All right, we are back.
Good morning, everyone.
PT Breakfast Club here.
Dave Kittle, Jimmy McKay.
We've got the buffet behind us.
What's that about?
Jimmy is working on getting some light.
He's muted.
I don't know if it was like
a plethora of breakfast or
if we were more of like a
bowl of cereal type of people.
I'm not sure.
It's definitely too early for the bar.
You know what I mean?
The bar background.
So I figured it was this.
All right.
So, guys,
we got to talk about the basketball.
We got to talk about how
heartbreaking was it that
poor guy from Houston going
to take the three three pointer,
get stuff,
can't touch the ball and the bell,
the buzzer goes off.
You guys watching that last night?
I didn't watch.
I actually did not.
No, I missed it.
I missed it.
So fill me in.
But then I have a take that
I've had since middle
school on the national championship game.
Okay.
So, I mean,
great game back and forth the whole way.
Florida, Houston.
I enjoyed the whole thing.
But then right at the end,
I'm half asleep.
It's like under ten seconds on the clock.
Two-point differential.
Houston gets the ball, comes down.
They go to take a
three-pointer to win the game,
not even just go in and score to tie,
and he gets stuffed.
He can't touch the ball.
He's trying to box out the
people around him, and it just ends.
It was the most anticlimactic ending,
but such a heartbreaker for them.
That's where it is.
What's your take since high school?
My take since high school is
Super Bowl is on a Sunday
and Monday is not a
national holiday and the
national championships on a Monday.
And people are like, you know,
after all the hype of the
like the first four days of
the NCAA championship is brilliant.
I mean, men plan vasectomies.
around that weekend.
Have you heard about this?
The number of vasectomies planned goes up.
They'll have it on a Wednesday.
So you can't do anything
except sit there with a bag
of frozen peas in your lap.
Thursday, Friday, Saturday,
Sunday is like the most
college basketball,
the best college basketball
you're going to get.
And it's brilliant.
It's like, understand your audience.
And then we get all the way from what?
Sixty eight teams, whatever we're at now,
down to down to two.
And we do it on a Monday night.
And I just I feel like if
you did it on a Thursday or Friday,
What's your audience?
It's a bunch of dudes.
I'm not trying to be sexist,
but like that's the bigger audience.
Dudes,
I learned this from the former
Surgeon General.
Women will talk to each other.
Men talk next to each other.
So where do we talk next to each other?
At a bar.
But on a Monday night, you're like,
I'm watching this at home on the couch.
Dave and I are pretty much sports fans.
I mean, I know baseball is probably higher,
hockey is higher for me
than college basketball for both of us.
But if it was like a Friday or something,
I probably would have went
out with my buddies and watched it.
But a Monday night, I think it's a miss.
Wow.
Yeah.
I don't,
I don't know why it should be
maybe a Sunday.
Why isn't it even Sunday?
Why isn't it Sunday night?
Right.
It's Sunday or something like that.
I don't know.
So let's talk about the
story behind the story.
The women's basketball,
the NCAA women's basketball, the Huskies,
UConn, they have built a dynasty.
They're just crushing it.
They've got so many national
championships.
And this ties into two of
the topics we're talking about today.
We're going to talk about recruitment,
hiring, attracting talent,
like all this kind of stuff.
Dave's in this world.
Everybody's in this world.
and then we're going to talk
about some valuations and
exit strategies like you
can't sell something that doesn't have
employees.
You can't sell something
that doesn't have a structure to it.
So I shared a post.
What I did was I went on LinkedIn.
I grabbed a bunch of posts
that were clearly
recruitment-based posts.
I threw them into ChatGPT.
I said, hey, process this, read this,
tell me what you see as the
emotional triggers and the
feelings behind it.
I can remember back in the
early two thousands,
I never did the normal job post.
I never did
We're looking for a physical therapist,
highly motivated, multitasker, blah, blah,
blah, blah, blah.
My job posts were always
talk like long form copy
sales letter written content.
It was, hey, this is what we do.
This is why we do it.
This is why it's so important to us.
This is the culture of the team.
These are the people who do
well on our team.
And it resonated with, you know,
great people.
Now,
you want to pull up what Joey
Albritton said.
Joey had a post recently.
We'll get it on the screen.
Joey said,
it's not your job as the owner
to make your employees happy.
Only they can make themselves happy.
All we can do is help
facilitate their growth,
put them in an environment
that trends toward a better
chance of happiness.
So, Jimmy, off the top of your head,
what are you thinking?
Yeah.
You,
as soon as you get this thought in
your head and not even, not even like,
we'll go even more.
I agree with Joey and I go even bigger.
You can't make anybody else happy.
You can't.
It either comes from the, now,
now you could piss people off.
You can cut them off in traffic.
Right.
But isn't it crazy?
Like some people like Marcus
Aurelius and the Stoics,
they aren't bothered by
that because they realize
it's not about me.
It's about that person.
That person's a jerk.
It's, it's not about me.
So I think as soon as you
start to realize that too,
Two things.
Like also I'll tie two ideas together.
I feel like you and Dave
understand what being a Gino or Emma,
the head coach of Yukon's
women's basketball,
the dynasty understood.
You're not looking for
someone to come in and be
there for twenty years.
That person's not great.
Gino understands.
I mean,
now at this point he's getting a
couple of years out of some
players who have some marketability,
right?
Maybe some NIL money will
keep them in college a
little bit longer for the WNBA anyway.
But your job is to get the
most out of that person and
put themselves in a
situation where they can
make themselves happy or
they can make themselves
successful knowing that the
right people are probably
gonna graduate and they're
probably gonna leave.
So as soon as you wrap your head around,
you can't actually make
anybody ever happy
All you can do is facilitate their growth,
put them in a good situation.
I think you move the
goalpost actually closer
because happy is so far away.
It's a pot of gold at the
end of invisible rainbow.
It doesn't exist.
Dave?
One, first of all, Joey, All Britain,
friend of the Dave Kittle Show,
friend of the pod, friend of all of us,
colleague.
First of all,
he posts stuff like this so
that people have some reaction.
No different than my post or
tweet about me flexing with
my guns out and saying whatever it was,
like if you want to charge
two fifty to four hundred
dollars per visit as a physical therapist,
you need to be.
fit and whatever I said I
forget you know whatever
the tweet was first of all
he posts this stuff on purpose
Genius because we're
actually talking about it.
And then other people share
behind the scenes and they talk about it.
So first of all,
that's learning point
number one is learn from Joey,
learn from Robbie,
but Joey posts more polarizing stuff.
You guys would agree, right?
Then Robbie, Robbie posts very like,
it's always nice and like very,
very professional.
Nothing can ever get distorted.
