209: The Financial Numbers That Drive Chiropractic Growth

With over 400 clinics, we now have over $500 million in annual clinic revenue. So that's really what I'm really passionate about, is helping advance this profession that's had such an impact on my life.

You're listening to Chirogandy, the podcast of sweet chiropractic success. Here's your host, Billy Sticker. Welcome to another episode of the Chiro Candy podcast. Today we have with us Dr. Josiah Fitzsimmons. Thanks for being on.

Thanks for having me, Billy.

Yeah. So you and I, we've known each other probably six or seven years about, about since back in the amp days back. It's been a minute. But you guys, you've been incredibly successful just in practice, building your practice. Very, very successful there. And then you started another business. So, so let's, before we dive too deep, let's get into a little bit about what got you into chiropractic and a little bit about what you did to kind of build your practice.

Yeah, absolutely. I mean, it's hard to go too far back, but just growing up really young, low income, nicest car my family had was $500. Stole pop cans from my neighbor's trash to help turn them in for nickels at our local grocery store. And so I started waking up at 2:30am delivering newspapers with my mom and, and got paid $10 a day and bought my own bike and my own clothes. And that's where I really learned work ethic first and foremost. And so I ended up going to college and played football in college and got hurt. And I was pre med. I was had MCAT prep course I was in at that time was had the MCAT scheduled and ended up this, going to this local chiropractor. He's like, you know, you can be a doctor and an entrepreneur. And like I said, my mom delivers newspapers. My dad's been a waiter for 40 years. And I'm like, what's an entrepreneur? What, you know, where did you just say? And he, he's like, you know, painted this picture of having this amazing ceiling of potential, you know, and also I really liked more of the natural, holistic approach of chiropractor. My family's always been more, you know, health and minded. So I was like, well, hey, if I can be a doctor and an entrepreneur, like chiropractic sounds amazing. So that's how I had that mindset going into chiropractic school at Palmer. And I quickly learned that they're not going to teach the business side at school.

Right.

I had to find Resources and people that were doing big things that I could learn from. And so I ended up going to over 50 different clinics while I was a student in chiropractic school to try and learn how to run a successful, you know, clinic as possible. And so that helped me open my clinic just four months after graduating. Already had over 400 prepaid appointments on the books.

Wow, impressive. And then you went. I mean, you were able to grow a very successful practice. And we can talk about that. But what are, let's actually stop there for a second. What are some of the key things that you, that you see chiropractors not doing well, like, what's the low hanging fruit when you meet with an office?

Yeah, I mean, the reason, like I know we'll get into with Lucra is the reason I started it is because the lowest hanging fruit is honestly just knowing your numbers and like having clarity, confidence and certainty of what action steps to take with. A lot of doctors are just running by gut feel. And I think that's like the profession in general. We're very hands on, you know, 5 love language. Like 90 of chiropractors is like physical touch. You know, it's just like, that's like, yeah, it's like that's the type of person, person that we are as chiropractic profession as a whole. Right. So it's not, we're not very analytical, data driven. We're by the heart, you know, chiropractors are giving hugs to everybody at conferences. I remember took my team member to her first chiropractic conference and she's like, I have never gotten this many hugs in a weekend in my life. She's like, what is going on here? And so that's what I would say that. And as I grew my clinic, you know, to 7 million in one location, everyone was like, what are you doing? And I was, they're like, can I have a call with you? And. And I was always like, yeah, of course. Like, what are your questions? And then I would always be like, well, what are your numbers? Like, I want to give you personalized insights. I don't want to just give you generic, try this or try that feedback. I want to give you very personalized feedback of how you can grow your clinic. And they're always like, I don't, I don't know that. I don't know what my revenue is, my profit, or what my ROI is on marketing or my percentage of schedule filled or my ltv or a lot of these things that were very fundamental helping me Scale my practice. And then the 5% that did know their numbers were like, I know it, but what do I do with it? So, I mean, for lowest hanging fruit for your question, you know, I would say is really becoming more data driven, really more focusing on making decisions that are much more black and white. I always joke it's like Nancy Pelosi, you know, I know she just put her retirement in, but, you know, she's had, you know, inside information in the stock market for a long time.

So that's why she's gotten such great.

