All right.
Good morning.
PT Breakfast Club.
Dave.
Dave's out on a run.
Did you get that on Instagram?
He's at mile one of
something like a half hour ago.
So Dave's running back.
Hurry up, Dave.
Or he's the one person
watching us live right now.
What do you want to kick off with first?
I didn't know this about Topgolf.
I've been to Topgolf two or three times.
You sent a video to us and
you were giving me the
beats a second ago.
Topgolf was designed to turn
non-golfers into golfers.
Feels like a smart idea.
Yeah.
Did it work?
Spoiler,
I wouldn't be bringing up if it did.
So if you I don't have access to it,
if you share the link to
that YouTube video.
Yeah.
Before we hit go live,
Jimmy and I were talking.
I said, I listen to this.
This is the stuff that I
listen to when I'm on a run,
when I'm doing anything.
It's it's these like, you know,
did you know about business
kind of stuff?
So when Topgolf first started,
the original founders,
they were totally failing at business.
They were running up debt.
They were using all of their
personal savings.
And the problem was they
were trying to make Topgolf
a way for real golfers to
get better at golf.
Nobody cared about it.
Nobody wanted to do that.
Eventually, they, you know,
they did the radio frequency.
They gamified it.
They eventually pivoted to, hey,
maybe we're wasting our time.
This reminds me of therapy.
We're wasting our time,
forcing our ideal customer
to want what we want them
to want instead of serving
them what they actually want.
And so eventually they pivoted to, okay,
this is a sports bar where
you can hit golf balls
rather than this is a golf
training performance center.
And that's when the idea blew up.
All of a sudden you could
take somebody that's never
hit a golf ball before.
And if you think about it,
like I'm not a golfer, I will golf,
but I am not a golfer.
The only thing I enjoy about
golf is smashing the ball
as hard as I can,
no matter where it goes.
Um, the drinks, the hanging out, you know,
like those are the elements,
maybe the bedding.
And so you pull those things out,
you package it in an
appealing way and you sell
it to the consumer who wants to do that.
So like you could take, um, you know,
what used to be a four hour
event and sell it by the hour.
You don't have to get carts.
You don't,
I guess driving the golf cart's
a fun part, but yeah.
So basically, long story short,
they were failing, failing,
failing until they found
the formula that their
customer actually wanted.
Eventually it was acquired by Callaway.
Problem is when Callaway bought it,
they bought it with the
intent that we're going to
turn non-golfers into golfers.
If we can convert even a
fraction of them into
actual golfers who are buying equipment,
we're going to explode our revenue.
It just never happened
because those people don't
want to be golfers.
Right.
I love going to Topgolf.
I don't want to go golf.
Is there a parallel here to
Savannah Bananas?
Because it's not golf, it's not baseball,
but for Savannah Bananas,
they're solving a boredom problem.
And that's what Topgolf did,
but how often are you going to do that?
Savannah Bananas is okay if
you come out and see us
once or twice a year.
Topgolf needs you to come
out once a month if they're
going to be successful in a community.
I think the underlying theme
here is what are the best parts?
What's the twenty percent, you know,
that generates eighty
percent of the revenue and profitability?
What is the true product market fit?
And let's just focus on that, you know.
So Dave is back.
Dave, how was your run?
It was good.
I'm still not showered,
but you guys come first and
shower and breakfast later.
Smart man.
Well, it's not smell-o-vision,
so we're good.
So I had to steal this
strategy if you want to kick this off.
Or wait,
we had something else we were
going to talk about in the group chat.
I always forget about it.
We were going to talk about mills,
but let's do steal this strategy.
So the stealer strategy is a quick one,
and it has to do with...
Donuts.
I do not live in a place
that has Krispy Kreme right now,
but someone taught me this
weekend when I was
traveling that there is a hot now sign.
Are you familiar with the
Krispy Kreme hot now sign, Tony?
Tony's not.
That's good.
I wasn't.
Dave is.
All right.
So how do you explain the
hot now sign at a Krispy Kreme donut?
So if it's lit up,
I think more people
potentially pull over because listen, I'm,
I'm maybe some family
members say I have a sweet tooth.
I don't buy,
I don't go out of my way to
buy sweet stuff, but if it's there,
if it's there,
You know,
I'm on the road with my family
visiting South Jersey and like here,
like a lemon icy cake, you know?
Yeah.
So, okay.
So the Krispy Kreme sign, if it's lit up,
it's like it attracts the way that,
you know, a bug zapper attracts bugs.
It will attract a human that
has had Krispy Kreme donuts
that are hot because there
is a big difference between
when they're hot off the
press versus six or twelve hours later.
Correct.
So it essentially it is
literally quite literally a
neon sign that is in the
window that is not lit
unless they're like donuts
are rolling off the line.
So they're not making donuts
as much as I wanted to
believe the the Dunkin Donuts commercial.
Time to make the donuts, right?
But it's quite literally a beacon.
And then I believe this is a
smart move if you have the app.
Yeah, here it is.
This is exactly what it looks like.
It's hot now,
but it's off when they're not
making donuts.
So you drive by and you're like, hey, bro,
hot now.
I'm picking up a dozen and
coming back to the office.
So they're pulling levers of psychology.
And they're saying like, why is it?
Why does it work?
Scarcity, it's better hot.
It's hot now,
but in twenty minutes it might not be.
It quite literally is a Pavlovian trigger.
It's the bell that is making
your mouth water.
FOMO and ritual.
It's like, hey,
I brought them in for the office.
People like us do things like this.
This is what we do when they're hot.
Now we bring them into the office.
And visibility,
it makes the invisible visible.
So how could healthcare or
PT clinics steal this?
And I wanted to do something
with a rep counter.
Imagine you had an analog,
we're gonna talk about
analog and paper in a
digital world with AI,
but imagine you could, you installed,
you had a clinic,
I got a buddy who has a
clinic up the road on a
decently busy road,
and you had an analog counter,
like the little,
like the flip down counter.
You could do a digital too, right?
Digital billboards are expensive,
but they're not that expensive.
Could you have some sort of
metric like squats, deadlifts?
Could you have a group goal
in the community to get to
ten thousand squats in a month?
And if we do,
we'll help buy a new park
down the street.
So what you're doing is
you're removing the black
box mentality of.
There's a PT clinic over there.
What happens?
PT.
You can't use the word in the definition.
What's PT?
I don't know.
Stuff.
They do a little of this
rubbing and then they make
you move and they do bridges.
This makes the invisible
visible and I like it.
It actually builds curiosity,
especially for people driving by.
What is going on in there?
The best marketing you
didn't have to pay for is
you're having people do that.
So the community challenge would be nice.