And then Joey posts stuff
that's kind of like, it's gonna be,
you gotta jump on the fence.
You gotta go one way or the
other on the fence.
You gotta, you can't be on the fence.
You gotta be one side or the other,
correct?
So that's point number one.
Number two,
is it our job to make our
employees happy?
Well,
it doesn't matter how we
define it because it is
your responsibility to have
a great team and exude your core values.
I wrote down some notes
about like what a CEO
should be doing and like
their main roles.
And one thing is like
exuding and living and
reinforcing your core values.
So a CEO can't say things like, you know,
we have, you know,
one of our core values is
integrity and then they're
billing Medicare, you know,
six patients per hour,
all with the one-on-one treatment codes,
right?
Which would be, you know, billing,
healthcare, Medicare fraud.
So you can't say that our
core values are integrity,
and that's one of our core values,
but then you don't have
integrity with your actual
billing and coding and the
ethics of billing.
So
I don't know, I kind of don't care.
Is it important to have our employees,
that's our job to make them happy?
We have to have,
we have to set the table for the team,
the vision, the core values.
There's other components of
a CEO like capital allocation,
like we're gonna put money
to a new clinic,
we're gonna put money into Google ads,
we're gonna put money into Facebook ads,
a new campaign for hiring and recruiting.
There's so many roles and
responsibilities of a CEO.
You need to set the tone and the core,
the culture and morale and
ensure that morale is great.
And if not, you need to be addressing it,
having team meetings,
having one-on-one meetings.
So I think I kind of
actually disagree with Joey.
And that's the brilliance of his post.
We're talking about it and I
got to jump to one side of
the fence or the other.
if you want to keep your
people longer than a month
or two it kind of is your
responsibility to ensure
that they that and maybe
they're maybe they're not
the right person maybe it's
the wrong person uh maybe
it's it's the person that
it's the wrong person on
the bus you want to get the
right person on the bus
which the bus meaning you
know jim collins your
business um I actually so I think I it
We can't fully make the employee happy,
but we are trying to make
sure that they are on the
same page with us.
I think it's somewhat our
responsibility to reinforce that.
Yeah, I'm going to take it even deeper.
Not only can I not make somebody,
I can't make a patient happy.
I can't make an employee happy.
I teach my kids.
You can't make your
significant other happy.
Like whoever that person is,
if you realize you're
trying to make them happy,
get the heck out, run.
Like find the exit as fast as possible.
This is a lesson I learned decades ago.
And it's one of those things
where I want to bring happy
people into my world,
people that are already happy,
whether you have nothing,
whether you have everything.
I've got so many
acquaintances that are just
so ridiculously fortunate
and still unhappy.
Now,
there are those people and I recognize
people that are happy being unhappy.
They want to be unhappy.
They want to be angry.
They want to be a dark cloud
that makes them feel good.
Yeah, I acknowledge that.
That's fine.
But yeah, no, no way.
No, how?
There's no chance I am going
to build a business
designed to try and make an
employee happy.
The employee has to be happy coming in.
then we have the foundation
to move forward as a team.
Talking about that,
since they've brought it up,
let's talk about the role of the CEO.
So many of the people that
are going to be watching this,
listening to this, they do everything.
They're the CEO, they're the clinician,
they're the marketer,
they're the account keeper.
But in a real business,
there's a real CEO.
And
And we hear,
especially among the profession,
CEOs being vilified for
making so much money when
the employed line worker is
making a fraction of what the CEO makes.
I think we should address this.
Why does the CEO make
millions in some companies
when the person actually
building the widget is
making just barely enough to survive?
Jimmy, what are you thinking about that?
Yeah, role of CEO,
I want to go back to coaching.
I know it's an analogy,
and I don't know if it's a straight one,
but it's good enough for me.
Going back to a coach,
and I think Coach Herb
Brooks from the the US
Olympic hockey team was a
good example of a coach,
but he was also the CEO of
a general manager.
He didn't pick, famously,
if you don't know history,
he picked a bunch of college athletes,
and he left off
Some top stars.
So a lot of people were like,
I can't believe he's like,
I have to pick the team.
So his job wasn't picking
the the best players.
It was picking the players
that would play best together.
And he realized if he had
somebody who was great,
but they had a shitty
attitude or they weren't
the glue guy or they were
going to disrupt for other players,
their net value was lower.
So he looked at himself as like,
my job is to win the game.
I win the game with a team,
not with a player.
How do I put those players together?
And famously, he took crap for it.
They were like,
you're picking the wrong players.
Now, of course,
those people put their foot
in their mouth when they
beat the Russians and went
on to the gold medal game to eventually.
Do you believe in miracles?
So I think the role of a CEO
is to create the environment.
I know people like the
pyramid with the CEOs at the top,
but ironically,
I think the CEO actually is
there to support everything,
like set the environment, set the tone.
How come we're not doing this faster?
Well,
we don't have these resources that
says the person on the front lines,
then get them the resources.
If that were to have to go
all the way up the pyramid,
it takes too long, right?
So it's your job to make your boss happy.
I think it's your job to
make your boss look good, right?
If your job is to make your boss look good,
but I think the CEO needs
to be on the bottom.
It's his job to make the
people on the front lines
look good because that's
where the sausage is packed.
Tony,
can you re-ask the question just so I can,
what's the actual role of a CEO?
Yeah, what's the role of the CEO?
Like,
why are they making exponentially
more money than somebody on
the front lines?
I think that's what people
really want to hear.
What are your thoughts?
A hundred X.
A hundred X. Okay.
I have a quick story from
one of my mentors, Ed Mears.
Ed Mears has bought and sold
a ton of physical therapy
businesses over the last like thirty,
forty years.
He has,
and I'm going to probably butcher
it a little bit.
I don't know the,
I can't remember the exact story.
I wish we could have him on.
Ed, you're probably not watching,
but if you're watching,
we got to have you on here.
Hey, this show spreads.
It gets places.
Yeah, we want you to come on here.
Ed most recently raised a
whole bunch of private equity money.
This is all public and
raised at least fifty
something million and then
bought up a bunch of clinics,
rebranded them all to Motion PT.
Seven or something years later,
sold them to Confluent and
the deal is on the Internet
publicly as two hundred
fifty million dollar deal.
Years ago,
he sold a portfolio of companies
to either physiotherapy
associates or select medical Novocare.
An employee of the company
that was a driver,
that was driving patients
to and from an outpatient
physical therapy office of the company,
stops Ed Mearsch and he says, Ed,
I was looking through the, you know,
whatever the public
financial documents are,
because I think it was Medicare,
not Medicare, select medical Novocare.
and the the driver knew ed's
approximate salary and he
was like a senior vice
president or he was like a
high level executive and
the driver said you know
I'm making whatever per
hour and I was looking
through the you know the
financial documents and I
saw that your salary was
whatever at the time you
know it was probably like
jimmy just said like a hundred x right
And the driver was like, you know,
can I get a raise?