Returns, because he's been doing inside, inside information. Knowing the data for your practice is like having inside information, you know, for the best investment you could possibly make. And so if you know, you know, what data you need and what to do with it, you know, then you're going to get way outsized returns on reinvesting back in your business. So that's, like I said, why lucre was created, because I felt like that was really the biggest fundamental business gap that people have. You know, I think we have the greatest healthcare product in the world. I think we have the second greatest purpose, like, outside of bringing people, you know, to Jesus Christ and saving people, you know, with their faith. You know, what's a better purpose in life than changing people's health care and impacting, you know, not only their life, their families, but potentially generations by improving health? You know, like I talked about, we have some of the greatest people in the world inside the chiropractic profession that truly care, you know, not just about the bottom line, but care about people, right? But we're missing is profit. And that's what LUCRO stands for, is, is profit. And that's what I think is our missing link. If we have the greatest product, we have second greatest purpose, and we have some of the greatest people in the world, then how come we haven't even reached some proverbial tipping point? And I think fundamentally, like I said, it's, we're not running profitable businesses because we don't know our numbers.

I agree with everything you said, especially the faith part. I remember going to an event and Brady, my oldest son, whenever he was working with us, he had first, he had been to a chiropractor, he'd been going to a chiropractor, but he hadn't really got dipped yet. He hadn't drank any of the Kool Aid. And there was this one speaker, and afterwards, which at the time Brady was going to Bible college in Dallas, and he's like, dad, I get it now. I understand chiropractic. And he said, it's this second best message next to the gospel, you know, he goes, why doesn't everybody know this? And then like a few days later he's like, dad, there's a chiropractic school in Dallas. I was like, there is. And it's actually a pretty decent one, you know, and, and then he just decided, he went on and got his degree, Bible school, and then he went to Dallas Baptist to get a degree in marketing. And he said, oh, I actually think I can make a bigger impact in the profession just working in Cairo Candy. And we have, we've worked with a bunch of people, but what I think's been great for him, we're changing gears just a little bit. He started church Candy. Now they work with over 500 churches all over the country. They do lead generation for churches. They turn online views to butts and pews, something like that. I mean, that's not saying that they actually, it's not actually there. I think he's joked about that before, but it's just amazing because you just don't know what you do, how it affects other people, bringing all this full circle, these patients that you have coming in. You know, I love what you said about, you know, we hug a lot and it is physical touch. You know, a lot of people in chiropractic, you know, they love that. But you don't know what they're going through at home. You don't know, you know, all these things. And it might be your office, the only place that they actually feel love and accepted, you know, but for you to go out and be able to have an impact on the most people, you've got to really know, know your numbers. What are the things that you can do that are going to increase your profit so you can take that, have more resources to invest in marketing to be able to have a bigger impact. So good stuff. So you were tracking all your numbers. It was important to you. You had people calling you, man, what are you guys doing? How are you growing so fast? Let me see your numbers. Well, I don't track my numbers. So I'm kind of gathering that's kind of where everything was going. And then you guys just decided, there's a huge need here, huge opportunity to help these guys. And so what, when was it that you had the idea, you know what, I need to turn this into a software?

Yeah, I mean, after we started, we.

Didn'T start with the software actually, we.

Started on the front end. I realized, you know, there's a decision.

Making process that you have to go.

Through to make a decision. And I called the CEO decision making process and you have to go through different filters of data points. And so if you're running a business, any type of business, chiropractic business, a restaurant, a, you know, gym, whatever it is, at the very top hierarchy of running a business is your P and L. It's your revenue, it's your profitability, it's how much you spend on marketing, how much you spend on team, on overhead, on these very fundamental categories. Then from there you can drill down into, you know, what I call EHR stats. You know, show up rates, sign up rates, ltv. Then you can drill into marketing stats, cost per lead, customer acquisition cost, engagement, all these other things, right? And then from there you can make a decision, right? So anytime you try and make a decision, you want to have objective black and white information to help you make a decision. And so what I really realized is I kind of backtracked back to, well, what's the starting point for me to make any decision? First and foremost is I looked at the very top and then I could zoom in and say, okay, I'm spending X amount on team, but my team's not being very efficient. Okay, I need to understand how to increase the productivity or efficiency of my doctors. Right? But it all started with the top line of, you know, I'm not getting the profitability and running the business I could to begin with. And so that's where I kind of backtrack that funnel back up and realize, okay, fundamentally everyone is either paying someone do their books that's two, three months behind and only value really is filing taxes, you know, or they're doing their own books and they're just categorizing expenses.