Ten thousand reps this month
and we'll donate to a local cause.
You're probably going to do
it to that cause anyway.
But now you're helping
people help you earn that thing.
And it makes the clinic feel alive.
Like,
could you have this hot now mentality?
P.T.
is happening here.
uh outside of the clinic you
know bonus points is every
time someone does something
you know youtube is really
great at this when you hit
a milestone you get an
email saying you hit number
of views but they frame it
up in a badge for you to
share externally right
which is so dumb and even
when I know the trick is
happening to me I still
fall for it because I'm a
big dumb animal so how
could you steal the hot now
strategy from krispy kreme
my vote is make the
invisible visible and put
it out there somewhere.
I actually like the digital version,
right?
Like posted on Instagram,
but that's done so much.
I like the analog thing.
Like now bell bottoms are
coming back in kids.
And in two years,
all bottles will be back in
because they were in,
then they were out and then
they're back in again.
So that's my still the strategy.
I want to hear how Dave can
roll that into a mobile kind of business.
I know for me,
like the easiest thing is always,
you know, create a team, whether it's a,
it's an actual team or a virtual team,
but group patients together.
Hey, you're purple, you're black,
you're blue.
We're going to compete against each other.
We're going to achieve so many steps,
so many reps, so many pounds lifted.
Um, I think Strava and a couple other,
you know, apps or do,
do that kind of gamification, um,
And then just run a monthly
competition every twenty eight days,
you know, which team won this this month.
And if you do discharge a patient,
then you fill that spot
with another patient.
You could even you could
even go to like what the NFL does.
You could have teams draft new patients.
Like imagine you're a new
patient coming into a
physical therapy clinic.
You're scared.
You're in pain.
You don't have any connection to anybody.
And all of a sudden you're
up on the draft board and
like teams are battling for you.
And we want John to be on our team.
And, you know, you,
you establish that culture.
I think it's such a warm
invitation into the community,
but I would struggle to see
how you do it in a mobile business.
yeah I I was thinking tony
would maybe not even like
like it uh and and say uh
jokingly like you know
tallying up units like
billable units and for us
you know mobile visits like
I guess it's more about
visits and maybe less about
reps because you can't uh
group people together I
think the the best idea so
far from this is already
what tony just said about
groups there's something called
uh the athletic I believe it
started in new york city it
was invested by um ann
malum and was the one that
sold solid core for like
eighty million dollars or
something she raised
private equity money and
she invested in a company
in new york city it's like
group fitness but it's like
if I sign up I'm with the
same people tuesday and
thursday at six thirty pm
it's the same six or eight
or whatever people
And obviously it builds community.
And obviously people know
like if I'm out and I'm not
there at the workout class together.
So I think the grouping
patients together actually
would be a great idea.
Then you could, you know,
maybe you could group
people together based off
of like conditions or
diagnosis or whatever to
make sure it's somewhat
even or fair or whatever.
But yeah.
I think the group thing,
like at Tony's clinic, Tony,
do you think it would be,
if you were to do this, would it be,
you know,
groups of two or four or six or like what,
what type of number would that even like,
how would it even make
sense based off of like your volume?
Yeah, it's totally arbitrary,
but I would say groups of four,
four seems to be a good number.
When I look at our patient volume,
I look at the actual physical space,
like how many people could
we fit into the physical space?
And these groups form naturally, you know,
so we have a non-covered
maintenance program, a wellness program,
independent exercise,
whatever you want to call it.
But these little subsets of individuals,
we have our Tuesday morning,
nine thirty to ten thirty a.m.
group.
They just they come together.
They socialize.
Some of them are neighbors.
And then we have a different
group on Monday, Wednesday,
Friday mornings.
We have a third group Tuesday,
Thursday afternoon and a
fourth group Monday, Monday,
Wednesday afternoon.
So they naturally kind of
congregate and come in together.
And once they've started
seeing each other for a while,
they're like, hey, where's John?
Where's Dave?
Where's Mary?
But it seems to me just
based on my experience, groups of four,
probably ideal.
I would do twenty, thirty minute sessions.
I'd get them out of here.
I shared that video with you guys.
I don't know if we want to show it,
but yeah.
One of the features
mentioned in that video,
besides all the innovation and technology,
a ten-minute session.
I don't even remember the
name of the company,
but the girl was like, yeah,
in ten minutes I get my workout in.
People don't need sixty minutes.
It depends on what you are selling.
Topgolf became more popular
than golf because you could
do it in less than an hour.
You could leave whenever you want.
You could hit the balls and go.
You don't have to be
committed to a four hour,
eighteen hole course.
I played a six and a half
hour round this week because of rain.
And it was a charity tournament.
So we're backed up a little bit,
six and a half hours.
Listen, I like golf.
If golf had twelve to fourteen holes,
I'd be more apt to play.
When I hit like fifteen, I'm like,
I turn to my best friend
most of the time.
How many more holes we got?
He's like, he'd play thirty six.
I want to play nine.
Right.
And I think more people are
probably like me.
yeah I'll play I'll play
nine on an executive I
would rather do six six
holes on a par three I'm
I'm in heaven like let's go
get a drink now and hang
out there's the tournament
we do it's the it's the uh
breck pc breakfast club
invitational six holes you
cannot start hole two until
you finish your first beer
so you finish a six pack
and six holes in forty nine minutes
Let's go do it down in
Florida at the indoor facility.
What, six-pack per person?
A beer hole.
In nine minutes?
A beer hole.
But a six-pack in an hour,
that's chugging.
Listen,
we called it bad boy golf in college.
This wasn't good.
All right, I asked a question on Tuesday.
This was Hot Take Tuesday,
and this is what we wanted to talk about,
right?
And I brought this up before.
It sounds like I'm nitpicking,
and maybe I am, but that's what I do.
I'm a professional nitpicker.
Everybody in PT seems to
hate mill clinics.
but nobody can point to one.
You can't actually tell me what it is.
When I ask,
the numbers are all over the place.
Is it the number of locations,
the volume of patients, or is it vibe?
Is it cookie cutter?
So is it objective?
Is it subjective?
Do you only know it when you see it?
If so, hey,
touch your ear when you're in
front of one, show me one.
I don't know what it is.
So I was like, okay,
let's create a checklist.
Is it number of locations?
Patients seen per hour by one PT?
Average time spent per session?
Everybody's in love or for a
while I feel like they were
in love with the one-on-one for an hour.
Is it using text or aids?
Is it plan of care driven
more by insurance?
Like what is it?
