058 - The Quarterly Reset: The Real Value of Board Meetings

When you create that sensation that they see through your business, that all their own personal visions and goals and dreams can be achieved, that is the absolute like hallmark to be able to scale a business and have massive, massive buy in from people in your team.

So good, so good, Bobbi. And that is something that is an art form to keep pulling that out of people because sometimes they don't have the vision for themselves.

Hello and welcome to Build you'd Remarkable Practice podcast. This podcast is dedicated to chiropractors who are in the seasons of launching and building their practice. Join myself, Dr. Lona and my co host, Dr. Bobby as we have conversations each week as it relates to building the practice of your dreams. And remember, you can have a remarkable practice as part of a remarkable life, not instead of one. We are here to lead you on the way.

What's up team? Welcome back to the Build you'd Remarkable Practice podcast with the fantastic Dr. Lona Cook and myself, Dr. Bobby Lajasovic. Dr. Lona, what's been happening? End of Q1 is here. So what are we at now? End of March, first quarter is finished. Reflection upon the first quarter. How you guys been going on your neck of the woods?

Yeah, thanks, Dr. Bobby. It's been good. We've had a really awesome quarter one and it's one of those quarters where it's just been like really nice, steady, like ebbing towards the goals we had laid out, which I can't say if you would have asked me five years ago, I would have said sometimes we hit our goals, sometimes we don't. But now that we have so many more ways to see in and have visibility around, like when something's off and we can course correct, like this was a great quarter where things were just very methodical and the team was doing a great job. And so it's been a great quarter and we're preparing for a board meeting.

So today we want to talk about that. Because you said something there that was key and that was, you know, to me it sounded like it was great quarter. Things just have been kind of steadily ticking in the right direction. It sounded like, dare I say it, it was smooth. However, I also heard you say that wasn't always the case in the past. Right. That was different in the past. Now whenever something changes, whenever something improves, I always look at that and think to myself, there must be a system behind the scene, because system stands for save yourself time, energy and money. So to me it sounds like you had a good energy saving quarter there. Like everything was nice and smooth. So you must have a system around how you guys goal step, around how you guys review, around how you guys stay focused on task, around how you guys achieve outcomes that you're trying to achieve. You mentioned the board meeting there. Now, I know that, you know, obviously there's daily rhythms of things that you do. There's weekly rhythms, there's monthly rhythms. Right. And to me, it sounds like there's quarterly rhythms. But is that accurate? You guys have a system around how you're obviously operating and managing the practice and keeping an eye on it. You're not just going week to week, correct?

Yes. And I. And I think what I feel like really helped me is we always had, I would say, decent systems, but what we didn't have was good visibility always. And so it was harder to know where you needed to course correct things. Middle quarter versus if you are actually paying attention to these things, whether it's stats and numbers and trajectories of where those stats and numbers take you instead of waiting till the end of the quarter, like you just said, looking at these things on a daily, weekly, rhythmic basis with the different parts of your team that have influence over them has been where the rubber meets the road for us so that we can get to the end of a quarter and be like, wow, there's no surprises here. It was a great quarter because we saw it happening as we, you know, as we went, and we could, you know, tweak where we needed to tweak. So for me, learning how to really steward that and use it weekly and daily and how we're leading the team and gauging everybody's energy and refocusing people is where it really became powerful. Bobby, I'd love your thoughts on how you, you know, set up your, you know, quarterly board meetings to have power throughout the quarter.