And doing nothing with it.

With really the only value, like I said, of paying the least amount of taxes, which is great. I'm not a fan of paying taxes, but that's only valuable one day a year, you know. And so that's what I realized, like, okay, the fundamental pathway to make the best decision starts with your financial data, first and foremost, right? And so I could help doctors implement.

Marketing strategies and all these other sexier.

Things, you know, But I'm like, I feel like we're kept missing the fundamental premise, you know, of growing and scaling a business. So that's how Lucra idea was born. My partner is the CFO for multiple hundred million dollar companies. And so we partnered together. He'd ran a whole 50 person accounting team. So he had all the insights to scale the operations and the, you know, financial side, you know, and I knew what to do with the numbers, so that's kind of how the partnership came.

But with over 400 clinics, we now have over $500 million in annual clinic revenue. So that's really what I'm really passionate about, is helping advance this profession that's had such an impact on my life. Like I said, we have the greatest, you know, healthcare product in the world. We have amazing people, we have an amazing purpose, but we're lacking that profitability. And so that's really what we want to be able to provide for clinic owners is really the financial insights so they can grow and scale their locations to higher levels, have a bigger impact, you know, on their communities. Because like I said, we have such a great profession. People are so much, in our profession. I don't know if other professions have this, but in our profession we fight all the time about don't charge too much because you want to serve people better. You know, don't run too good of a business because all about service and helping people. It's like, I mean, who else does that besides like churches and pastors, you know?

Yeah, yeah. I love this mindset though, because we do the same thing, like with clients. For example, we have an ad, hey, this ad's not working. Okay, what about, what about the ad isn't working? So you've got to know the numbers, like what kind of reach are we getting? Because sometimes, for example, meta is not, we're not getting any reach, they're just not showing it to anybody. So but if we're getting reach, what's, what kind of engagement, what kind of click through ratings we're getting? Are people even stopping to engage with the ad? Because if they're not stopping, it's the creative, if they are stopping and engaging with the ad, what's the click through rate? You know, is there an issue on the landing page? Is there an issue with our targeting? Is there like where along that journey is for us, like we're trying to, to get granule to figure out where the issue is there. And I haven't even thought about doing it like what you're saying just in the business, like, you know, all the different numbers that you really need to know other than, you know, how many patients did we see this week? Which tends to be the go to KPI for chiropractors collections.

Yeah, and I think that's where, like I said, I realized we are almost zooming in too far on a lot of these show up rate, sign up rates, you know, ltv, customer acquisition cost, cost per lead. Super valuable metrics. Right. But let's back up to begin with, as I was just stating, the reason you became a business owner versus working for someone else is because you want a higher ceiling of income and potential and profitability to run a business. So if that's truly the case, then let's zoom out to revenue, profit. How much did you spend on team marketing? What is the, your piano look like? And so that's what lucre, that's what we created is. We call it the perfect P and L for the profession. Based on your monthly income, how much should you allocate to each of those major areas of your business to optimize your practice to have 20% of a watermelon instead of 40% of a grape? And the biggest thing that I realized, like we talked about earlier, is doctors are so hands on, they're so gut feel, I think I should do this. And so when you have to make very tough decisions and you're just going off a gut feel, it's very hard to, to make big decisions with confidence and clarity and consistently time and time again when you're just, I think that's the best thing to do. You know, if it's like black and white and it's like, it's very, very obvious that you should do this thing, then it's so much easier to do that thing with consistency, with conviction, you know, and put money and dollars behind it because you got your kids going to school or you got bills to pay and all those other things. And so when you have to reinvest money time and time and time again with just guessing and thinking, I hope that this works, then that's where people aren't going to be able to scale and grow. But if you actually know exactly. This is the number one area of my practice. I need to reinvest the dollars that I'm making and it's going to have an outsized return. You know, I call like the, the marketing vending machine, you know, for you, Billy, like if you had a client puts a dollar into a machine and it gives them $2 back, like you're going to put unlimited number of dollars into that machine as long as it's giving you more than you're putting into it, whatever, why would you not just give unlimited dollars back? And so that's where, you know, one of the biggest things for anybody here that's working with Cairo, Candy and Billy, you know, one of the Base Most basic premises that I would say to evaluate, you know, how your marketing is doing is take this very basic formula of 100 divided by your profit margin. So if your Profit margin is 40%, 100 divided by 40 is 2.5, that's your break even return on ad spend. So if you spend $1,000 on ads, you need $2,500 in top line revenue to break even. Because 40% of 2500 is 1000. So you spend 1000, you made 1000 in profit. That's your break even point. So if your Profit margin is 20%, 100 divided by 20 is 5. So you need a 5x return to break even. So if you just know that very, very basic formula just off knowing your profit margin, then you can very easily judge the impact and the value of the return. So you, if you know, you know your Profit margin is 33% and you know you need a 3x ROI and you're putting $1,000 into ads and you're making anything more than 3x return, then you should continue spending on ads until your schedule is maxed out.