Like I see you're making all
this money and I don't understand it.
Like you're making this
crazy amount of money and
I'm just doing this.
And Ed,
he said it way better than I'm
gonna say it, but he basically was like,
we love you, you're great,
we get great responses,
all the patients love you,
Mr. or Mrs. Driver, whoever that was,
you're doing a great job
with driving everyone
safely and obeying traffic
laws and all that type of stuff,
making sure that seat belts
are buckled and all that type of stuff.
But he said,
myself as a senior vice
president or COO or CEO or whatever,
I'm delivering XYZ level of
value to the entire organization.
Like respectfully,
if you don't come in today,
there's ten people that
don't come into the clinic.
And those ten people would be, you know,
eight hundred dollars of
revenue or whatever, right?
A thousand dollars of revenue.
But if Ed doesn't come into
the office today,
The level of missed value
could be a hundred X just for that day.
It could be like,
it could have been a strategic meeting.
It could have been a board meeting.
It could have been an investor pitch.
It could have been,
they're acquiring a new practice.
It could have been whatever it is.
And it's a higher level
value job and components.
I don't know if that makes any sense.
I don't know if that's totally clear,
but I heard him say that as
a nice respectful way to
reply to a lower level
employee about the
difference in actual value
that they're delivering for
that role that they've
agreed to do versus a
higher level role that is like culture,
capital allocation, value,
strategic planning,
like really big things that
actually moves the needle
in the organization.
Yeah.
What what do you this goes back to?
And I share this and I
always get persecuted for it.
Are we being paid for the
job or the outcome or are
we being paid for our personal value?
You always hear therapists say, no,
your worth.
It's never about your worth.
It's about the worth of the
job you're delivering to the customer.
a rotator cuff repair, you know,
twelve week rehab program
for my grandmother who
loves gardening is worth
less to her than it would
be to somebody who's going to, you know,
professional sports.
Um,
So we have to make that distinction.
And the job of the CEO,
from my perspective, like you said,
is to guide the organization,
to get buy-in, to lead the culture.
CEOs are ultimately a politician.
That's what it is.
The CEO,
they're the president of the company.
They're the politician.
They have to shake hands and kiss babies,
make everybody excited
about what's going on.
They're partly entertainers,
partly socializer.
That's what they're getting paid for.
And they're getting paid the
value of driving that organization.
They're not necessarily any smarter.
They're not necessarily any
harder working.
They don't have any of those
other attributes that we
like to tie value to.
They just happen to be in
the position in the role
that has more value than
the role that I accepted
when I took a job as, you know,
exercise tech.
Right.
um jimmy what are you
thinking I think that I
think a problem that I fell
for too was you know I'll
use my own experience
because that's all I got
when I started in radio I
was like hey listen like
I'm working really hard I
was the weekend overnight
guy next thing you know I'm
know moving up and getting
promoted I'm looking at the
general manager who's like
the ceo of the building
that I worked in and I
think I realized like or I
realized too late like I
needed to climb higher to
be able to demand those
things because that guy had
no idea who I was like who
the hell is this guy making
fifty I mean I was two
thousand and one I was
making fifteen thousand
dollars a year a year with
a college degree working
six days a week but I
needed to impact more
Here's the thing.
The way I did that is I left.
I had to,
there was no way to climb at that
particular place, right?
I'm not saying this is the only way,
but you have to understand your value.
So I could have just like
muttered under my breath or
complained to my coworkers.
I looked at the situation.
I gave him some time.
I was like,
can you explain to me how I can,
I've been promoted four times in the,
like in six months or eight months.
And I had,
wasn't really given a raise at all.
And they were essentially like, well,
yeah,
What's that?
They tricked you.
You thought you were moving up?
I actually lost money
because I was the night guy
and I was substitute
teaching at my local high
school during the day.
But then I got promoted to days,
promoted to days, but didn't get a raise.
So I was losing eighty bucks
a day because I wasn't subbing anymore.
I had to leave.
I had to walk away and say that I'm out.
So the only way to do that
was to actually know my worth,
but put my money where my
mouth was and find a place
that actually valued me.
And I did that.
So Will Boyd shared a great comment.
He said,
I think a big factor is the level
of stress and
responsibility you're
comfortable living with.
I thought managing a caseload was tough.
Now managing ten people's
livelihoods is another ballgame.
And it's true.
Go ahead.
So before, thank you, Will,
for the comment,
but when this question of like,
is a CEO worth a hundred X
more than their employee salaries,
Will touched on it a little bit,
stress and the livelihood
of other individuals, that's risk.
Ed Mearsch had most likely,
I don't know specifically, but I'm sure
He has personally guaranteed
previously when he was buying and selling,
especially buying and raising capital,
but I'm sure he has
personally guaranteed
millions of dollars.
Meaning if he defaulted,
if he embezzled money, whatever,
if some stuff happened,
he would have been on the
hook at some point in his
career for millions of dollars.
Now, the driver of that other location,
when he bought that
outpatient office and the
driver is driving
individuals to and from that office,
that individual accepted that role.
And there is basically no financial risk.
There is no actual risk
that's going to keep that
driver up at night versus what Will said,
which is, and I a hundred percent agree,
which is you're having the
understanding and the
responsibility of the
livelihood of tens or
thousands or hundreds of employees.
And that risk you're accepting as a CEO.
That's another reason why
they're paid a hundred X
more than a hourly or, you know,
entry-level employee.
Yeah.
Skill set to like having the
skill set of a CEO is
different than even a manager.
Like CEO is a manager, right?
You would say it's a manager
of managers of managers.
It is a different skill set to diff.
It's just a different game.
You're playing a different
game and that game, a one degree change.
on that level can be
monumentally great or
horrible like one degree
over that scale the scale
is just bigger I think it's
different and bigger it's
bigger and different yeah it's different
The other element here is, you know,
you have to be comfortable
being the villain, being the bad guy.
You have to be comfortable
making the decisions.
You know,
one of my boys was watching
someone on YouTube the
other day and they were put
in a simulation of being
president and a nuclear war
starts and what are the
decisions you're going to make.
And so we're watching this reenactment.
And this person,
as president of the United States,
has to make a decision.
Do I launch this attack
that's going to kill a hundred million?
Do I launch this attack
that's going to kill twenty million?
Like every one of us that's
in a role of leadership
We are making decisions
that's affecting everybody.
And we have to both be
comfortable making a
decision that negatively impacts people,
but maybe it negatively
impacts them less than
other potential decisions.