So here's the way that I want to look at it. It's interesting because whenever I work with a new office or if we're taking over an office or if we start working with a new chiropractor, whenever there's something new that someone's asking for help and support with, the number one place that I always get them to start is actually with what you just mentioned there. And that's the board meeting. I consider that, you know, there's obviously different meeting rhythms that you have inside of the office. And those meeting rhythms have accountability that go along with them. And, you know, you mentioned there. There's things that you do daily, there's things that you do monthly, there's things that you do Quarterly. I look at the quarterly board meeting, which is what you alluded to there as the big reset button that you do every single quarter inside the office that gets your whole team re, galvanized, everyone on the same page, reunited, reinspired. It really is the big reset button. And when you first work with a new office, it's also the starting point that I get. That's the first thing I always get them to do. I always get them to sit down and do a board meeting. Even if they're a new office. And let's say you're a one man band and you're watching this, or maybe you're just a small team of like two people or three people, it doesn't matter. You should still do a board meeting, get into the culture of doing them, even if it's a board meeting of one person. So as I reflected on my journey, you know, in the beginning I was doing this by chance. So what was happening is when I opened up my practice, I opened up with myself and my beautiful wife, she's a chiropractor as well. So we would have, you know, our vision casting times where I remember we would go to this beach near us. Beautiful beach, nice. Look at it was our favorite spot in those early days. And we would sit there and we would reflect on like, all right, what, what does the office look like currently? Where do we want it to go? We'd fall in love with the vision of the future. Then we'd have some loose conversations about, all right, what are the goals for this quarter and you know, what kind of like projects are we working on? And I didn't realize it at the time, but they were the early makings of what we now call a board meeting. So it was the place where we could get away from the practice and actually be able to look at the business from a 10,000 foot view, assess it, assess the landscape, know where we're going in the future, and then be able to make decisions moving forward based on that. Right. And then as the business grew and we started to add more team members and staff and more moving parts, I started to recognize that when things were going sideways, a lot of the time they were going sideways. And the root cause of that sideways was us. Like, was you the leader? Like, on some level, any issues that you're having, you're manifesting them. You're the, you're the person that's manifesting them. And it was so often a leadership thing that somewhere I was, you know, deficient in leadership and very often was a Vision thing. Right. So the board meeting then quickly became the place which was the most important place that we get reconnected to what we're trying to achieve. Because even you as a leader need that regular quarterly time to, like, unplug, reset, recharge. And I marry up my board meetings also with time away. So it's like you have time away from the office, holiday vacation. In fact, I've got my vacation next week. I'm away for a week. I'm going up the coast here in Australia. Beautiful place that we go most years. And so that's kind of like get away from the practice, because there's something very real about changing your environment, removing yourself out of your daily environment as well. And then the board meeting is the business way of how we all get together and reconnect. And we look at the first quarter, we celebrate the successes, we highlight the learnings, and then we reset and look at the upcoming quarter, how we're shaving towards our target for the year and where we need to focus on next. Right. So I quickly learned the value of board meetings almost by chance in the beginning, and then as the business grew bigger and bigger, the board meetings just took on a whole new level of meaning. So that's kind of how it happened for me. I'm not sure. Was your journey the same or were you? Because I think speak to some officers, they're like, no, we didn't do it at all. And then you guys brought it to kind of our sphere and we're like, oh, my goodness, how we're not doing this. But what's been your experience with them?

Yeah, I think I did board meetings early. I didn't call them board meetings. I think I just knew that we needed to have touch points with the vision. And they probably happen three to four times a year at minimum, with my team. And if I had a downfall, it's that my head is usually focused on all the cool things we could be doing, which is, I think a lot of people who find themselves entrepreneurially wired is like, there's no shortage of things that you could have vision for and be executing on. And so I also got really passionate about, like, the philosophy and wanting to make sure that my team really shared an understanding, like, why do we do what we do? And so I felt like it was really necessary to have these times where we'd come together, talk about the big picture, talk about what's possible, what's possible for our patients, what's possible for our potential as we keep growing. And that Was really fun for me. What I lacked was how to, like, bring that into the, like, the daily and the weekly rhythms. After we got all fired up, whether it was through, like, something that we did together as, like, a meeting style or something we traveled to, and then, you know, got all spizzed up. Is that. Then you bring that back into the, you know, couple weeks later, like, how are we actually moving the needle from what came out of the board meeting? So that was a huge change for me, is realizing, yes, like, keep going with the vision, the missus and the values, the, like, the reset button and redirecting focus and make sure we're taking that and pulling it through the next 13 weeks. Right?