Right.

Because you put a dollar in the machine as fast as you can put a dollar in machine, that's your schedule, that's your capacity is at that point. So that's one of the most basic frameworks we talk about all the time with Lucro clients is like if you know your true profit margin, then you can be very, very easily create that formula, know exactly how much return you need to get to break even. Anything above that is profitability. So if you have openings on your schedule, why would you not keep spending if you're making more than you're, than you're spending? Right. But a lot of people don't even know their, their profit margin, so they can't even do that basic formula. Or they know their taxable profit margin, but they don't know their actual real profit margin without running, you know, fringe expenses, Augusta rule, paying their kid through the business, all those other things.

Sure. Yeah. And then it's even like when it comes to marketing, you need to know which different marketing channels giving you that return. Right. Like what's the Facebook ads doing compared to streaming TV or you know, your, your Google business out, your, your local SEO or just your SEO in general, your workshops that you're doing, like what is it that's going to give you that highest return? I love that, that formula. That's great. So what is, what's your goal with the company?

Yeah, Lucro's really primary purpose is to help create freedom for doctors by understanding their data, to have confidence, clarity, make decisions, and then in turn, like I said, have bigger impact, you know, not only in their community, but on this profession as well. You know, I'm big proponent, you know, of BJ Palmer's big idea. You know, you just one person, you know, one subluxation, that might be a small thing, you know, for that one individual, but that could change the health trajectory of that person, which could change the health trajectory of their family for generations to come. It's just that one small impact, one time at a time, a person at a time. And as I stated earlier, it's like, what is a better purpose on earth than changing people's, you know, someone's life with their health. And if Lucro can have help, doctors have more confidence to make better decisions, and they're going to scale, grow faster. We can blow through this proverbial tipping point that chiropractors have been talking about ever since I heard about chiropractic, you know, and actually get a much bigger impact on this profession. And when's a better time in the history of the world than we got make America healthy again movement. We have so much support and people are waking up and they're understanding. You know, I just saw that that that's the number one frustration in the medical profession right now, is that people are asking their doctors questions. Like, there was a survey. I have to find the exact server. But there was a survey that said the number one frustration that medical doctors have is that people are not just taking their word for recommended drugs and surgeries. They're actually asking for, you know, re evidence that that's the best decision that they should make.

Wow.

Wow.

But I. I love that. That's the way it should be.

Exactly. It should be.

But a little side note, you Back in 2020, we had moved to the Houston area the beginning of July of 2020, within like two weeks, my wife and I both had Covid and we were quarantined in different parts of the house, you know, texting each other, and our kids are making this food and setting it outside the door like we're in prison. And she texts me, she goes, I have to go to the hospital. My ot and she's a nurse by trade, and she's very holistic, you know, like in. In just medicine in general and things like that. Goes to the hospital and they're wanting to do. I forget one of the. One of the COVID drugs they were, they were pushing and she's like, no. She goes, I want hydroxychloroquine. And the doctor's like, well, we actually haven't given that to anybody since March. And, you know, she goes, I know my rights. Like, she questioned me, like, just don't. I know my rights as a patient. That's what I want you to treat me with. And so they had to have a board meeting, and then they're like, well, the only way we'll do it is if the infectious disease doctor comes in, because it could cause heart problems, and he's got to do a scan every day or whatever. She goes, okay, that's fine. That's what I want. And then, like, in two days, she went home. And then I ended up having my O2 sats were getting in the 70s.