And at the end of the day,
I think generally speaking,
we're always going to be
viewed as the villain no matter what.
The people that are being
influenced by the decision,
they're never it takes a
big person to acknowledge
that was a hard choice.
I'm glad Tony made that choice,
even though it negatively affected me.
You know,
and so we have to be emotionally
mature enough to
acknowledge this is my job.
This is what I'm doing and
I'm going to do it to the
best of my ability.
you either die a hero or
live long enough to become the villain.
Everything goes back to Batman.
That's a Batman line, right?
That's the idea.
So with this, going back full circle,
Jimmy has been sharing some
stuff about recruitment,
attracting team players,
attracting the best person.
I always think of the movie
Moneyball and how it's not
about hiring the most expensive.
It's not hiring all stars.
You need to hire for the role.
Sometimes you need followers.
Sometimes you need leaders.
Sometimes you need people
that work in a cohesive group.
What has been your motivation lately,
Jimmy,
for sharing stuff about recruiting
and attracting the right therapist?
I don't think I understood.
Well, two reasons.
Number one,
and I don't know if this is
just part of what I'm
seeing because it's what I'm clicking,
right?
We start to read what we're searching for,
but I'm noticing a lot more
solopreneurs or what I
think someone else said,
point five to one point
five FTE organizations, right?
So it's like a side gig,
but big enough to support
somebody or one and a half people.
And you're seeing this
problem crop up in our profession.
That's always been a problem,
but maybe I just wasn't
paying attention to it.
The big issue is actually
finding people to work in
your organization.
I just don't think it was on my radar.
I didn't think it was an
issue because I wasn't in
that position to talk to those people,
and now I am.
And I think a lot of times
they're doing it wrong, right?
I mean, I shared a reel the other day.
I've been sharing a lot.
I'm bored.
I'm stuck in the house.
It's still not nice out.
So I'm sharing a lot of
videos about how you keep
talking about you
And it falls on deaf ears.
And when you talk about
someone else and what they're looking for,
people pay a lot more attention.
You get the right people.
I mean,
I shared this before is we had an
ad for a weekend radio DJ,
essentially like on call, minimum wage,
nights, weekends, and holidays.
You don't get any free stuff.
I made the world's worst job description,
right?
I probably got a way less
number of applicants,
but they were the right
applicants because I needed
somebody who was going to,
get a spoon and eat a pile
of crap to get the job that they wanted.
I was like, you want to do this full time?
You got to crawl through a mile of crap.
And I was on it was an overly honest,
even tongue in cheek job
job application that we put out there.
But we got people,
we got the right people to apply.
And I think big organizations miss this.
Like go to any of the large
organizations and go to
their career page and just
look at their job descriptions.
What do they say?
They're mayonnaise.
They are warm mayonnaise and
they say nothing and they
don't do anything.
And then what do we do?
We put our resume through it
and an AI reads it and it
just finds more mayonnaise.
Mayonnaise begets mayonnaise
begets mayonnaise.
I think the ones that succeed do it well.
I mean,
look at Rehab to Perform and Josh Funk.
Their entire social media is
actually mostly not aimed at patients.
It's like, dude,
do you want to work
somewhere in a fast paced environment?
You know who that kicks out?
People who don't like fast
paced environment.
Good.
We don't want you here.
Like in a good way.
You're not going to fit in
here because that's not what we do.
Their whole social media on Instagram,
I'd say ninety plus percent
of it is to show you,
not tell you who they're looking for,
what we are.
As Seth Godin would say, people like us.
do things like this.
So I think I've been talking
a lot more about it because
I see it a lot.
Dave,
I haven't seen you put out any long
form content for recruitment.
You've got the shorter posts,
hundred plus thousand, you know,
couple lines.
How come you haven't gone
the long form route?
I've been thinking about it.
When you say long form,
meaning like long videos like this,
videos sales letters like
just you know anything that
paints the story of you
know I was frustrated and
doing this and then I found
dave and and all of this
changed for me like that
kind of narrative yeah I I
definitely should do more I
did that one remember I did
that long I did that post and uh video
about like being able to buy
a home or an apartment in New York City.
Right.
That was that was like that
was fairly long.
It was kind of like almost
like a long sales letter.
And then that was that got a
whole bunch of positive and
negative sentiment on
LinkedIn and Facebook.
And then then I made it into a video.
I basically like read the post as a video,
maybe three days later or something.
And that was like a I think
that was like a three minute video,
not crazy long form, but like longer than,
you know, like a sixty second video.
Yeah.
Okay.
So we got to address this.
Will, you know,
you always have an open
invitation to the show.
You are always a welcome guest.
If that hasn't been on your radar,
like absolutely within the
next couple episodes, let's bring you on.
Will Boyd, that would be phenomenal.
Yeah.
Tony has been saying it for a while.
We need to make it happen, Will.
we'll talk about fractional
ceo stuff we'll talk about
our cfos um I want to make
a connection I I didn't
realize this wasn't a
connection uh will I've got
somebody to connect you
with on linkedin certified
financial planner uh I
thought you guys already
knew each other I had no
idea so you know this this
show brings people together
I think that'll be a great
connection uh for you guys
All right.
So let's pivot just a little bit.
Let's talk about some stuff
that's going on, valuations, acquisitions,
like what's going on with the business.
I actually, before I turn it over to Dave,
I've been obsessed with chat GBT.
I talked to using the voice
feature chat on the drive
home the other day.
I was like, Hey, you know,
I've got this business as a
physical therapy clinic.
We're doing this much in revenue.
We're doing this, you know,
all of these things I said, but
I really want to build a
business within my business
that I could then offload
and sell as a standalone business.
I said, I've got two thousand square feet.
I've got exercise equipment.
I've got all of these things.
There used to be a
How can I build a business
like Curves that I could
then package and sell
without interrupting my
physical therapy business?
And we went through this
whole thought experiment,
which I've done a bunch of times before,
but I just wanted to do it again,
where we said, you know, look,
if you're doing four to
five hundred new patients
coming into my physical
therapy clinic every year.
A bunch of these patients
are perfect candidates to
join a independent exercise program,
two or three classes a week,
group workouts.
They pay a hundred to three
hundred dollars depending
on the time slots that they
want to access.
And we build it into a I
think we were looking at a
two hundred and fifty
thousand dollar revenue per
year for a single owner
operator who then I would
sell that business to.
as a multiple of profitability,
but I would keep my
physical therapy practice.
Like I'm literally just
building a business in my
business and selling that
to somebody who would then
come in and operate that business.
They could pay me rent.
They would obviously get an
SBA loan or they would just
pay for the business with, you know,
their own money.
I was like, why aren't we doing this?
We could spin off billing companies.
We could spin off marketing companies.
