right. So it's not a manipulatable, is that a word? I don't know. It's hard to manipulate that expense bucket, right? But the easiest thing that can be changed

[00:28:26] is the way you manage the admin and the operations, the way you leverage technology and offshore labor. You can cut that in half and you can, that's sometimes that's like, you could be spending, run your numbers, run your numbers on your, your non-clinical labor and your operational costs. I guarantee you, you're in the 30% bracket, right? You're in the 30% bracket. Like what happens if you get that down to 20 or 15 through the use of technology and AI? It's like all of a sudden

[00:28:54] you're playing a different game. All of a sudden you walk, go into work and you got a little more confidence. You know what I mean? You're like, now I've got some options. I can afford to pay that guy a hundred thousand dollars and keep them. And now I can make moves. So I would just encourage people to really consider like, that is where practices are going to thrive is how well can you keep really lean operations and keep a clean revenue cycle. That's going to make or break you

[00:29:21] so that you can keep your clinicians happy. Right. Well, we're going to have some people talking about virtual assistants yourself, especially as well as some people talking about virtual kiosks conference in October, October 15th through 17th. And this episode is, is all to lead us up into that conference, which is in San Antonio, October 15th through 17, go to ppoclubevents.com to check it out and register ASAP. Cause when this comes out, we're just going to be probably a few weeks away.

[00:29:49] So if you want to learn more about the potentialities that a virtual kiosks and do for you, or even EMRs that can do some of these things for you already, right? Some communication tools, or even people representing virtual assistant companies like Adam at inbox zero, they'll all be there and available to talk about all in one place. So instead of making separate calls, have a fun trip

[00:30:14] to San Antonio on the business and talk to them all at once in person. You can get to know what's happening out there. So make sure you look, go to ppoclubevents.com to register. But as we're talking about ratios, is there, we covered a lot that I was thinking about in terms of optimizing the ratios and the dynamics and leveraging technology. Is there anything else that you wanted to add? No, I think we pretty much did it. This is the problem to solve.

[00:30:42] These are the things that we're coming up against. And a lot of people are hesitant when it comes to leveraging technology. I think one of our overarching messages today is, Hey, try it. It can make you and your team more efficient. It can make, it can optimize your practice so you can put more towards the providers, right? And there's also a part of the community that is expecting some of these technological advancements to be leveraged. People don't want to think about it from a

[00:31:11] collections perspective. When someone tells me to write a check and send it to them in the mail nowadays, I just want to say, I'll find someone else. We're no longer friends. We are no longer friends. And so if your patients are getting mailed statements still, right? Oh goodness. Provide them some options, man. Right.

[00:31:35] Let them pay via text, right? Have them go to a payment portal online. Even that is kind of cumbersome. Just send me a text. Tell me how much you, how much I owe and give me the link to pay it. Right. So we can finish this. I think the community is expecting some of these technologies to be put into place. And we should expect to provide these if we're going to really maximize our efficiencies and our practices.

[00:32:01] So two things. Number one, this is not just in healthcare. So the cashflow crunches and the challenges that we're experiencing in healthcare are not unique to healthcare. They are across the board unless you're in some type of technology and you're making a bunch of money. But like businesses are having a hard time innovating. They're passing a lot of expenses onto the customer and they're automating a lot of their operations. That is where the world's going. So I'm trying to figure it out. You know what I mean? So like come to the conference and figure it

[00:32:29] out with me. The other thing is, I don't know if I mentioned, I'm building an outdoor kitchen at my house. And I was calling, you know, those stainless steel doors that you have to put on the front. Like, I don't know if you're okay. So I had to call the company. I was going around calling companies, trying to figure out where I was going to buy them. And it was a Saturday and I called three companies. The first two did not answer. They made me leave an email, you know, a voicemail. I had to email their support and they were going to get back to me on

[00:32:55] off. You actually had to email them. Yeah. The third people, they submitted a ticket. They called me instantly and I got on the phone with them and they made a deal right there on a Saturday. So they got my business. And so I just wanted to share that story. It's like, yeah, that pays off. You know, we'll pay for convenience, man. Yeah. Yeah, for sure. And just for like, I feel appreciated. Yeah. You called me when this is on Saturday. Like I'm like, nobody works on

[00:33:21] Saturdays. You know, it was like a real human called me too. So yeah, it's really cool. All right. Cool. All right. We'll check out ppoclubevents.com. We'll see you at the conference. This wraps up episode six of the high performance practice series and we'll catch you later. Bye guys. Thanks for listening to the private practice owners club. If you enjoyed this episode, would you mind doing us a huge favor and leaving a review? This helps us get the podcast out to more

[00:33:51] clinic owners to help them create greater freedom and profits so they can own their future and visit our website, ppoclub.com to find more resources and connect with us.