Oh, wow.

Yeah, I had to go and. Same thing, but I had a different hospitalist, and I had this older lady from Africa, and she's like, well, this is. You know, we do need to get you on some kind of medication. This is what they're recommending. And I said, I want hydroxychloroquine. Isn't that what it was called? If I'm pronouncing that right, something like that. Her face lit up, she smiled, and it's like she was. Needed somebody to ask, you know, like, she couldn't prescribe it. But if I ask, she goes, it is incredibly safe. We give it to kids in Africa. It is fine. And sure enough, like, two days, I went home. But going back to. There's this mindset that too many Americans have had that whatever the doctor says is what we're doing, you know, So I love the fact that we have learned to trust but verify. Right? You know, it's like, yeah, no, I don't know. I don't know if I trust you anymore. Yeah, I think it's great. And right now, there's never been a better time, like you said, to grow this profession, because so many people, they want what it is you do. They don't want to be taking medication. They want a healthy family. They don't want their kids on, you know, on these medications. They. They want that wellness lifestyle. Now's the time for us to tell them, hey, this is what you're looking for. It's called chiropractic. Like, this is what we do. Yeah, I definitely think it's a great time, but people need to be making content. I'm just throwing that out there. Since it's my podcast, I'm gonna throw that in there. Like, the people that get the best results are the ones who actually take that message and just get it to the community. Right. That's what you want. If a patient, if a new patient walks in and shakes your hand and hears your voice for the very first time, they've never heard you, like, never seen your face or heard your voice before. That's a problem. They should be coming in already knowing who you are.

Yes. Yeah.

Anyway.

Yeah, great stuff. So what is. What's your goal? Like, I know, like right now, y' all are over, just over 400 people in this. With the software or with the. The company in general? What's your goal with your practice? What's your goal? Just. Just over the next 10 years, what do you want life to look like for you?

Yeah, I mean, I would say start with my faith, you know, grow deeper in my faith. I think that needs to be first and first and foremost, you know, deep in my relationship with my wife and my kids and, you know, people, you know, first and foremost, that's. That's got at the top, top of the list, you know, from a professional standpoint, you know, my clinic, my goal right now is to get it to $10 million a year. And so, you know, from what I've heard people say, it is the single largest, you know, one location clinic in the country for chiropractic right now, which is. Which is cool. And, you know, I think that's a great honor, you know, but I want that to be the norm. Like, you know, what I've built, you know, shouldn't be an anomaly. It should be the normal. And how do we create more people to be able to do that and have the bigger impact, you know, in their communities? And at the end of the day, you know, you have to have confidence, you have to have clarity, and you have to have certainty, you know, with what the next steps are to move forward, to build something to that level and to do it, you know, at a fast pace, like I did it. And so that's really my, you know, overarching premise. You know, with. With Lucro, our goal next year is.

To have, by the end of the.

Year, have over a billion dollars of annual clinic revenue inside of our software. And so we're going to be able to have, you know, all the best insights for all the top clinics in the country. What are the top performers doing? What organizations are they utilizing? How are they reinvesting their dollars? How are they scaling? You know, what's the pricing? What are the protocols?

You know, we're going to have all.

Of that data inside of our software.

So that's really what I was going.

To be very, very beneficial for. So many people like to be able to say, okay, this is a norm. Where do I rate? You know, compared to everybody else out there? I think that's just a lot of great data. Let me ask you this, back to your practice.

Yeah. There's no standard in our profession. There's no standard in our profession. Like there's no aggregate data piece.

Yeah.

EHRs are very fr. Very fragmented. Colleges don't have any data. The only data is, you know, a couple surveys from some magazines that are just subjective data with people doing Cairo math, you know, made up numbers. The average LTV is real data.

Yeah, the average LTV is 1200 ish.

Yeah, exactly.

And that's, that's what's quoted. What do you guys see in a week?

Right now our clinic sees about 1400 a week.