We could spin off exercise stuff.
There's so many things we
could do within the
business structure we already have.
But what have you been looking at, Dave,
for valuations and business ideas?
Yeah,
so speaking to a couple owners recently,
I can't really say where,
but we'll say in New York
State somewhere.
Some of the great things I'm
hearing from these owners are like,
and historically I was
always complaining about
like owners having
unrealistic expectations,
but some of the most recent
owners we're speaking with
about a potential future deal
I love and I respect when
they have some level of
realistic expectations.
So a couple things.
One is valuation, right?
So once we find out, like,
what's their adjusted EBITDA?
Like,
what's their net income after their
ad backs?
Because many of these owners
have personal items on
their business books.
They have, like, their...
personal car lease that has
nothing to do with the
business on the business
books their family cell
phone plans all that type
of stuff you take away that
stuff it's like hey let's
find the net cash flow the
net uh the net income of
the business and then so
whatever that number is
okay what's that number um
we gotta we gotta agree on
that number first of all
And then it's like, well,
depending on the size of the practice,
what's the multiple?
Is it like a two or a three
or a four or a five X?
And that's all subjective, unfortunately.
That's where the owner,
are they motivated to exit and sell?
Are they motivated to do a deal?
Or are they just looking to
get the highest dollar
amount and they'll try to
hold out for a higher multiple?
Because basically the
adjusted EBITDA number
times the multiple is gonna
be the purchase price.
But then we gotta agree on like, okay,
well,
How much of that money do you need?
One thing is one thing.
How much of that money do
you need at the close?
Do you need ninety percent of it?
Do you need just fifty percent?
And the other fifty percent
could be deferred as seller
finance or twenty five
percent deferred as seller
finance in the future where
we pay that out starting
twelve months after the
acquisition or starting
three months after the
acquisition or whatever.
So that's one thing I'm seeing is,
I don't know, maybe
maybe there's some correction.
I don't know.
Maybe there's something in
the environment that owners
are getting a little bit
more understanding in terms
of de-risking the deal.
We're looking at the deal and we're saying,
hey,
how much of the practice is wrapped
around you?
That could be risky.
One owner we're speaking with,
they said they would be
fine with staying on board
for twelve months during the transition.
I'm like, amazing, because I,
and we said like, hey,
in the first six to twelve months,
like we probably have no,
we don't have an initial
plan to even rebrand it,
to change your name.
Like we want to keep your name.
We might even keep your EMR,
your medical record.
We don't want anyone getting spooked.
We want your therapist to
stay comfortable.
We want your front desk
staff to stay comfortable,
meaning like not spooked and scared.
We don't want them to leave.
These are all the major
components of risk and the
challenges with deals and
not so much change evaluations,
but it's like having these
practice owners understand
how these deals get judged,
how they get evaluated,
how they get assessed,
and risk is one of the
biggest components.
I think you bring up a good point,
which is say the thing that
you're scared out loud and
see where it could go.
If you're actually worried,
if I buy this and the owner bails,
then I'm nervous about the
actual value of this, then say that.
Be like, if you leave, what's the deal?
Oh, I'll stick around for three years.
Is that the deal breaker?
Because that wasn't a problem for me.
Bringing those things up
I guess would feel scary,
but I feel like you're
saying it probably is
better just to get those
things out of the way.
Especially deals this size,
if that's a deal breaker,
say it out loud.
Because deals like this
don't pop up all the time.
If you've gotten to that stage,
say it to prevent a deal breaker.
So Dave, I got a question.
How does the acquiring group,
let's say the owner says, yeah,
I'll stay on.
I have to assume a couple
things going into this.
One,
the owner is probably not doing a
great job anyway.
Like the fact that the owner
is looking to sell,
unless they specifically
built the business to be sold,
the owner is probably not
doing that great of a job anyway.
How does somebody who's acquiring,
whether it's a private
equity or a private sale,
how does that acquirer say, okay,
I'm going to keep this owner on,
but then you realize the
owner's doing a crappy job.
I need to get rid of the owner.
How do you address those issues?
Yes,
we have the option in the purchase
agreement and the future
potential purchase
agreement to basically
terminate that contract,
the employment contract at any time.
If we do a deal,
there's gonna be like the
one purchase agreement
contract for like the price
in terms of the actual practice.
and the duration of them
staying on in the transition.
Depending on the deal,
that could be put into the
purchase agreement contract,
or it's going to be in the
employment agreement.
The employment agreement is
going to be like, hey, Tony,
we're going to agree on a
certain salary or hourly
rate for whatever
And it's going to be here's
your roles defined.
Like it could be the social media stuff.
It could be, you know,
you're still going to do
shockwave treatments.
You're still going to do X
amount of social media
published videos per week or whatever,
like really defined items.
But at the same point,
At the same time,
it's kind of like we could,
if we wanted to, we could lock you into,
let's say it's the twelve
months or whatever, where if you leave,
then there's going to be
some penalty that you would
have to pay us.
But we would be able to
terminate that employment
contract at any point if
you're and you wouldn't, Tony,
but other owners,
if they sabotage the practice,
if they start, you know,
talking bad about the new
buyers to the team members
and you're going to, you know,
you're going to like dirty
the water and cause issues.
then the buyers absolutely
would wanna get rid of you.
And maybe there's some
financial penalty there,
but the buyers would wanna
have that ability.
However,
that's why with all the calls and
the meetings and building
rapport and building a
relationship with these owners,
that's why it's vitally
important because you have
to have so much trust and
relational capital built up
to understand like, is this person,
and it's no different than
like we talked about
interviewing and recruiting.
It's no different.
It's just like making sure
that this is the right person.
I think such a great
opportunity right now for
somebody would be,
we know that there are
people who are great at
going from zero to one,
meaning like you start from
nothing and you build and
get those first couple of clients.
We know that there are
people who are great at
going one to ten and ten to one hundred.
I think there's such an
opportunity for somebody to
just go out into the market,
make great connections.
Somebody like Jimmy,
who's got connections with universities,
connections with students,
connections with new grads.
And then you just go up,
go out and kind of create
this incubator where you
just start practices from nothing.
You build them to a certain level at scale,
package and sell to the next level.
Who's going to then take that,
put it into private equity,
put it into something else?
What are you nodding your head about?
Because this is what my PT
school roommate's dad did.
Okay, tell me.
He started PT practices in
Northern Virginia where they lived,
and he had the most boring names.
I hated them.
When he would tell me, it was like...
Name of town.
Local town.
And it's the dumbest idea,
except it's the brilliant
idea because everybody thinks of it.
It's better for Google.
He was smart.
He only did what he needed to do.
And he would do this.
He would open a PT practice,
I think with a co-owner.