And then how many do you
need to check off of a list
before you're deemed a mill?
fun fact I had two different
people who work for large
pt organizations dm me I'm
not going to say who they
were and they were like
thank you for saying this
because that that person
gets accused at working for
a pt mill a lot and they're
like but you can't tell me
what it is so they agreed
with me of course now
they're getting they're
getting called this spade
is getting called a spade
right I don't know if
If there are milkers,
I can't identify one.
When you hear these questions,
you guys are sort of opposites, right?
Mobile one on one cash pay
New York City and then
Tony's brick and mortar in Ohio.
What is this question or
what does this prompt set
off for both of you?
Dave, why don't you go off?
Well,
I commented on Jimmy's post and I
said a physical therapy
practice that books and
treats for patients per hour,
I think could be defined as a mill.
Now, the funny thing is,
is like Tony always says,
is there's a lot of
patients across the country
that are okay with that experience.
They're fine with that.
It's the therapists that are
not okay with it.
It's the therapists that
actually have had
challenges or issues
because it's more documentation,
it's more notes.
uh management is you know
forcing productivity and
having them see twelve or
sixteen or eighteen or
twenty or thirty patients a
day in some clinics it
depends on obviously the
clinic uh and and tony is
brick and mortar in network
but still very different
than a lot of the uh bigger
corporates out there so my
comment was like I like
jimmy posed as he usually
does and oftentimes um tony
does like a question and I
was like here's an answer
like no one in the comments
was giving an actual answer
and that's my opinion on an
answer all the other things
are kind of like you know
symptoms of the thing but
the thing is obviously it's
like a productivity measure
coming down from corporate
or the ownership because
reimbursement has plateaued
or in some cases decreased
from the last ten or
fifteen or twenty or
whatever years and so a
really simple thing is like
how is the schedule
developed when I my first
job out of school it was a
physician-owned practice
but a great mentor a
physical therapist that
brought me in there and it
was three patients booked
And typically arrive and treated,
obviously, ten percent, cancel,
no shorty or whatever.
But the schedule was three
patients an hour.
But there was an aid and at
times it was busy.
And now more and more
therapists coming out of
school do not want to work in that model.
And so therefore, that model has been.
uh you know I don't know
poked at it's been a part
of the focus of the
profession with therapists
whether it's facebook
groups it's linkedin
whatever so that's my
thought is like and now
just because if tony's
practice or some other
practice does book and
treat four patients per
hour per therapist per pt or pta
It's not necessarily a bad thing.
I think it's a bad thing
when all the patients are
just getting the same
exercise or they're all
getting billed four units,
but they're all being
treated like simultaneously
and it's not one-on-one and
obviously that would be fraudulent.
So I think four patients an
hour booked and treated would be a mill,
but I'm saying a mill is
not necessarily a bad thing.
Yeah, I love it.
I agree.
Like a mill is not
necessarily a bad thing.
We all want to complain
about how expensive health care is.
Yet once we develop an
effective system to deliver
an outcome for lower costs,
everybody freaks out.
It's one of those deals where it's like,
all right, let's dig deeper.
Let's go behind the question.
What does this really mean?
I've never heard a patient come in and say,
oh, that place is a therapy mill.
They don't know.
They don't care.
I've shared this story.
I took a picture two days ago.
Inside my clinic.
So I took a picture because
I was teaching my Medicare
billing course.
And I was like, look, guys,
this is a scene inside my
clinic this morning.
I had a mother son to both patients.
I had a husband and wife,
both independent exercisers
that had been patients now
transition to a wellness program.
And I had a third or yeah,
I guess a third patient.
So five people, one therapist.
We had an amazing time.
Everybody was happy.
Everyone was having fun.
Like everybody was getting better.
And I would tell you that
nobody felt ignored.
Nobody felt like this is the real problem.
Patients complain,
not about too many people.
They complain about feeling ignored.
They complain about the
therapist in the computer
and not focused on, you know,
making me feel paid
attention to listen to their jokes,
laugh at them, listen to their stories.
connect people to each other,
nobody feels like they're
getting a bad experience.
And so back to you bill appropriately,
like Dave said, there are, you know,
CPT codes, there's one on one services,
there's this stuff.
But if you can check those boxes,
you can make a person in a
group feel just as special
as a person in an individual setting.
And I would say there's
probably more advantage to that group.
So to Jimmy's question, you know,
what is a mill first?
Who cares?
Why does it matter?
Second,
If you're delivering a negative experience,
guess what?
Those patients will leave.
Those patients won't come back.
I can't even tell you how
many people come in my door
every single week saying
they tried to send me to the hospital.
They tried to send me to NovaCare.
And I said, no,
I want to go to total therapy.
I want to go see Tony and Jeremy, you know,
and we're just as busy,
probably more busy than everybody else,
because we will let six
people at a time come in
with two clinicians.
But the patients love it.
Here's the kicker that I had also written,
which is, go ahead, Dave.
No, no, go ahead.
I'll swing back.
The kicker is if you run a
clinic and pride yourself
on being the opposite of a mill,
shouldn't you actually
appreciate that it exists?
Without them, who are you the opposite of,
right?
But to Tony's point,
I worked with someone who
all they wanted to do is
post about we're not a mill.
And I was like,
but you're talking to patients.
That isn't a problem that they have.
Now,
that might be something for
recruitment or retention, right?
Hey, we're the opposite of this, right?
But just be the thing that
you are and people will
either love it and stay or
hate it and leave.
But don't change for that.
If this is how you want to operate,
operate that way.
You got to like it first.
All right,
I get the pushback on both of
what you just said,
because there are people that call us,
now this is in the New York City area,
but I'm assuming it's
similar in most cities or metros.
There are people that call
us and they will specifically say,
or sometimes we have to ask, like, oh,
like you had back pain?
Like,
isn't this the first time you had it?
Like, oh,
you've had it on and off for ten years?
What else have you done for it?
Like, what other providers, procedures,
what have you done?
And if they say physical therapy, so...
you had physical therapy
like why aren't you calling
them like I'm curious as to
why you're not going back
to where you were before or
whatever so some people
will either directly or
indirectly call us and say
I'm not going to that
outpatient office and
they'll mention names and
sometimes they don't want
to mention them because
they don't want to you know
bash people or whatever but
they will say I'm not going
back to that office because it was
It was busy.
It was a frenzy.
They don't always say the word mill.
The factory patients,
the layman term is factory.
They'll say there were too many patients.
I want more attention.
They weren't giving me
enough attention or
treatment or whatever.
And it was they were
treating three or four or
more patients per hour at
the same time as me.
So I'm pushing back on both
of you because there are at
least folks that have had
physical therapy elsewhere
that then go on Google or
Yelp or whatever.
They find us online and or
they ask their physician.
And then when they want to
want to experience.