Yeah. Yeah. Now you're spot on the mark. So, I mean, today's episode specifically about why board meetings, why you should be doing them. I know people are thinking now, all right, great. What's the execution of how to do them? Next episode, we're going to be unpacking in detail, how do you do it? What is the structure of a board meeting? But, you know, if we just stick on the topic of why for a moment. I mean, I look at board meetings. In fact. Hold that thought for a second. Rewind. I look at everything in business as a vision thing. Okay. I was literally on a mastermind call, just like you were right before this, and somebody asked a question about team and how do I get more out of my team? Right. And, you know, this person actually has a fantastic team. This person has a, like, a rock star practice, great team. They're doing really well. I was like, can you elaborate? What does that question mean? What do you mean, how do I get more out of my team? Well, I feel as though I can just kind of, like, get more out of people. And sometimes we can get a little bit complacent, and sometimes we can get a little bit, you know, just. Yeah, maybe fat cat syndrome and satisfied with where we're at. So my question to this person was, okay, what kind of structure, what kind of incentivization do you have inside the office for the team? And he kind of, like, paused there, so you could tell there wasn't incentivization for a lot of team members. Right. And it reminded me of something that I have adopted in my life for the last few years, and I had to remind him of it, and that was this. At the end of the day, every single person that's on your team, sure. While they're aligned with your core values, they're on your team for their own selfish Reasons, right? They are on your team for their own selfish reasons. That's why they're on the team. And what that means is if they're a human being, they have goals, aspirations, visions for their life. They have families. Maybe they have spouses, maybe they have children. Maybe they have visions for the future, okay? But as a human being, by nature, you're going to have a conscious mind, guys, and you're going to have goals for yourself, visions for yourself. Every single person listening to this right now ask yourself, do I have personal visions for myself in the future about things that I like to achieve? And it might be as simple as, tonight I want to get home earlier so I can have dinner with my family. That's an example of a vision. It might be as simple as, you know what? Tonight I want to make sure that I get out on time so I can go and work out. I've got to get my exercise in. It might be as also simple as, you know what, I want to cut down two kilos. I'm just feeling a little bit pudgy around the edges. Sorry, four and a half pounds. I want to cut down four and a half pounds. I'm feeling a little bit pudgy around. That's a vision that you've just professed. If you wake up in the morning and you wake up and you go, all right, today, I would like to get to the gym. I would like to get to practice on time. I'd like to rule up these X rays for these five reports that I have. That's a vision that you just profess, right? For your life. So every single human being has a vision, has goals, has aspirations. Not everyone has necessarily consciously identified them, but everybody has them. So one of the things that I do as an onboarding process through my. For my team is when someone onboards is there's a document that you want to share, and that document asks 10 questions, which really gives you direct feedback about that person's vision and goals for themselves. It might ask simple questions like, what is the person's favorite sporting team? All right, I want to know that, you know. But then it goes into more detail. I want to know everything I want to know, like where my team members want to live. When I do vision casting with them, I break that down. When I do this with my associate, I'm like, great, which suburb specifically? All right, tell me the suburb. Pull up the property. I get them to go out into realestate.com, which is a real estate portal here in Australia. Pull up the suburb that you want to live. Pull up the sold listings and find the exact property that you want to be in. Point it out to me, right? And then I look at the exact property and look at what it's sold for. And then back with engineer process about how that person can get to that vision. You want to buy a car? Great. You a car person. Fantastic. What car you want? I did this on a call with somebody a few weeks ago, and they were kind of, like, reluctant, right? And I could tell that they were. And like, yeah, look, I am a car person. I'm like, fantastic. What car do you want? Right. Oh, well, you know, I just want to, like, you get something that's nice. Cool, cool. Tell me the specific car that you want. All right. If, like, you can get any color you want. Porsche 911. Fabulous. Now we're getting somewhere. What color, what make exactly do you want a gts? Do you want a turbo? What do you want? Right? And it's like you pull up the exact car, the color, the everything, and the more that you can bring it up, the better. And the reality is, then you're going to pull up everybody's, like, individual goals and visions. And if you can, through your company, paint a vision where everyone else's vision can fit within that, people will never leave you. And then within the board meeting is the way that you reignite everyone back not just to the vision of the company, but their own selfish visions they have for themselves. Because we all have them.

Right?

Yeah.

I found that the root of all of it is that, you know, as human beings, we all have these goals. And so that board meeting is the time to get everybody reunited. Because, yes, chiropractic and the principles of chiropractic is what unites us and brings us all together. But that's not enough. That can't be the only thing. All right? And it's easy for us as a business owner to, like, you know, get up and get all pumped and motivated, and let's grow from X amount to Y amount, because usually X amount to Y amount means more income for you. Let's just, like, call it for what it is. But, you know, and it helps you meet your goals and your visions that you're holding for your life in the future. But you have the same thing for your team, because I can tell you when you create that sensation that they see through your business, that all their own personal visions and goals and dreams can be achieved. That is the absolute hallmark to be able to scale a business and have Massive, massive buy in from people in your team.