I'll have David or his dad
because David lucked out.
Both of his parents were PTs.
I mean, he was like PT lineage.
And his dad and his partner
would open a clinic.
They'd get it to profitability.
Like they'd build a business.
And they'd recruit, probably, I'm guessing,
and I want to speak for Hadi,
but thinking,
who here is going to be the ideal person?
They, I think, for the most part,
wanted it to come from within.
And I think he wound up
selling several of the practices to...
Marymount grads because
Marymount was a school,
like you just said,
right down the street.
So I've got a feeder school.
So it's always going to have
somebody who wants to stay
in the area and work here.
But I think he was always
sort of looking like who's
going to want to take this over.
And I think it was I think
they were smart enough to know, like,
that kid's probably got no money.
How do we structure this
deal to make sure?
And he was never I mean, in what I've seen,
all those businesses have
continued on with those owners.
Right.
So it was never like,
I'll just sell you
something and good luck.
They sold them something
that was on the way up,
but they didn't want to be
here from eight to fifty.
They were like, we're good at one to five.
And that's what we want to do.
And then he'd sell it.
They'd go twenty miles down the street,
right?
Far enough away where
they're not competing and
open another boring PT clinic,
this town physical therapy.
And they did it again.
That'd be a great episode.
I should get David and his
dad on here to talk about
that because it was so
boring that it was brilliant.
Yeah,
the mindset of somebody who's
starting something to sell,
trying to find that peak
value where there's enough
meat on the bone that a new
buyer coming in still has
acceleration and still has growth.
But you can get in and get
out relatively quick.
And really, for the right personality,
that's the best part of the whole thing.
Yes.
I'm twenty five years in.
I have so much history and
baggage that's weighing me down.
But if I could get in three to six months,
accelerate growth, recruit, grow, market,
do all the fun stuff and
then sell by twelve months.
Amazing.
So and I don't want to say
too much because I get told
things sometimes and I'm like,
is this for public
consumption or is this for Jimmy?
And just for future reference,
don't tell me anything
monumental that you don't
want on a podcast because I
might screw up and just say it.
Right.
But I do know someone who's
doing something like that.
So what I'll do is I'll text
them and be like, hey, is it cool?
And I'll just bring them on this way.
They know that they're streaming.
But I believe this person
that I know is trying to solve that.
Essentially,
let me take all my business
knowledge and starting,
and you're motivated,
but you don't know where to begin.
Let's go into this together
and share the risk,
but you get the reward.
I would love to continue to
put messaging out about the
out-of-network practices in
New York City.
Hey, if you're watching or listening,
let's all band together.
We're fighting for the same leads.
I was just thinking about
this the other day.
I was like...
I'm spending money on leads on,
on Google ads and Facebook
ads and all that.
Like, why don't we all band together?
Let's figure out a, maybe the first twelve,
maybe the first twelve months,
maybe these owners pay me and my group,
like some, almost like Joey and Robbie,
like, like, like, I don't know,
some coaching.
Not that I want to be a
coach or mentor or whatever,
but like you pay us and like, but you can,
in twelve months,
if we don't love each other,
then we don't partner and you, you know,
but I,
we bring our playbook and our best
practices and we're like, Hey, we're,
we're like buying these leads.
And let's say someone's not
the right fit for us.
Like,
why wouldn't I want to refer to
someone else?
Or like, we refer to a brick and mortar.
I'm looking at Google mass right now.
And I won't shout out any
names of practices,
but there's a ton of practices nearby.
Like we get a lead and like,
sometimes there's a
physical therapy office on
that person's block,
literally on their block.
And it's like,
do they even know that that
office is there?
It's crazy, right?
So, like, if one way, you know,
like portfolio management of practices,
like if we banded together,
if we had some co-ownership,
we shared best practices,
that could be a way where
there's cost savings.
There's immediate cost
savings that that money
drops to the bottom line.
You're beautiful minding it.
Did you ever see the movie Beautiful Mind?
No.
Of course.
He's in the bar and there's
five guys and they're all
trying to compete for the blonde.
And he's like, wait, what are we doing?
If we all just actually work together,
we wouldn't be competition.
Although if you want to math
that he wound up with the blonde.
So he was like, I have a crazy idea.
What if none of us went for
the blonde except for me?
And then we wouldn't compete.
And they were like, good idea.
And then he left with her.
Like that was a brilliant
move because he sold them chess.
playing chess playing
checkers when they were
playing chess so wait what
are you saying like you
guys instead of being like
and we'll use like new york
this is like the eighties
instead of being competing
crime families you guys
come together and form this
big crime family like
instead of competing let's
just carve this up and
figure out how to do it
together because together
we can compete with big
franchise places in new
york like yeah and
So, I mean, ultimately,
it can't fully happen.
There's a couple of ways it can happen.
One is the USPH model, right?
So they buy seventy,
eighty percent of a practice.
The owner keeps twenty or thirty percent.
That's formal.
Or there's the IPTA,
which is another way I had.
Oh, my gosh.
Drawing a blank.
Yeah.
No, well,
he's kind of doing something similar,
right?
Similar.
Ken Gazzardo in New Jersey.
So he created like,
it's like a joint tax ID.
So it's one tax ID.
These other practices can plug into it.
But if they sell to some
corporate or whatever,
they can leave that at any time.
So it's like they're in the
same tax ID so they can have better...
Negotiating power with insurances,
they can have cost savings
with the same EMR.
You have to use the same EMR.
You have to use the same
payroll and HR system.
If you're joining, and this is public,
like Paul Vidal in South Jersey,
my mom goes to his office.
I know Paul.
Specialized physical therapy.
He's got like two or three clinics.
He joined that.
He joined Ken Gazzardo's IPTA.
But if he were to sell to us
or anyone else, if he sells,
they can leave that.
So I don't want that.
I want the lock-in of the equity.
I want the equity exchange
so that we actually can have some scale.
But I'm not saying...
like it has to be seventy or
eighty percent it could be
twenty or thirty percent it
could be forty or fifty one
percent um but the
challenge is like a lot of
these practice owners that
are independent they went
out on their own they took
a lot of risk and they want
to you know collect all
that value they want to
make all the decisions and
all that so then it would
be like a bunch of mini
ceos under our you know
group and that would be or
that could be a challenge
so uh I'm floating this right now
I'm going to, I'm going to use,
here's what I'm going to do,
because I don't know if I
fully understand it because
I think we're making it up
as we go along in a good way.
Like we're just designing this.
I'm going to take the
transcript of this episode and be like,
give me a comparison in
another industry that does this.
Cause it feels like it feels like a co-op.
No, no.
I mean, it's, it's,
it's the same as it's the
same as confluent buying
motion or it's the same as
USPH buying the majority of practices.