So there are some folks that
have had that and look elsewhere.
And if you're not hearing that, Tony,
it's because maybe they
like the folks that wanted
the one on one care.
They're looking at your
offering first and you're
not going to hear those
calls the way I'm hearing, in my opinion.
I agree.
Confirmation bias,
like absolutely no doubt.
You're going to get the
people that want the one on one attention,
just like the manual therapy.
You know, again,
you're going to get the
people that want manual.
They want hands on.
I might get the people who
don't care about it,
don't even know about it.
And that's the whole idea
behind find the gap in the
market and go fill that gap.
You know,
when I was doing a lot of rehab
for patients that had
fibromyalgia and other chronic conditions,
yeah,
we tended to do more one-on-one private,
you know, office,
like go in the exam room.
Today,
I haven't been in an exam room for
like ten years.
It's just understand the
audience you're serving and double down.
Because you have motorcycles
in your exam rooms.
That's right.
Makes complete sense.
water water finds its level
like people like and and
dislike and that's good I
think that's good it's
choice and the choice is
what you know we should I
don't want to get political
choices what we should be
protecting in this example
like if if you don't want
to do what I do awesome
don't freaking do it I
don't care that's less
competition for me but let me do
what I think is best.
Let me deliver a ten-minute visit.
Let me, I don't know if you guys saw it,
I'm curious to hear your perspective.
Let me take a new patient
phone call and convert them
into a telehealth visit
while they're on the phone
to make that available
event so I'm not giving
away that time anymore.
And the people who don't
want to do telehealth,
Don't do it.
It's good.
Who cares?
But if I can offer a quick
solution to somebody who's
suffering right now and
never be in person with them,
I think I have the right to do that.
Agreed.
Did you guys see that post?
What are your thoughts on that post?
I didn't see the post.
I want to talk more about it.
Are there any other practices that do this,
Tony?
To my knowledge, so let me break it down.
Why wouldn't they do that?
Let me break it down kind of like I did,
and then you guys can tell
me what you think.
So the whole idea is
Medicare continues to pay
for telehealth through the
end of September,
two thousand twenty five.
Unless the laws change and extend,
we lose that ability end of September,
two thousand twenty five.
When a new patient calls my
clinic and the comparison I
made in the video, as I said, look,
imagine you've got a toothache.
You call the dental practice.
You're like, my tooth is killing me.
Oh, yeah,
that's a different version of the
same thing.
But my tooth is killing me.
The dentist can't get you in
for seventy two hours.
But the person on the phone says, Tony,
just hang on.
If you want me to get Dr. Dave,
the dentist on the phone.
Switch to a video call.
He can take a look at your
situation and give you some
recommendations for temporary relief.
Now,
I was talking to Michael Derry last
night.
Michael wrote a book.
He's working on getting it
published about sciatica.
I think, Dave Kittle,
you're probably in this world.
There's probably things you
can do for somebody
suffering from sciatica who
went to the emergency room.
nothing they could do to help them,
got them discharged with
muscle relaxers and pain meds.
And if they got on a video call with you,
even if it wasn't as good
as seeing you in person,
they couldn't get your magic fingers.
You could probably give them
two or three things to do
to manage the symptoms.
So with Medicare guidelines,
the way it is like absolutely right now,
we could go from a voice
call to book an appointment and
Send them a link because
most people are calling
from a cell phone anyway.
Send them a link,
switch them to a video and
audio live chat or live call,
which is on a HIPAA compliant platform.
And now that becomes a
billable evaluation.
And when you look at the
Medicare guidelines, CMS chapter fifteen,
section two twenty,
it says very clearly all
you need is a diagnosis, sciatica,
shoulder pain, whatever,
and a functional assessment.
John,
can you can you bend over and put on
a sock?
No.
OK, my functional assessment is done.
Now,
let me give you something to help the
sciatic pain right now.
And then I'll be at your
house tomorrow in a couple of days,
whatever you need to do.
You know, like this.
Nobody is doing it.
Nobody is considering it.
Nobody is talking about it.
I've shared this idea for a long time.
I don't do it.
Disclosure.
Just because I'm too busy.
But there are a lot of practice owners,
new startups,
small independents that are
not too busy who could be
doing this right now.
Thoughts?
Dave probably hates it
because it has to do with his Zoom call.
I think he loves it because
he can use his knowledge.
We did this,
or I did this during COVID for
folks that were like,
too far away outside of the
new york city area jimmy
what do you think uh dave
you're cutting out a little
bit the audio is cutting
out I think yeah I mean we
did it but we would charge
like at that time two fifty
up front so they would have
to have already paid two fifty
Yeah.
And that's, that's reasonable.
I mean, it's, it's an emergency situation.
I need help right now.
If Medicare didn't cover it,
it would be a self-pay service.
Agreed.
Yeah.
I mean,
this is an increasing to access and
the audience is going to
decide the water is going
to find its level.
If people hate this idea,
your phone will say silent.
If they like this idea,
it'll ring or somewhere in the middle,
right?
Is this going to be only right?
The quote I used just the other day,
only a Sith deals in absolutes.
That's Obi-Wan Kenobi.
I know you're Star Wars fans.
So I don't think it's an
always or a never.
I think it's when it fits, it's really,
really great.
And then the next layer to
this is imagine the rapport,
imagine the relationship,
the trust that is built
right then and there,
because this person has a
real problem with real urgency.
And you're like, hey,
I realize I can't make it, you know,
get you in person right now.
But I can help you a little bit.
I can help you for now.
And then when I'm in person with you,
then we can take care of
this permanently.
You know,
like that's a person that's a
patient for life.
That is somebody that is
going to be so like deeply
indebted to you because
nobody else is even considering this.
But this is an idea that can
go out to any service
professional plumbers.
Hey, I got a leaky sink.
Well, it's not an emergency.
I can't get out there for a week.
Sure.
switch over to a video call,
show me the sink.
I'll tell you what you can
do at home on your own to
at least temporarily fix the problem.
And then when I come out there,
I'll fix it permanently.
Like car, my, my car is, you know,
making this weird noise.
Well, let's switch over to a video call.
Let me see what's going on.
Let me hear it.
Let me look at it.
Okay.
Try this, this,
and this I'll get you in next week.
Like everybody should be
doing this across all services.
Computers will create a paperless world.
I heard that in second grade
when I first was brought
into computer class in
second grade and we sat in
front of a bunch of like
Macs and yet we're gonna
crack up because Tony just
got a call from a local
doctor's office right across the street,
a hospital owned primary
care physician group and he
asked for paper referral pads.
He wanted, so hit the,
what did I miss in the story?
So real quick backstory, you know,
I've always done paper referral pads.