So good. So good, Bobbi. And that is something that is an art form to keep pulling that out of people because sometimes they don't have the vision for themselves yet. Right. Like, they're just thinking about what they're having for dinner.

Yeah. I find those people the most difficult, frustrating to work with, and quite frankly, an owner. I, you know, they say, God, who you let into your heart and who you let into your head. I guess that means God, who you let into your life. I actually don't really let those people into my life anymore. The people that I find the most frustrating. And that might sound harsh, but, like, it's just a conscious decision that I made for myself because I just noticed the people that are the most, maybe I call it frustrating for me to deal with is the kind of person who I'm like, all right, tell me about, like, success goals. What does it look for? What do you want to achieve? What does tomorrow look for? The person says, yeah, I'm not really sure. I don't know. And you can tell they don't have clarity around that because I know that if you don't have clarity around that, then the chance of you achieving it is zero. That's first thing. But the second thing is you also take people around you on that journey with you. So that kind of person doesn't have clarity around that, I find is a really, really, really frustrating person to deal with because it's like, it starts to impede on me and starts to impede on the people around me as well. So I'm like, all right, well, that's your first starting point. You know what? You need to go somewhere of inspiration, sit there for as many hours it needs, reflect and just like, ask yourself the question, what does success look like for me? Because at the end of the day, you've got one life. You want to live it to its maximum. And I know that you can achieve anything that you want in your life. That's what frustrates me about it. That's why I'm frustrated, because I know that you can achieve anything, anything that you want, so long as you've defined it with clarity. But if you just haven't done that conscious thought into it, then you really won't achieve anything. And that's why I'm frustrated, because I'm like, frustrated for them because I know how much potential they have, but they're not realizing that potential, I think, you.

Know, and maybe I'll get to that point. Bobby, I don't look at it like it's a bad thing. I think it's more like this is where we get to, like, teach them how to manifest. And then a lot of times, I think we all wear our mentor's clothing on some level of learning how to do that. And I think a lot of people have never done that, really sat down and envisioned their life and envision they may loosely do it, but if they're truly believing that they could manifest everything, like, I don't think there's many people who have sat down often enough and really acknowledged, like, I could create a lot of different things in my life. And I am the one holding that, you know, front and center in my own, you know, mindset and way that I'm engaging in my life. So I think that's part of what we gift people with when they work alongside of us is just, like, growing into maybe more potential than they ever would have before, which is, you know, when, you know, we. Whether we're working with a patient or working with the people on our teams, on some level, we're taking them on a journey. And hopefully everyone recognizes, like, I'm better together than apart, you know?

Yeah. And look, I totally agree that there's. That there's places that I guess I'm alluding more to the person who continues to always, always, always struggle with vision stuff. It's like, man, you got some internal reflection work that you got to do on your own, and it's like, go and get that space and time that you need. Get present right. Do what you need. Get connected with your creator. Get connected to, like, source, whatever that may be for you, and just reflect and think about what does this life look for me? I totally get all of us go through phases where we're lost. Like, you know, reflecting on my journey. In the beginning, I had no clue what I was doing. I had some idea what I thought that I wanted, but I didn't even know what was possible. You know what I mean? Like, I looked at a chiropractic office, and if I remember, someone asked me this question, actually my first associateship, I was getting interviewed, and the question was, all right, great. So, you know, you're finishing chiropractic school now. Like, what's your goal for next year? Like, how many people do you want to serve? And I was like, that question was so, like, random to me because I was like, well, I don't know. I don't want to say number two, big. And this guy's going to think that I'm just some like, crazy money hungry dude, right? I want to see 500 people a week or a, take it easy, buddy. But then I didn't want to have a response that was like, too small, where this person thinks like, oh, Jay, you're a small dreamer. Is that all you want? So, you know, I didn't know. And that's an unearthing process that happened with time and support. I guess what I'm alluding to, though, in that prior conversation is more the kind of person that continues to be in that situation. Right. And then they're in your team and they're in your office, but they're not clear with what they want and they're trying to discover themselves. And it's like the office gets affected by it, suffers from it. And, you know, it's a challenge. And to me, it just highlights more than anything the importance of, like, having clarity of vision. Because like I said, I feel as though, honestly, you can achieve anything that you want, but it starts off with you defining what it is that you want. Right.