Okay. Yeah, it's great getting, getting those numbers, you know, from that. It's fantastic. So. Good. Good. Yeah. Because I, I've never heard of anybody that high in revenue before. I mean, I've seen people, you know, that had volume, you know, 1500 to close to 2000. There's been, you know, a couple of people off the top of my head, I don't know if hit those numbers, but their revenue wasn't, I promise you, they didn't know the numbers as well as, you know, your numbers.

Yeah, and that's, that's the whole goal, right. Is like how do we, you know, impact more lives, but how do we also impact the team members on, in our. Within our own organization? And that's something I learned early on, is if you really want to scale and grow, you had to have great quality people. You know, like you're talking about your son and obviously what you've built, you can't do that without people. I talk a lot about, you know, the number one capital in the world is relationship capital, you know, and you know, having a great people within your organization. You know, if you, if they want to grow, if they want to scale, if they want to accomplish their own personal, professional and financial goals within your organization, you need to be running a healthy and profitable business. You know, it's so difficult to, for people to grow within your organization. If you're barely scraping by, you know, and you can't pay your team members, you know, well, you know, again, then that's their. They're going to reflect that, you know, to the people that come in. They're not going to be Able to grow and scale. You're going to have turnover. You know, that's one of the craziest stats I ever heard from a practice management group. They said they tracked the average life cycle of a CA in a clinic. Guess how long the average CA stays with a clinic? Nine months, 30 days.

What?

One month.

One month.

That reminds me. I saw a real yesterday and I didn't know. I didn't know who she was. I've heard the name, I think. Is it Berne Brown?

Yeah.

Yeah.

I didn't know that's who it was. Like, I heard the name but didn't. I don't know what she looks like, but she was on Diary of a CEO. Yeah, the British guy. And it was just a real. But it was so good. Talking about the marbles and trust. I don't know if you've heard her talk about this before, but it is so great for an entrepreneur or, you know, just for a business owner and how they treat their employees. She was talking about trust and her daughter walks in and, you know, she's bawling. She's like, I'm never going to trust anybody again. Well, something happened at school and her friends were laughing at her. Like, friends were like. And embarrassed her and all this. And she's like, you're right. You shouldn't just trust people. Like, trust needs to be earned. She goes, who are people that you trust? And she's like, well, these two girls, well, why do you trust them? Like, think about it. Why is it that you trust them? And she's like, well, I remember at basketball game, whenever, you know, this one girl saw my grandparents walked in, she said, oh, my goodness. And like, she called them by their name. They're, you know, Nana and Pawpaw. Like, whatever it is, oh, my goodness, your nana and papa are here. And she goes, that meant a lot that she remembered their name. It's not just, hey, your grandparents are here, but oh my goodness, they're there. And then she started naming these different things and she said that's how trust is built. Whenever you realize somebody cares and they're paying attention and you're taking marbles and putting inside of their jar of trust as they're doing that. And as an employer, when you're asking your. Your team, hey, how was Jimmy's basketball game last night? You know how Jeremy do at soccer this weekend? Like, it shows them that you care, that you and you are building up trust with them, the more they know you care and you're doing these things and you're involved and you're asking questions. You're building trust instead of just being at work and it's just, just work, the more you can open up. I thought that was so good. There was more to it than just that. But that was the main takeaway. And I was like, wow, I do that sometimes but I don't do it as enough. You know.

I really like that. One of the things I talk about with team is that you got to shift your mindset on team. Team members are income producing assets, not bank draining liabilities. And I think that's where everyone looks, especially if you look at their p L. You know, the number one expense every single month for most clinics is team and payroll, right? So you're like, holy cow, this costs so much. Then you think about team and, and drama and what you know, team members aren't black and white and you know all the negatives about team. So if you have that mindset around team that they're a liability, it's a frustration. You know, a lot of people I've heard say I don't want more teams. This is more, more people is more headaches, right? And so if you have that mindset versus you know, having hey, more team members, it's like, it's like gold. You want higher quality and you want more. You know, it's like anything, anything that's precious. And if people are the most precious resource you know, in the world, you know, then having the best people is so, so important. Finding the best people, you know, developing, developing people, retaining people. And I say even more importantly, in our business model, we're in a service based business model, if you go into a Target or a store, a Starbucks, a restaurant, you know, you get a tangible product that you walk out with a bag or you have a food item, you know, the service of how that person handles you and treats you matters. But it doesn't matter nearly as much as a service based product where they walk into an office, get an adjustment and they walk out with nothing in their hand. You know, the only change has happened inside their nervous system is, you know, how the front desk greets them could be the deciding factor of that person staying under care, right? It's a hands on profession. So not only is it the communication, but we're touching them. I mean, maybe a massage therapist might be the only other profession in the world where people, the quality of the people has a greater impact, you know, on the evaluation of the delivery of the product. So if you think of that in mind, it's like and then you're mad that you're not getting great quality employees. And you know, when you're offering the same pay rate as Target or Chick Fil A or Starbucks, you really need to shift your mindset. The value to people in our profession is so much greater than pretty much every other profession in the world. So if you understand that premise, then you realize that we have to have the highest quality customer service, you know, and care and provide an incredible experience at all levels of the interactions.