I've done group referral pads.
So like I'll get all the
physical therapy providers
within a geographic area,
put them on my referral
pads at my expense,
send them to the doc office.
I've done lots of different
kind of things like this.
And I really started to feel like,
all right, it's probably, you know,
run its course.
Nobody cares about this anymore.
A
And so yesterday I'm sitting
here at lunch.
The phone rings.
I know it's the doc group next door.
And I'm like, I don't want to answer that.
Either they're requesting
medical records or they
want to schedule an appointment.
And I don't want more patients.
So I just I let it ring.
It went to voicemail,
but they didn't leave a message.
Five minutes later, rings again.
I'm like, all right,
I got to be a big boy.
Put on my big boy pants.
I answer the phone and they're like, hey,
can you send us over more referral pads?
We've got patients.
And we ran out.
I was like, oh, OK.
I send my son who's doing a
summer internship with us
across the street.
He drops them off.
The point in that story, though,
is these guys are all
hospital owned physicians.
They're great physicians.
I've known them for years.
They are pressured to send
to to the hospital outpatient clinic.
There's zero doubt,
but they still need their
patients to be seen.
The hospital outpatient is full now.
They give the patient the internal EMR,
the Epic EMR referral,
but they also wanted the
referral that has our
address and our information
and the other stuff on it.
So we sent over a handful of pads.
It reminded me that this is still a thing.
And now I'll go and I'll
start sending them out to
all the other docs in the area.
Dave had a comment.
Dave, you're grinning.
No, Jimmy,
you shared the screenshot with
my comment that I had
messaged you guys yesterday.
I screenshotted that.
I was going to post it publicly.
But the comment under Tony's post,
I didn't post it,
but it had said something like,
in health care,
paper referral pads and fax
machines are still used.
But Tony Maritato thinks
artificial intelligence is taking over.
Think again.
And I believe that.
I know Tony has a lot of
faith and enthusiasm for
artificial intelligence.
But we don't, I mean, our practice,
we don't have a fax machine.
We have referrals and people
call up or nurses or whoever,
and they're like, what's your fax number?
I used to say our fax is down.
Can you email it?
Now I just say, can you just email it?
So we have opted out of the fax machine.
I've never had a fax line,
even though you can have
one for five dollars a
month and have like a whatever over Wi-Fi,
you can have a fax line.
And I'm just like, I just don't do it,
right?
It's so funny, like Tony's,
handing out paper for all
pads that are still being requested.
He may or may not have a fax machine,
but he thinks artificial
intelligence is taking over.
It's very ironic.
The thing with that is...
AI is replacing the stuff
that we thought would never be replaced,
but it's not replacing stuff.
Like you hear the people say,
I don't need AI to do this.
I need AI to vacuum my carpet.
Like you're right.
I will be replaced because
my perception of value in
the physical therapy world
is my brain's ability to
process dynamic information, right?
Dave comes in,
Dave's like, I play recreational baseball.
My shoulder's been bugging me.
Oh, I also got a COVID injection a couple,
you know, whatever years ago.
And ever since then,
my shoulder's never been the same.
Making the connection
between the chemistry and
all the other stuff,
Dave came in thinking it
was something related to
mechanical pathology.
I think it's more chemical pathology.
I thought that was safe.
That's gone.
Like that is what AI is going to replace.
What AI is not going to
replace is the human who
rubs Dave's shoulder while
Dave tells him jokes and he
laughs at those jokes.
Like those are the things.
So the fax machine, it's nineteen,
you know, eighty seven technology.
You're right.
AI is not replacing that.
Like there's still people on
old systems that are using
old technology.
We're one of them.
I have a fax machine in every office.
I have a fax machine at home.
I get faxes every single day.
But what AI is replacing is
the stuff that we thought
was irreplaceable.
Our intelligence, our analytical sense,
our ability to put pieces
of a puzzle together.
That's gone.
Yeah, I think it's the simple,
tangible things that people like,
like a reminder.
How many times I take a business card,
I actually still do.
I do snap a picture of it,
but I stick the card in my
pocket because I know it's
solving a forgetting
problem or a losing it problem, right?
I can store anything I want
in Google Drive and I do,
and then I can't find it.
Have you guys ever used Notion?
I have it now.
Notion's essentially a
little world you can create
like an internal Wiki and
companies I've worked for of like,
that's over here, how to do that.
A lot of SOPs,
a lot of like internal data.
And I, you know,
use the phrase and I don't know,
probably not the first person to use it.
I'm like, it's in Notion.
The answer kept, it's in Notion.
Hey, does anybody know how to do this?
It's in Notion.
I'm like, yeah, but Notion's in Notion.
Like I know it's in there
and I'm here for you.
Can you tell me how to do it?
Or can you point to where that thing is?
Cause I looked there already
and I can't find it cause
it's in a sea of everything.
So when everything's important,
nothing's important.
And it's just a pendulum.
But I think you're right.
It's repetitive tasks.
It's the things that just should be done.
Seth Godin said this ten years ago.
I'll go ask AI when the
actual blog post was from
Seth Godin when he said this.
And it's something stunningly,
stupidly simple.
When you're buying something
from an online retailer and
I'm putting in my address
to either have the product
shipped to me or for my
credit card information verification,
I type in two pieces of information.
And his question is why?
I type in my zip code and then my state.
You know what state I live
in based on the zip code.
That's how zip codes work.
But I've been across very
few websites in the last
twenty five years of buying
stuff online that actually
just ask for the zip code
and will auto fill the state.
And now,
since I read that from Godin ten
years ago, every time I do it,
I get a little bit more pissed off.
Because someone hasn't taken
that experience.
Now,
the paper referral pad to me is just a
physical embodiment of that.
That's a psychological nudge, right?
You're probably going to
lose that or throw it away.
Or maybe you do actually
tack it up on the refrigerator.
But I think it's a yes and, right?
Is AI going to take over everything?
No.
Hopefully,
it's the repetitive tasks or
filling in what state I
live in after I tell you
what zip code I live at.
So that goes back to one of
the things that when I
started my business back in
two thousand and one, I said,
I am never going to do this.
I am never going to give a
patient a packet of new
patient paperwork.
I'm never going to give the
patient a health
questionnaire that they
have to answer questions on
and fill all this stuff out.
one of the things that I do
when I'm teaching my
Medicare course is I go to
random PT websites and I
show their admission paperwork.
And I'm like,
why are we even asking these questions?
Like these questions has have no relevance,
or I can get all of this information.
If I get this one piece, you know,
give me your Medicare subscriber ID,
your name and your date of birth.
I'll get your address.
I'll get your phone.
I'll get all of these other things.