Very good.

So board meetings is the opportunity to do that. That's why I love them, because it's like the quarterly reset button.

Well, and Bobby, you just kind of unearthed this for us too. Part of the board meeting is to send out what we're going to accomplish in the next 13 weeks as also the stats that go with it and writing that down and showcasing it to your team and making sure everyone's brain goes to work and has the mastermind effect brewing with all of you understanding the math behind what's going to happen in the next 13 weeks. And you know, I was thinking about what you just shared of, like, you know, someone who maybe is showing how to do that but doesn't ever spend the time to actually, like, think about it. And a mentor of mine actually kind of to your story of, like, oh, I don't know what to write while I was still at the end of school, had us write down on a sheet of paper, didn't tell us what he was going to do with this. He said, like, how many visits a week do you want to see? Like, do you intend to take cash or insurance? Like, talk to me about what you're going to do for your first visit. Like, what do you see as the paint on the walls? Like, you went through all these questions and you didn't know if anything was coming of it. So. And none of us were out in practice yet. We were like, maybe try seven or something like that. So I filled this form out not knowing he was going to keep it. Well, later he showed it to me maybe a year. I was into practice, and so much of what I had put down on that paper was exactly what my first year in practice was. So again, like, intentionality of taking your team down and putting their intention on something and helping them see it and writing it out and playing with what you're about to create. There's something so powerful about putting things down on paper and getting, you know, everybody's brain, you know, marinating on something. And that's what we're trying to do with the board meeting.

Yep, 100%. I love it. It's taking something that's not yet real. Because when you're vision casting into the future, what you're doing is you. You're. You're taking something that's not real yet and you're planting a seed of thought, which is you're bringing it into existence first and then you're making it real through your action steps. And if you sit back and reflect on the world, that's literally what everything. Everything is. You know, like I'm looking right now, and I'm looking right now outside my front porch here, and I can pick anything. I'm looking at my. I've got a white picket fence around my house here, right on the front porch. So somebody probably many centuries ago, when it comes to a white picket fence in their mind conjured up. Well, we could get timber and we could carve it out in a way where they all look exactly the same. And then we could, we could, we could put them in a system where it looks like a nice pattern, and then we could paint it a color and that's going to. That's going to be this white picket fence. Like that first camp in someone's mind before the first person ever built a white picket fence. Right. I've got an iPhone here in front of me. The iPhone is a classic example of it. So, you know, in somebody's mind, the seed of thought was born around. Imagine that on our phones, we have everything that you need. You have this smartphone which has all the application, because at that point phones were just. You call people? Yes, Miss People. Imagine you could have applications on there and, you know, all these things that you could do. We could have a social network on there, and you can have apps where you can order a cab straight to your door without having to talk to anyone. Like, that was first born in somebody's mind before it actually manifested in the real. And I can guarantee you that somebody would have had to have conscious time where they sat down, they vision cast and they were like, you know, frustrated by the realities of today, but also the appreciation of how far we've come. The fact that we have a phone in the palm of our hand now and not something that we're turning the wheel on is absolutely amazing. How much further can we take this thing? Right? And I guarantee you that there's people right now that are looking into the current version of smartphones, dreaming for the future. I don't know what that might look like. It's not the area that I must say that I put my conscious intelligence energy into, but somebody is doing that and you know it's going to get born. The reality as a result of somebody doing that right now. Absolutely amazing. So today's message, guys, and reminder for you is this. Are you doing quarterly board meetings or are you just going from week to week, month to month, or maybe doing one a year? Because the board meeting, I call it the big reset button for a reason. It really is a time where you get everyone back on the same page, reunited, attached to the vision and just falling back in love regularly with what it is that we do in the principles within the office and the amazing results that we get for people. Because you can get bogged down into the day to day grind of like, this person canceled, this negative review happened. This person dropped out, Ryan. And it's very easy to miss all the miracles that are happening underneath, you know, underneath our eyes, right in front of us. And the board meeting ensures that that doesn't happen. Yeah.

So good. Agreed.

Yep. Love it. All right team, so today's the why about board meeting. Stay tuned. Next episode we're going to talk about the how, how do you execute the board meeting? What is the four parts of a board meeting? There is definitely a science to executing these things successfully and creating a system around it. So stay tuned. We're going to cover that next for you.