Yeah.
Going back to the beginning though,
I was starting the mindset of, okay,
Dave's talking about leads.
Why are we all paying for
leads separately?
Why don't we come together effectively?
Like Jimmy said, make a co-op where we say,
Hey,
let's put this money in and then
we'll share the leads that come in.
Like round robin it?
What?
Like round robin it?
No, but I'm saying sharing everything,
sharing how to interview and recruit,
best practices of everything,
how to train your front desk staff,
our playbook.
So the only way we would
want to open the kimono to
other owners that are in
the same zip codes is if
there's some equity exchange.
I think we're getting there.
It's a franchise model where
you are franchising the
marketing machine.
So you come together for a
specific geographic area,
but the practice owner
still keeps his core
business privately owned.
This feels like,
have you guys ever heard of
what Uber drivers do near airports?
This is genius and brilliant.
Have you heard about this?
No.
They sleep in the cell phone lot.
No.
A bunch of Uber drivers
would go to the cell phone lot.
A bunch of Uber drivers will
go to cell phone and
they'll know five planes,
big planes are landing in
twenty eight minutes and
they'll just yell,
everybody turn off your Uber,
like turn off.
You're not available.
So now supply goes down and
demand goes up because five
planes are about to land.
And these guys are like
they're like they're like
in the Wolf Wall Street.
They're like, hold, hold.
Everybody wait, wait, wait.
But there's got to be some
guys that turn their phone on early,
a few seconds earlier.
But what they're doing is
they're driving the surge
pricing up because everybody's going ding,
ding, ding, ding, ding.
Where's the ride?
Gangster.
One dude watching it rise and rise.
And when it hits a certain value,
everybody goes green light
and they all make money.
So they're gaming the system
like you don't hate the player,
hate the game.
This is something similar.
We're like, let's band together.
We're actually not competing.
We are,
but we aren't like there's more
than enough to go around.
Why are we fighting each
other is what I feel like
I'm hearing you guys say.
So how does a company like Zillow,
like doesn't,
if you're a realtor and
there's a thousand realtors
in your area and you pay Zillow,
doesn't Zillow just spit
out the incoming lead to
everybody in the area and
you're paying for those leads?
Yeah.
I don't know.
I don't know a hundred percent.
No,
but that would sound like that would be
a reason to use it.
Right.
Like Zillow is like, hey,
come on board because we
have we know what we're good at,
which is traffic like SEO
and traffic for a particular site.
Like right.
Like instead of me going to
Keller Williams and Century
twenty one and and having to pick my pony,
I go to Zillow.
Well, number one,
I check the value of my own
house every once in a while.
I get my Zestimate and then and then, yeah,
you're looking at whatever
things are because it's a good resource.
They understood what game they were in.
Zillow did anyway.
I think there's something there.
Yeah.
And I think New York would
be the place to try it, right?
If you're going to try it, like,
cause you'd have more than
enough people to sign on or
jump on board.
All right.
So before we wrap the show,
did you guys see the long
form sales letter post that
I shared and kind of the
iterations that I shared?
I think it was yesterday
related to a service where
the therapist goes out,
meets the patient at the
home after they've been
discharged from the
surgical center following a
total knee replacement.
I saw the video of your heart.
Yes, I saw that.
Okay.
So here's the deal for context.
Anybody who's still watching,
anybody who's still listening.
If somebody hires me to do this,
I will do this.
I am not interested in doing this.
This isn't something,
but I'm putting it out.
I don't want to do this.
Yeah,
I'm putting it out in the real world.
Like this is attached to my
business Facebook page
because what I'm trying to
do here is I just want to
show other clinicians what's possible.
I don't really care.
I don't care if somebody hires me,
doesn't hire me.
I don't care if it does well,
doesn't do well.
And basically what I've been
doing is sharing the process of
OK, I've got an idea.
I go to chat GPT.
I start to iterate on that idea.
I feed, you know, again, Gary Halpert,
Alex Hermosi, Roy Sutherland.
Like I feed these names, Seth Godin,
and I say,
give me back something that
they would have created.
And I won't read the whole thing,
but to give you an idea, the context.
It's under my Total Therapy
Solutions business Facebook page,
which is blowing up this month.
It's doing awesome.
It's at one point three
million views over the last
twenty eight days on the whole account,
not just this post, the whole account.
But it's OK.
Quote,
I know she'd say not to spend the money,
but I can't let her do this alone.
That line is because we know
our moms and dads would not
want us to spend the money to hire help,
hire an aide,
hire a therapist to come do something.
They're not going to spend
the money and they don't
want us to spend the money.
So I said,
I want you to target the adult
children of the ideal client,
knowing that the client
doesn't want to spend the money,
but the kids will.
Then it said,
if your mom or dad is having
a total knee replacement soon,
you're probably already
feeling the pressure.
You've taken time off work.
You're trying to manage
everything the hospital throws at you.
The discharge instructions
are a mile long.
And through it all,
one thought keeps running
through your mind.
Quote,
how am I going to get them from the
car into the house without
something going wrong?
And so then the rest of the
post goes through and it shares, you know,
the drama around the people
at the surgical center will
get mom and dad into the car.
But once you get home,
how are you going to get
them out of the car, into the house,
into the recliner?
So for four hundred ninety nine dollars,
some of which might be
covered by insurance.
And I mentioned that.
But worst case scenario,
four hundred ninety nine dollars.
A therapist, me,
will meet you at the house
when you arrive from the surgical center.
will bring the confidence
and the peace of mind to
know that an expert is
there to help get mom or
dad out of the car, up the stairs,
into the house and into the recliner.
And that person is there to
answer your questions
because once you get in the house,
that's when all the
questions kind of come to your mind.
uh so I put it out there I
think the post like in the
real world out in the wild
it's got a couple thousand
views and that's all
organic there's no paid money behind it
So I'm doing a bunch of these.
I did one for runners running assessment.
Again,
I don't really want to do a running
assessment,
but I want to see how the ad performs.
I've done a couple of
different iterations.
We haven't had any takers yet,
but I am seeing an uptake
uptick in inbound calls and
messages from local people,
people in this area who are
watching our Facebook posts.
I like... Read that ad again.
I knew she wouldn't want me
to spend the money.
Yeah,
I know she'd say... The first line is
great.
Yeah,
I know she'd say not to spend the money.
I can't let her do this alone.
Like that...
Go ahead.
That tugs on a couple
different emotions because
we've all felt that.
I know she wouldn't want me
to spend the money, but you're like,
on what?
And then do it alone.
I feel like if you could get
the word mom in there,
it would be better because I'm like,
who's the she?
Yeah, very true.