And again,
we don't do that because we're so used to,
Oh, well you fill out the paperwork.
You answer the, how many times I've,
I'm asking you guys in real world,
if you see a patient and you're like,
do you have a hypertension?
No.
Do you have diabetes?
No.
What medications are you taking?
Well,
I take like Cinepryl and Metformin and,
Well, wait a minute.
You just said you don't have those.
Well, no,
I don't have those conditions
because I'm taking those drugs.
Right.
To ask a patient to answer
health care questions on a
piece of paper makes no sense to me.
They are not equipped to
answer those questions.
And you're going to have
those conversations anyway.
And so that's what made me
rethink my whole patient experience.
I'm like, look,
this person pulled into the parking lot.
I saw them get out of the car.
Do I really have to sit here
and go into an exam room?
I watched them get out of the car,
close the car door.
I saw if they have an assistive device.
I saw them come in my clinic
like they're standing at the front desk.
My evaluation is finished.
Let's go start making you feel better.
That's what I want to work on.
But I don't think we either
we don't teach these skills
or we don't tell therapists like, hey,
you your evaluation starts
at that first moment of contact.
Agreed.
We do it at the airport.
We watch people walk.
We watch people move.
We analyze all of their stuff.
Right.
The question is.
I think the question is.
how does this change?
So how does that change?
How does that model change?
If this is the way it's always been,
and these are the things
that are always required?
I mean,
Craig's pointing out HIPAA makes
facts or effects necessary
for plan of cares when
clients use insurance,
like so is it chicken or the egg?
Like, how does this thing actually change?
Is that not doing it?
Is it, you know, is it, is it the same?
Is it the same question of like,
how do PTs get paid more?
Well,
we all have to opt out at the same
time and then we'll show them demand.
And my, my response,
whenever I see that is,
have you tried to get eight
people to go to dinner on
time and agree on a restaurant?
You're going to get a
hundred thousand physical
therapists to do all
something that's
threatening their
livelihood at the same time.
I mean, that's never going to happen.
So the question is, how does this, this,
how does this ever actually
progress or does it?
I think someone like Dave, you know,
Dave starts laying the groundwork.
I'm shocked.
I am that Dave doesn't have
any kind of fax system,
not even an e-fax system.
But it's either going to
take somebody on the
provider side or somebody
on the consumer side who's
going to be like, no,
I'm not going to do this anymore.
Why am I still giving you
all filling out all of
these forms when you have
all of that information at your disposal?
I think it'll only change
when the people that are asking for it,
so insurance companies, right?
When they actually think
it's either better or
cheaper or more in their
interest to not require it.
But for them, it doesn't add anything.
Like for me,
like the more documentation a
PT fills out or a
healthcare provider fills out,
the more opportunity there
is to deny something.
Like you're giving them ammunition.
Like the line in radio that
I was taught was hand them
enough microphone cable and
someone will hang themselves with it.
Let them talk.
They will talk themselves into a box.
Um, I want to go to Dave and, um,
the guy who was talking about, but last,
last thing, closing thought on that topic,
I literally tell therapists, I'm like,
look, you've got a CMS,
fifteen hundred claim form.
You've got all of these
forms are all of these fields.
Leave them blank.
Do not put something in a
field that isn't absolutely required.
And when you're doing an evaluation,
guess what?
More information doesn't
help justification.
Do not give them anything
that isn't absolutely required.
Because to Jimmy's point, like all that is,
is increased justification to say, well,
wait a minute, you said this.
If this is related to that
and that ties into that and
then the other part comes in,
that's not a covered benefit.
You give them the bare
minimum to get the job done.
So I know Dave's not getting
a good connection.
Galloway.
Yeah, I've seen this guy.
I don't even know his backstory.
Like he showed up on my
algorithm probably because, you know,
ten people that I follow watch him.
But he's got some unique thoughts.
And you said you agree with
fifty percent of what he
says and disagree staunchly
with fifty percent of what he says.
So what do you disagree with?
Let's put that on hold
because Dave was the one
that brought it up first, right?
Right.
Yeah.
I want to hear what Dave has to say.
I mean, effectively, he's got, you know,
a hundred plus million dollars.
He has the freedom to talk
about certain things and
choose a certain path.
And I'd be curious to see what Dave says.
If Dave doesn't come back,
what were you going to say?
Well,
I was going to go to the rundown
because he did share a thread.
And this was so it wasn't
just about like who this
guy is and do we agree with him?
I was sort of trying to buy
time there for Dave to get
back on the Wi-Fi in the
diner that he's at on vacation.
But he but in this thread,
he Scott Galloway is
talking about the war on young people.
And Dave in the group chat was saying, hey,
maybe it's not a business
model or PT making less.
His view here was it's everybody.
So since nineteen seventy four,
the median in median labor
income is up forty percent,
but the S&P five hundred is
up four thousand percent.
So essentially he's saying
the contract was work hard, go to school.
you know, grind, play by the rules.
And of course you'll do
better than your parents
because that's the way it
was for a couple of generations.
But today's youth or today's
worker makes less than
their parents did at the same age,
even with a college degree.
So deeper in debt and lower income.
So we got bamboozled.
So he's essentially saying
that it's not a resource problem,
it's a values problem.
We have to fix it,
but all these things that
he lists is not a me fixing
it for myself problem.
Expanded public college access,
reforming tax code to reward labor,
loosening zoning to lower housing costs.
All these things are things
that a municipality or a
government would need to do.
Because right now in eighty three,
sixty percent of thirty
year olds had one child.
Today it's twenty seven.
So like we've we've halved
and this is not like this
is not a we're sterile
problem or people don't enjoy sex.
This is we understand math
and we're saying,
do I want to be child poor?
Like,
do I want to be able to really take
care of one kid or sort of, OK,
take care of two or three?
Housing prices have three
acts since nineteen sixty three.
Student debt is over one
point three trillion
dollars and depression,
self-harm and loneliness.
So we're poorer.
We're more unhappy and we're
more in debt than the people before us.
And I think over the last
couple of years they've
charted the average life
expectancy has actually gone down,
even though we're smarter.
Why is this happening?
And depending on who you talk to,
they'll list the reasons why it is.
But they're saying, well,
who benefits from this?
Well,
Older Americans, people, seventy and up,
got rich,
but then closed the door behind
them to secure themselves.
Those are the people that were in power.
So over seventies now hold
thirty percent of US health
called wealth.
That's up from nineteen
percent in nineteen eighty nine.
That is a big, big difference.