Hey everyone, please listen in for this next bonus interview of one of our remarkable success partners. They all help us help more people find the benefits of chiropractic. So listen on.

Hello remarkable CEOs. I'm coach Dr. Eric DeMartino here with from TRP and I'm excited to be in studio today with Dr. Andrew White from Align Co. Align Co. Is one of our remarkable success partners and we just love and appreciate our remarkable success partners because they help us further our mission and helping more people help more people. So welcome to the podcast, Dr. Andrew.

Thanks for having me, Dr. Eric. It's great to see you.

Yeah, you as well. So please, you know, take a few minutes to introduce yourself to the audience and, and help help them know a little bit about your story.

So I'm from Michigan originally, just like Dr. Eric. It's where the best, best, Cairo's best of the best. That's where we are in Mitten State. And so I live in Holland, Michigan, which is on the west coast. And I grew up in a town called Jackson. I got into chiropractic because my mom is an opiate addict. She became an addict from a workplace injury. She worked at the University of Michigan's hospital when I was a kid and she got a back surgery that failed. And, and so that was a big reason why I want to go into healthcare. I realized when I was pre med that I developed a strong aversion to drugs and surgery. So I ended up going into chiropractic early in my career because I realized I was passionate around the opiate crisis. So I did some lobbying through some of the ACA and ICA and DC trying to push legislative reform to improve access to healthcare for Americans and specifically with chiropractic and conservative treatment. And I had some good success doing that. But I was frustrated that things weren't moving the way I hoped. So then I ended up coming back to Michigan, originally partnered with a DOC in Grand Rapids who was incredibly successful helping them to open more clinics. And then ended up, even though we were having success, I was just frustrated that we were meeting patients late all the time. Like my mom, who had had surgeries, been on drugs. And they would always say, man, I wish I would have met you guys sooner. And when I would ask why they didn't act sooner, they would usually say either they didn't have the money or they were too busy with time. And so I had read some case studies in chiropractic school about businesses that developed robust wellness programs and some of the results they had seen. In 2019, I had hired some, some assistants to help me dig into data around those available United States around healthcare costs and how much chiropractic could help mitigate some of the fees and costs for employers specifically. So that way we create some software to help the employers see the value in investing in chiropractic for their staff and then use that to try and sell wellness programs that included chiropractic. So launched that company. In 2020, we had some success with some small manufacturing companies, grew. In 2021, 2022, we launched what we call our mobile units, which are mobile X ray. We actually do all the diagnostics on site. And the business model was we would sell these contracts to employers and then we would either hire doctors or subcontract doctors that were near the business. And so for chiropractors who wanted to get into corporate wellness and wanted to become like a company's chiro and get paid to market their clinic and pay to adjust employees, we were the brokers to essentially do that for them. And then I most recently, because we were getting sold often by insurance brokers. The last few years I had heard about some tax advantaged wellness plans that were being sold by insurance companies that were allowing employers to use tax dollars to offer different health benefits. So I worked about 18 months to get my company line and co bundled into one of those plans and that launched about eight weeks ago now. And so now we're the first tax advantage wellness plan in the United States that includes chiropractic. So now employers can actually use tax dollars to get chiropractic paid for for their team members twice a month. It's incredibly powerful product. I'm very proud of it. And so we're selling that nationally today. And so again, that's kind of my story. My passion is, I think God has called me to, you know, I thought when I started hiring associates that I realized that they were better than me in some ways with patient care. So I've realized their belief that God has called me to find the best chiropractors in the United States and just give them another vertical to treat more people by selling direct contracting to employers. So that way we can just help Cairo serve more people. And then our 10 year goal is to get 10,000 clinics in our network. So and if we can get one to three contracts for every one of those clinics, we'd be serving about a million people a week in the United States. And so that's the kind of the big vision of what we're pushing for and kind of how I got here.