And the team has to know that. Like I heard somebody say the other day, if, okay, it is a company for Cairo Candy. We want to be the best, which for us to be the best, we need to hire the best and we need to only work with the best. If we work with subpar offices, then it makes our service look subpar because even if we're delivering, they're not do anything with it. Like so we want to work with the best. And I think you having that mindset in your office too and when you have your team meetings like, look guys, we want to be the best and for us to be the be the best, we have to care the most, we have to love the best. Like you guys need to, to put on, you know, that not Game Face, but. Have you ever read the book Alter Ego?

I haven't.

Todd Herman, it's really good. He works with, he's actually a buddy of mine, we were in a Mastermind together. It's a New York Times best selling book. And he works with professional athletes. It's called the Alter Ego Effect. And he talks about how what he's noticed is these professional athletes, the ones who really achieve when it's game time, they have an alter ego that they step into. And so that's what like that, that's the goal. For example, he was telling me at the time my daughter was playing high school tennis and he said she doesn't need to play when it's time for her to step on that court, she needs to step into Serena Williams. Like that needs to be her alter ego. And she's playing like how it's Rena attack the ball. How would she approach the net? How. Like that needs to be her mindset. At the end of the day, it's all her, it's her skill. She's not magically going to be able to serve all of a sudden 120 miles an hour. But. But she's going to perform better than if she's thinking, oh, I'm just this high school girl I heard playing and this same thing, I think, in everything we do. I love the. I don't know if you've ever heard the comment before. This is my favorite quote. How would the person you want to be do what you're about to do? Because don't we all have this mindset? I mean, I'm 50, and I still think when I grow up, this is what I want to. I want to be this. This kind of person. Okay, how would that person do this? How would we bust out today? Like, this is going to be the best day ever. But I need you guys to bring it. I need you guys to step into that alter ego. If we're going to have the best office in the history of the profession, what does that take? Who do you have to be today? I need you to be that person. I need you to step into that person. And that's how we're going to answer the phone. That's how we're going to greet everybody. That's how we're rescued, like, everything. That's the person that has to show up today, you know, not the one who got in the fight with her boyfriend last night. So, anyway, I don't know how we got.

That's good. Put that on the wall.

Yeah, yeah. How would the person you want to be do what you're about to do? So good that that's been motivating for me for the past 30 years. I heard it one time, and I did. I had it. Used to have it on my desk.

That's great. That's. That's a really great quote. The number one quote that I've been telling so many doctors is as a CEO of their business, they have to always be evaluating what is the number one thing that they need to do that would have the greatest impact on their business. And that's where I felt like a lot of people. Yeah, exactly. What takes the least amount of work that's gonna have the greatest impact on your business? What is that? What is that thing? And that's what I realized is doctors are trying to, you know, be the doctor, then they're trying to run hr, then they're trying to run sales, and they're trying to run marketing, then they're trying to be a husband, then they're trying to be healthy, then they're trying to do all these different things. And so easy for them to drop the ball, you know, on that true CEO mindset of focusing on that primary goal for your business. And that's where a lot of Doctors, you know, six months down the road, 10 years down the road, they look up and they're like, holy cow. Like I could have, I feel like I could have done so much more and been so much more, but there's death by a thousand paper cuts.

You know, when you're juggling all these different balls.