The example here is
Harvard's endowment has
grown five hundred percent.
since eighty but their
freshman class hasn't
changed so they've gotten
richer but they're not
helping more people I would
push back on the harvard
thing they sort of like
research a bunch of things
that they sort of give away
to the world and cure
different things or figure
things out um so
essentially he was uh
dave's reason for pointing
this out with galloway was
is it a we doing it wrong
problem or is the system
sort of stacked against us
and pt and healthcare is
not immune from all of this
in every industry no matter what you are
And so my issue with all of
that is that that is a very
victim mentality.
That is a, hey,
it makes you feel good
because you're failing and
I'm going to give you all
the reasons why you're
failing and you're going to
blame all the successful people.
for your insecurities and your failures,
that doesn't help anyone.
That doesn't help anything.
I'm sure every generation
can make the same argument
in some capacity for that.
The reality is there are
successful young people in this world.
Just because more are not
successful doesn't mean
that the system is sacked against them.
And if you're going to
cherry pick a whole bunch
of stats on one side,
let's cherry pick a whole
bunch of stats on the other side.
And so this is the
fundamental problem that I
have with his general content.
I like him.
I like his ideas.
I've watched them on my
first Million podcast and a
bunch of other shows.
I just try to balance the
propaganda with what...
the value that he might be
able to deliver to some people.
He's kind of crossed the
tipping point for me.
I don't even click on the
interviews anymore because
it's just too far down that
victimhood mentality.
I do like identifying a problem.
Like, hey, listen,
there are some things out
there that are set up where
if you try to fight against it,
you're going to lose.
So don't fight that.
Figure it out somewhere else.
I did the math a few months
ago that said I was paying
off my student loans at a
pretty good clip, well above average.
And I did the math and said,
if I paid this,
if I paid seventy two
thousand dollars off at the
interest rate I had,
I was going to pay a
quarter million dollars over ten years.
Quarter million dollars,
one hundred eighty thousand
dollars in interest on seventy thousand.
So I did the math that I'd
rather be poor for two
years and not go on
vacations for the next two years.
Jimmy,
in twenty years is going to
appreciate that.
Like that wasn't that wasn't the way,
you know, two decades,
two generations ago.
Right.
People talked all about all
the time about working a
summer job to pay off college.
Well,
I could just get pissed off that
college is expensive,
but I signed into that.
So I decided to be poor now
and worked extra now.
And I didn't, and I'm not going to,
it's not the give up the latte a day,
whatever it was.
No, no, no.
It was bite very,
very hard on your bank
account and understand that
you want to make sure you're secure.
I understand what he's saying here,
but I agree.
And, you know,
sort of both sides
understand how the game works.
The game is get people riled up.
If they're riled up,
they love or hate you.
And both of those things,
both of those things are
good for business.
If you're in the attention business.
yeah yeah and and I've
played the game the other
way you know I've put out
posts where I'm like I
understand everybody I just
watched a little video clip
where they were showing
like a mcdonald's
commercial and you get two
big macs and drinks and
fries for two dollars and
fifty eight cents uh now
it's twenty five dollars
and sixty eight cents you
know but on the flip side
I was also the person who
spent seven thousand
dollars on one hundred
thousand words of content
in two thousand twenty
three that I can now get
for twenty dollars.
You know, like there have been some.
Yes,
my house today is worth double what it
was when I bought it in two thousand six.
That's horrible if I want to
buy a house today.
Right.
But on the flip side.
There is access to AI and
other technology that now I
can run a clinic just as
profitably with three
people that I used to have
to hire ten people for, you know.
So there's always going to
be opportunities and we see
it all the time.
We see young people that are doing things,
generating millions of
dollars that are no smarter
than anyone watching this show right now.
They just chose a different path.
So we can acknowledge the
golden handcuffs.
We can say, look,
I spent a lot of money on
my college degree.
I know that I've got these
responsibilities,
but if finance is important to me,
financial security,
financial independence,
then maybe I'm going to go
where the money is.
And then I can come back to
the thing that I'm passionate about.
Like we all have to clean
the toilet at some point.
Nobody loves cleaning a toilet,
but it's just something
that needs to get done.
So go do that and then come
back to the thing that you love.
You had a post every day
about love and the way to
get work life balance is to
work on something you don't
care that much about.
And that pissed people off.
tell, tell me why you wrote it.
And I sort of agree with you.
Yeah.
Like,
I mean how all this fantasy about like,
do what you love and you'll
never work a day in your life.
Total BS.
Like the,
the best professional athletes
spend the majority of their
time doing things they hate
just so they have a
fraction of the time doing
something that they love.
But you know, if I don't want
that emotion to control my existence,
like the highs and the lows,
if I wanna cut some of
those peaks and troughs,
you do something you're good at,
but maybe not something
you're crazy passionate about.
Like I'm good at this, whatever,
accounting.
I've got a mind for organization.
I don't love accounting, but I can do it.
I can do it well.
I can make a great living at it.
So I spend my time making my
money in accounting
But then on the side, I have my passion.
I always say cooking.
I love cooking.
I cook every day.
I cook three meals a day.
I'll cook six meals a day.
I would never want to open a
restaurant because I will
immediately hate cooking
when my mortgage and my
livelihood is tied to cooking.
And I'm not cooking because
I love cooking anymore,
but I'm cooking to make money.
That is the worst thing to possibly do.
So if you love helping people,
maybe helping people for
money is not the thing you
should do and go do
something else to fill the bank account.
I told this story before
when I was in college.
I was like, you know what's cool?
Bars are cool.
I want to own a bar.
And my Uncle Frank owned a bar.
And I don't know if it was brilliance,
genius,
or just sheer accident that he said, well,
hey,
the summer between junior and senior year,
I was interning at K-Rock
where Howard Stern was an
intern because I was also like,
maybe radio.
And I did both for a summer.
At the end of the summer, I mean,
I had a ton of fun doing both jobs.
But at the end of the summer,
Uncle Frank came to me and goes,
so what are the thoughts on owning a bar?
And I said, I want to go to bars.
I think I want to go.
go to bars.
I want to hang out at bars
for a little while and then
go do other stuff.
And that's what I wanted my outlet to be.
Even though, I mean,
at the time it was a pretty
lucrative job to just be a bartender.
It's a cash business.
Cash was right in front of you.
By the end of the night,
you got paid every night on time.
And even though I was like, you know,
twenty,
twenty years old knowing I don't
want to do this when I'm
forty one and to get what out of it,
what I would need to put so much into it,
I wouldn't get enough out of it.
I said, not my thing.
So I went and did another thing.
Did I ever tell you about my
mom's nightclub?
No, your mom at a nightclub?
Yeah.
So this will be an
interesting story for everyone.
I've had such a random
existence throughout my life.
There was a phase.
So my mom came from South America.