Love that. And yeah, full disclosure to listeners. I'm a client of Dr. Andrews. We're onboarding right now with his program and, and there's a lot to it and. But his team does an amazing job in supporting you through each step of the process. And yeah, I just love the, the fact that, you know, there's, there's so many tax incentives out there for different things that want to be promoted and wellness is a thing right now. And you know, I don't think chiropractic has ever been able to really tap into these things in the past, but now we can. And so it's just a great way to get chiropractic out to the masses and save a lot of money in the process. And like I said, there's a lot of details to this but you know, by utilizing this you can actually save a ton of money in taxes for your employees. There's so many Benefits I'm sure Dr. Andrew will speak to here in the future, but it's just been a great experience so far. So I definitely would recommend working with Align co to all our doctors out there because it's really, it's a win. You can't lose with a scenario. It's simply. Yeah, it's, yeah, it's just, you know, taking care, taking advantage of those tax incentives that the government puts out there. And why is chiropractors, can't we take advantage of that as well? So I appreciate what you guys are doing.

Yeah.

So you know we always talk about businesses exist to solve problems for people. Right. So what is specifically as a line co, what, what specific problems do you guys solve for chiropractic and chiropractic owners?

Yeah. So I would say that the, the, the main one that we've been solving for years is acquisition. Right. So every chiropractor I know runs a ton of marketing efforts to drive new lead the door, lunch and learn, screening events, Google Ads, Facebook ads, internal referrals, special events and they all work, but they all cost money and there's labor costs, there's, there's ad costs, et cetera. And so the awesome part about corporate contracts is that there's no fee to work with us. You know, we sell on your, as long as you're a good fit for us, we go, we're 100% commission based salespeople. We go sell on your behalf. When we land a contract, you get it and then we pay you to process those new patients. And so whether we're sending them to your clinic in a near site contract and then encouraging you to close them for additional care, or whether we're paying you to send one of your doctors on site into a bigger corporation, either way, it's just a way to add more leads to your clinic and also a new vertical for revenue generation. As far as the second thing I would say we solve now that we're in this tax product, we also are helping I think with retention for employers or for kairos. Because if we set up this tax advantage wellness plan for your clinic, what's called the grand plan, like Dr. Eric was alluding to your employees get access to some other health benefits outside of just getting adjusted. We can now pay you to adjust your team members which you're likely doing for free. And if your employees participate, they'll see an increase in their take home pay. So my average, we're, you know, we're launching this cross country right now. Our average chiropractor like associates that we're seeing across country are making around 150 to 200 more per month just to participate in these plans. And then CAs and managers, office managers, we're seeing somewhere between 100 to 150 more per month in their take home pay. So if you imagine being able to tell your associates and your other staff, hey, we're going to offer, you know, a lot of offices don't have the money to offer like amazing sexy benefits, but because we're using tax dollars to subsidize some of this stuff. Imagine, you know, if you're listening to this, I can save you money in your taxes as an owner, I can pay you just your team members and then I can increase your benefits to your team members through this grand plan and also increase their take home pay by thousands of dollars a year just to participate. Like that's an amazing thing to be able to offer a lot of CAs and associates. And so again I think that's like a tangential thing that we're now helping to solve. But I think the biggest one is the lead acquisition that we're helping Cairos with.

I love that. And, and just so listeners are clear on this because I was like confused at first when I started working with you. These savings he's talking about, it's not a tax credit. Like you file your tax return then you get it back. No, you literally every single paycheck you see less than your FICA taxes for all of your employees, all of your team members. It's pretty amazing.

Yeah.

So it's an immediate savings.

Yes.

So you know we always talk about ROI too with our docs, right. We always talk about how it doesn't matter what you spend for something, it's what the return on investment that you get. The nice thing is for your program, there is no cost for us. Yes, but what kind of ROI can a CEO expect to get from investing in your product and services? Obviously you talk to the, the immediate tax savings, but what are some of the other benefits that they'll get from this?

Yeah. When we implement the tax program for your clinic. Depends. Your savings will depend on how many staff you have. So the more staff you have, the more you're going to save in taxes obviously and the more that you're going to get paid to adjust your team. Most clinics are saving somewhere to your because again this is all coming out. There's the fees associated are coming out of your taxes. So like there is no cost out of pocket. So the net savings to an average clinic just to incorporate one of these plans, depending on the size of your clinic on the small end is like four to six thousand dollars a year to your net income as an owner. Some of the bigger clinics, it's 10 to 15,000 or more to your bottom line just to offer the benefit. As far as our corporate contracts, again, it depends on the appetite that you have and how much you can handle. So I'll give you an example, a real world example. Like I own a private clinic here in Michigan still. I'm not in day to day patient care anymore. But I've been selling these contracts from my clinic for years now and it represents last year $250,000 of income for my clinic. I just sold another contract from my clinic to a 300 person employer in Holland. And with our close rates and that's going to be a near site contract where all those employees can come to our, to our clinic and then we're going to pay, Elonico will pay my clinic twice a month to adjust them and then they can close them for additional care. Looking at our close rates, that one contract will easily generate another couple hundred thousand dollars in revenue for our clinic. And so it just depends on the size of the contract. And also again the like how much we, we do a questionnaire on the front end. We're working with offices to understand your capacity. So we're never outselling you as far as not selling a contract that's too big. But again, in general, you know, our goal would be in the first year that we can help offices drive tens of thousands of dollars more in revenue on the low end if they're only able to handle some small contracts. But nonetheless, between the setting up the wellness program for the office and then selling a couple of contracts locally, our goal is in the, you know, 40 on the low end to 50, $60,000 in revenue for the year or obviously more if the office has the ability for a little more volume.