And then the second one is,
the second thing I like about that is
you don't think about how to
get from the car to the
house until you're sitting
in the driveway.
So it's like, you're,
you're highlighting like,
how'd you solve that?
And people like, uh,
hadn't thought about that.
Right.
Like that's sort of like how
gently we get someone from
their hospital bed to the
door of the hospital and
how we're just like, good luck.
Like, it's so careful.
It's like,
wear these grippy socks and be
so careful.
And there's forty nine
people looking at you.
And then you get to your
driveway and you're like,
good luck figuring the rest
of your life out.
And you're like, hey,
did you think about that?
The answer is always no.
Great.
So I know it's kind of hard to see.
I know it's kind of hard to
see on the small screen,
but this is inside my
Facebook business page.
This post I posted, I think,
forty eight hours ago or so.
Two hundred and fifty two thousand views.
The one that I was just talking about,
twenty six hundred views.
I've got a couple like
twenty five thousand views,
sixteen thousand views.
These are all within the last week.
I've got BlazePod.
I've got NuFit.
I've got the Reactive Step
Trainer from Biodex.
Like the organic reach on
the business page right now
is just outstanding.
Going back real quick, that headline, Tony,
the emotions of it,
it also makes the son or daughter,
I believe, feel guilty.
Like if you don't use this offer,
if you don't use this service,
if you don't take you up on this offer,
you would have guilt as the
son or daughter.
By default,
you're saying if you don't use this offer,
you're allowing your mother
or father to do this alone,
to go at this alone, which is genius.
What kind of a son are you?
There was another one.
I'm trying to find it.
It basically shared a
narrative story where it was like,
you know,
it was raining and she was
crying and talking about
how mom was- Double moisture.
What?
Double moisture, raining and crying.
But saying how mom was stuck
in the car and I got the
call and I rushed right
over and I helped them
because they didn't know what to do.
And the pain and panic had set in.
And these are, I mean, yes,
they're made up by chat GPT,
but these are real life
situations that people are
dealing with real pain points,
real urgency.
You know,
is it the perfect solution for everybody?
No, but for the right person,
I don't care about the guy
who can fix my leaky sink
until I'm ankle deep in water.
It's not my problem until it
is my biggest problem.
Even with the runner,
so going back to the runner,
I was telling Chad GPT, I'm like, look,
runners will run through the pain.
Runners don't care about pain.
In fact,
they run better when they're in
pain because it makes them
feel like they're pushing
themselves harder.
So every running ad that I
see about avoiding pain,
I just don't think they're effective,
you know?
So I'm like,
I want you to create an ad
that talks to a runner who
is happy to run through the pain,
but their concern is they
don't know if running
through the pain is going
to make the condition worse.
They don't know if they're
making a mistake.
They don't care about resolving the pain.
They want to know,
can I keep training through the pain?
And then what I did was go ahead.
Can I, can I run my next race?
Yeah, exactly.
So I shared a real-life
story of a real-life Dave
telehealth visit that I did
about two weeks ago.
for a runner, female runner.
She was she had just run an
eleven mile race.
She was experiencing like
sacral pain that she never had before.
Bilateral, symmetrical, no radiculopathy,
like very pretty basic,
small frame female runner.
So, you know,
we went through all of
eliminating all the
potential problems through the call.
And I said, look, it's a it's a
It's not a deficiency in strength.
It's not a deficiency in range of motion.
You don't need to do all the
garbage that you see online.
Your deficiency is in recovery.
You need to eat more, sleep more.
We talked about recovery.
We talked about, okay,
now you've got three or
four more races coming up.
Are you going to run all of them?
You probably can and just
run through the pain.
Probably going to be fine.
Nothing suggests to me that
you're going to break or
tear or damage something.
I said,
but if the next one isn't as
important as the second to next one,
let's skip one or let's use
one of them as a diagnostic to see.
Let's play with some
different things and see if
we can figure out what's
causing this sacral pain
that you're dealing with.
I think it's a ligament problem, overused,
undernourished.
But I took that story.
Put it into chat GPT to
create a post that was
focused on the person who
is happy to run through the pain,
but just doesn't know if
they're going to tear something.
If they know they can run with pain safely,
they're going to run with pain.
But if they're going to break something,
they need to stop.
This would be great for
someone like Doug Adams.
Yeah.
Because if Doug could
explain to clinics how to do this,
how to do the marketing part,
Then at the end of the rainbow is come.
I don't know the answer
because I because all I've
seen is telehealth come
into my clinic where I have this,
you know,
forty thousand dollar camera
system because all you did
was you made that runner
feel like she was an
Olympian at Olympian.
You were like, all right,
if you got an A race and a B race,
maybe we use the next race,
which is your B race.
Like it's up there,
but it's not your A race for this.
Let's use it as a diagnostic.
It's like, OK, you understand, right?
Because how many PTs were just told?
Shut it down.
rice baby rice don't don't
don't do that yeah right
and every runner is going
to go okay okay and then
keep running like or most
runners right and I can say
this because I used to be a
runner that's what they'll
do all right guys I took us
over let's hit parting
shots dave kick it off
Parting shot.
Last week,
Jerry Durham reshared one of our
recent episodes on LinkedIn or something.
And we were talking about
technology in the future or whatever.
And I clicked on it and I
started rewatching the episode.
I don't always watch or
listen to my own stuff,
especially like on my show.
But just like, it's fun.
It's entertaining what we do.
It's great.
It is.
It's fun during,
but then sometimes watching the recap,
I can see why we get people
commenting live and
watching it and all that.
And like, it's great.
I've done episodes on my show with folks
where I would never go watch
or listen to that episode
again uh just I wasn't
enthused with it I wasn't
excited from the
conversation whatever uh so
not that I'm patting myself
or ourselves on the back uh
but but pat pat baby this
this is why we're this is
why we're no but this is
why we're still doing this
after how long I don't know
almost two years or
something yeah yeah jimmy
Uh, parting shot would be, uh,
put the audience first and
it's hard to miss.
I know Simon Sinek says you
start with why I just want
to politely disagree with Mr. Sinek.
I know he's a Ted speaker
and a multiple bestseller.
I think if you start with
who you get to why faster
and you get to a better why.
So not that I'm disagreeing.
I'm yes.
Anding Simon Sinek.
All right, guys.
Parting shot.
Go support the channels.
Go support your favorite therapist.
Dave Kittle Show, PT Pinecast,
Learn Medicare Billing, Concierge PT.
And I'll officially be in
Orlando in two weeks at
Joey and Robbie's event.
I'm crabbing a crash.
If you haven't registered for Joey's event,
go check it out.
We'll share the link.
We'll see you guys Tuesdays, Thursdays,
eight thirty a.m.
Eastern.
Great show, guys.