She was the first in her family.
She immigrated to the US.
She got a job in Queens, New York,
and then kind of grew and
bought real estate.
And this was a teenager coming,
didn't even speak the language.
So this was kind of her by nature.
She always loved the business,
was always an entrepreneur.
Her dream had always been to
own a Spanish nightclub.
And so when she had kind of
gotten out of the fashion
industry and what she was
doing for most of her life,
she bought a restaurant down in Bradenton,
Florida.
It was a huge building.
They converted it from
full-time restaurant with a
full liquor license into a
Latin nightclub.
And she tried to do what she
thought everybody did.
You're open seven days a
week and you do all these things.
And she was like, no, no, no, no,
that's not working.
She got rid of everything.
She went to only one night a week.
She could fit about six hundred occupancy,
six hundred people in the building.
She charged a twenty dollar
cover so that she she had
kind of a higher level clientele,
but no glasses, no bottled beer.
It was only canned beer.
You only had three choices.
It was like Corona, Bud Light,
and something else.
All mixed drinks came in plastic cups,
so nobody got into fights
and people weren't getting
cut with glass.
She hired a couple of local
police and had a security team.
And I mean, it was just...
printing cash.
I remember growing up as a kid,
she'd be like, Hey,
can you get me something
out of the closet?
I'd go in and it'd be a
stack of five thousand
dollars in twenties just
because she had so much cash everywhere.
And, you know,
I learned so many lessons through that.
I became a bartender and I
would serve drinks and all
of these different things.
But I just think, like you said,
you've got this idea of
what you think you want and
then you get into it and then you're like,
oh, that's not actually what I want.
Patient comes in.
I've got shoulder pain.
I want to throw the football.
OK, let's start lifting weights.
No, I don't want to do that.
There's a disconnect between
what we think we want and
what we actually want.
I think I want to throw a football.
I actually just want my
shoulder to stop hurting.
Right.
I don't care.
I'm happy with the dream.
Right.
Yeah.
People want the result,
but not the process to get the result.
I'm very sorry.
That's what makes it unachievable,
which is funny too,
because now like the whole Ozempic
And those things are coming out.
And and there was, you know,
Corey Doctorow.
He writes like he writes
like he wrote for like the
website or still does for Boing Boing.
Essentially, he's just like this tech guy.
And I started reading some
of his stuff ten to fifteen years ago,
being like, this is cool.
This is sci fi.
And then slowly after I
stopped reading his books,
the stuff that he was
talking about started happening.
Like he was the first person
I ever like read a fiction
book about three printing
before I ever heard any
article on three printing.
And he talked about.
Three D printing and what would happen?
Ten years.
What will that do to the economy?
What will that do to value?
Where does value shift?
If I can just steal a plan
from an object that you
took years to figure out
how to make an ingenuity to make,
I can just download it and
then print it myself.
I don't need you anymore.
In parallel,
he was talking about
biohacking and talking
about one of the characters
was always was a genius,
but always obese and overweight.
But he started doing this
biohacking thing.
And of course, now he became this version,
a good looking,
a good looking guy in shape,
but didn't have to do any of the stuff.
He, in turn,
had to ingest like six
thousand calories a day or
something to keep up with.
It was an increased metabolism drug,
essentially.
But what that did to his
life in the later years was not good.
And I'm looking at this
saying these people say parallel.
They want the result,
but aren't doing the work.
But they're like, well, I can get a pill.
or I can get a shot and I'll get that.
Yes.
We talk about what I, my right.
I have the right to be in shape,
but not the responsibilities.
And this is political or this is,
this is just math.
Yes.
You get rights.
What people forget to talk
about is the responsibility
that you are actually you, uh,
that you owe to that, whether that be,
political and government or biology?
Yes,
I'm injecting something and it's going
to make me lose weight.
What else are you
responsible for that it's
also going to be doing?
I think people rush in for those rights,
the outcomes,
and they don't stick around
too long for those
responsibilities or when the bill comes,
when the check comes due,
they don't want to pay it, of course.
Yeah.
All right.
So Dave's somewhere in a
diner in South Jersey.
Want to do parting shots?
Yeah, let's do it.
So Larry Benz, I just saw his article.
He's talking about Ozempic and how,
you know,
what the role physical
therapists are going to
play in that whole weight
loss Ozempic world.
Um, if you're not,
my parting shot is if you
guys aren't out there,
like seeing what the
thought leaders are talking
about inside and outside the profession.
Uh,
I was on an interview yesterday with
Neil Trickett from practice promotions,
and we talked about, you know,
who do I follow?
Who do I look at?
I don't look at anybody within the field.
And they're great.
I just I want new ideas, fresh ideas,
different concepts.
So I go outside the
profession of physical therapy.
I look at other business
models and I reflect on that.
And I think about how we can
bring those concepts into
what we we're doing to
deliver a better patient care experience.
So don't don't be afraid to
go outside of PT.
I would.
Yes.
And that which is don't be
afraid to do it.
I'm going to say you have to
if you're just photocopying
what everybody else is doing.
I remember being in radio.
And when I got to run my
first radio station,
there were all these
industry conferences and stuff like that.
And I remember my boss,
the general manager, would be like,
do you want to go to this?
Do you want to go to this?
And I got to be like, I was like, no,
I'm figuring it out here.
I'm watching commercials and
figuring out what huge,
huge corporations are doing.
And then I'm stealing that idea.
Or how can I?
Or even just understanding it.
I didn't steal everything
that I saw because it wouldn't fit.
Not because I was too proud
to steal something.
right I got I got a lesson
early in my radio career it
doesn't matter that it was
a radio lesson which is
good artist bardo great
artists steal like every
the thing that you're
thinking about stealing but
you don't want to they
stole it from someone else
they stole it from someone
else in a different industry uh
Staying within healthcare or PT,
you will not find those
ideas unless you're
stealing from somebody
who's already stolen from outside,
and that's stealing from
outside by proxy.
We're back on Tuesday.
Dave will be probably off
vacation somewhere,
not on the Jersey Shore.
Take a listen and subscribe to everything.
What do you got going on this weekend,
Tony?
Anything good?
Oh man, kids, kids are getting into sports,
you know,
already like the next year
hasn't even started.
And we're, we've got basketball,
we've got baseball,
we've got some football starting.
What about you?
Father's day,
hanging out with dad's steak.
Probably that pool.
It's going to be some good weather.
Finally, in the first, first time,
I think there were thirty
one weekends in a row with
some precipitation in New York state.
So fingers crossed we get a
father's day weekend without some rain.
We'll see you guys here back next week.
Thanks for spending time with us.
We appreciate it.
We'll see you.