Yeah, that's, that's great. And so you know, I hope the listeners are getting this that you, your company is literally going to pay you to adjust your team members, which are, I should say you guys aren't the federal government is essentially paying you CEOs out there to adjust your team members.

Yes.

And they're also line code is going to be marketing you to your companies in your area to promote how great chiropractic areas to send them into your clinic so you can, they'll pay for some of their adjustments as well. And it cost us zero dollars to do this. Right?

Right. Yep. No, there's no fee.

Yeah, yeah, it's, it's a complete no brainer. So I love what you're doing. I love your passion, you know, coming out of that, that painful story about you and your mom and you know, from, from sometimes from, from pain to, to purpose and passion is how we, you know it's put you on this mission where you're going to help a ton, help a lot more people.

Right.

We always talk about, that's our mission as trp. We want to help docs, help more people. And you're doing that to a T. And, and I think you have a huge impact nationwide. So I'm excited to see as you guys grow the impact that you're going to have.

Thank you.

So lastly, what's the next step? I'm sure a lot of listeners are going to be like I got to learn more about this. What's the next step for our listeners to get in contact with you or to learn more?

Yeah. So there's really two ways and I'll, I'll give Dr. Eric the, the links, you can put them in the show notes. But our website is alignco so A L I G N C O Life. So you can email us@hello lineco life or if you go to alignwellcertified.com that's the landing page that goes over the ways that you can join our network and the ways that we can sell you. Again, the process is very straightforward. We start with just a questionnaire asking about your clinic just to make sure you're a good fit. For us, if you're a good fit, then again there's no fees for us to sell you. It's just a way for us to understand what you're looking for and make sure you're a good fit. And then again we can run free quotes to set up the wellness plan for your clinic or start marketing you and, or market you to other businesses. And again I would just, I'll end with this. You know, I, I would just like to encourage, if you're listening, you know, every chiropractor I talk to, you know they're passionate about chiropractic at least the ones, especially in trp. You got into this profession for a reason. And so, again, I would encourage you, if you're listening, if this has stirred something in you, just to reach out to us. We would love to support you. We would love to be able to again sell you to local businesses. You're likely changing lives and having these miracles happen in your clinic every single day. And what we do an amazing job of is selling those miracles to businesses so they see the value in sending their employees to you for more. And again, we're in an amazing time right now with the whole Maha movement. I think there's more than ever chiropractic is positioned to be able to make a massive impact in healthcare. And we just have to answer the call, you know, we have an opportunity. And so it's on all of us to. To not shy away from that opportunity and to just step up and serve more. And I think it's gonna be really fun next few years.

I agree, man. Very well said. It's funny, when I start, when we first started talking about this last year, I kept thinking, like, what's the catch? There's gotta be a catch. And you're like, there is no catch. There's no government has tax incentives. There is no catch. I'm like, okay, this is too good to be true. So I appreciate all the work you're doing, man. I love that you're helping get chiropractic out to the masses. And I hope the listeners will take the next step to contact you guys and start the process, because we're very excited about it in our offices. So thank you, Dr. Angie, for being here. Appreciate everything you do. So all our remarkable CEOs out there, please remember to tune in each week to the Remarkable CEO Podcast. I hope everyone has a blessed day, and we'll see you guys next week.

Thanks for listening to this episode of Build you'd Remarkable Practice podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like the podcast, please subscribe, share with your friends and leave us a review. And if you'd like to connect with us personally, please click the links in the show notes to schedule a call.