And so that's really where I think data is that center point, you know, to bring you back and say, hey, we got off track a little bit. But hey, here's the center point every single 30 days. Here's your report. This is exactly what you need to focus on in the next 30 days. This can have the single greatest impact on your business. You know, let's try and focus as best as possible. We make it off track 10 days in, 20 days in, you know, within the next month, you're going to get your new report. Hey, here's back on track. Let's get back on track. And that's really how you have success, is just taking the correct actions with consistently, consistently taking the correct actions. That's why I tell my kids all the time, it's like you're going to make mistakes, you're going to fall off the wagon, you're going to go two steps backwards at times. The faster you can get back on that, on that path and just do it with consistency, that that's, it's a long game and you got to think in decades, not days. And that's one of been one of my quotes that I've been thinking a lot about is that chiropractors, we keep thinking in days, what do we got to do tomorrow? You know, we need to have a longer term vision. If anybody follows Alex Hormozi, he's a huge proponent of, you know, time, you know, the time factor, just doing the right things, you know, for longer periods of time when stop trying to, you know, tomorrow, you know, have bigger, bigger vision in mind. Yeah.

And one of the things, so I used to sell rare coins, gold, platinum, silver. I did that for 17 years and I did that for like eight years. Went to work for a chiropractor for a couple of years, then got back in the coin business and then started Cairo Candy.

I feel like that hat fits like a rare coin seller.

Oh, thank you, thank you. Yeah, I just need a cigar and. But one of the things that we would, we would tell our, our team sales manager for a long time, I say look for you to grow and build a book of business that you need to build. The only thing that stands between you in that book of business, building those clients is how many presentations and relationships you built. Like, it might be a thousand solid presentations, but if that's the case, if you knew a thousand solid presentations is going to get you to $250,000 a year in income, the question now is, how quick are you going to make those presentations?

100%.

If you knew that, that that was it. Because what happens is we go to work and we don't think of in time, right? We think of days and not, not years or decades. And so we make it. We just kind of go through the day. No, no, no, no. I'm, I'm, I'm trying to get these thousand calls knocked out, you know, and it may only be 100, you don't know. But every presentation you make, you get better, and you get better and you get better. And so I think the same thing is true in business, where you're at, to where you want to be. There's certain things that have to happen. How quick can you make those things happen? And when it comes to your numbers, even small percentages get magnified, right? If you can increase profit margins, you know, from 20% to 25%, but then you also increase your new patients, you know, from, you know, if that goes up by 25%, and then if you get, you know, you increase your closing ratio of how many people are actually accepting care, even if you're doing a little bit here and there, all of a sudden, it's a huge magnified impact to your bottom line. So, anyway, I can sit here and we can visit about this stuff all day. I would love to have you put together some type of training that I know this has been more, you know, just a podcast interview, but anything we can do to get you to put together some training that we can put in the, in our training portal for all of our clients, I think would be fantastic. You're, you're just. I love what you're doing. I can see the huge impact it would make, you know, for offices out there. So if these chiropractors that are listening, surely they're not all already working with you, what do they do to get connected and find out more about Lucro?

Yeah, MoreLucro.com is our website. You can schedule a strategy call with one of our, our doctors, and we actually are doing right now three months of books for free. So literally, sign up, we'll go and do your last three months of books completely for free, upload them all in our software, meet with one of our doctors, analyze all your own individual data, cross compare it to the perfect P L cross compared to the top performers in our database. And we can give you immediate insights, personalize of what's working, what's not working. How do you grow, how do you scale? You know, I like to be really transparent. We have no sign up fees, we have no contracts. It's 450 bucks a month. We're like the same cost as a crappy bookkeeper who's two months behind, only helping you one day a file taxes. Like I said, we're providing with financial insights throughout the entire year to grow, scale. And we tee everything up for taxes to be filed. So in the day, like I said, if you want to grow, if you want to scale, if you want have more confidence, you know, and just more certainty, you want to sleep better at night, you know, it's going to start with understanding your data and be able to take those next steps, you know, with absolute certainty of what the next steps are to do. And then like I said, scaling becomes very, very simple. It becomes very, very consistent. And you're not just constantly guessing and hoping. You have, you know, extreme confidence exactly what to do to go from where you are to wherever you want to go. Great.

Thank you so much for being on today.

Yeah, thanks for.

Sam.