070 - No Space, No Problem: The Power of Optimizing What You Have with Dr. Kale Matovich

So we moved into two. This is weird. Two smaller spaces than what we had.

Wow.

And so we would see patients for adjustments in one little house that we converted, and we would go next door to see new patients do progress exams.

Okay. You had, like, an exam area, and then you had an adjusting area.

Yes.

Interesting.

Two separate houses. And I'm from Canada. And for those of you who know Canada's cold.

Yeah. Right. So they'll go back and forth. Yeah.

There's a lot of minus 30.

Yeah.

Walking.

That's commitment.

Yes. We were committed.

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. All right, welcome back to the Build you'd Remarkable practice podcast. I'm Dr. Laura Cook, and I am here today with one of my favorite people in TRP, Dr. Kale Matovich in Canada. Canada. He's our Canadian. He's holding down the. The northern communities.

Right.

And we're gonna have a great conversation today about leveraging your space to the utmost. So I'm not gonna steal your thunder here. Why are we talking about this? What were you able to do there, Kale?

So. So I've been in practice for 25 years, and I've been in three spaces over the course of that 25 years.

And that's a whole nother podcast. We could have moving practices.

Moving practices is a thing. Yeah. Do it as little as possible.

Right.

But the second space we were in was a. A converted home, and it was actually a law office when we bought the space.

Okay.

And it was 900 square feet. Actually, it was about 800 square feet.

That's a tight space.

Four and a half tight space.

Yeah.

To buy it, which was cool.

Yeah.

And we started there. We were doing about 300 visits a week when we started. And we were there.

But just Something still in 900 square feet.

Yes.

Yes.

Yeah, it was good. I was. I mean, it was efficient.

Yeah.

And by the time we were done, we were there for 12 years almost. And that building was falling down. No. When we were done. So we had to. We had to do something different, which is a whole other story that I'll share. But we ended up doing. I think we. Our volume There was about 700.

We left and 900 square feet. That's. I don't know if I've ever heard anything like that. Actually, I. I've heard it a couple.

Times, but it was. It was a. Yeah, we were. We were excited to be able to do it, and it took a really great team to do it.

Yeah. That's an incredible amount of people through a very small space.

Yes.

Which is amazing. So talk to me about some of the learning curve you had there. And we were training yesterday here about flow, patient flow. And. And one of the things we were talking about is just like your container. Right. The cup that you hold not only physically like your physical space, but also how many footsteps you take to go patient to patient. And things like that really matters when we're talking about flow. Right. So just. Yeah. What were some of the learning curves in learning how to go to 700 a week in such a small space?

So we had to optimize every system we had in place.

I bet.

You know, at trp, we talk about the. The usual suspects of patient dropout. And that was really important for us to sort of think about all of those things when we optimize that space. There was very few steps between tables.

How many tables did you have in there?

Four tables. Yeah. And we had two decompression tables downstairs in the basement. In the basement.

Okay.

So it was kind of this weird split level thing. And so we had to optimize every one of those systems and really think about it. And it took a great team for us to do it. It was not a totally open space. It was a semi open space. We had barriers between tables.

Yeah.

And it just worked great. We, we, we. It was simple.

Yeah. And simple as good. Simple as fast.

Simple is good. Now there's more to the story because we own that building. And so when it was time to move because our space was falling apart, we had to move because we built a building on that space.

Okay, so you tore down.

We tore down. And that's probably a whole other podcast to talk about the lessons there. But it was one of the best financial decisions in the rearview mirror. But it was terrifying.

Yeah. I mean, that seems like something. I don't even know how to think about that, because while you tore down, you obviously had to move practice somewhere else.

Yes.

Okay.

So we moved into two. This is weird. Two smaller spaces than what we had.

Wow.

And so we would see patients for adjustments in one little house that we converted, and we would go next door to see new patients do progress exams.

Okay. So you had like an exam area and then you had an adjusting area.

Yes.

Interesting.

Two separate houses. And I'm from Canada. And for those of you who know Canada's cold.

Yeah. Right. So they'll go back and forth. Yeah.

There's a lot of minus 30.

Yeah.

Walking.

That's commitment.

Yes. We were committed.

You know, as you're saying that, Kale, I'm just thinking, like, you know, I just did a podcast with Dr. Sabrina. We're talking about vision and something placed on your heart and then seeing it and then walking it out. Right. And you had to have incredible vision and trust to know that you were going to make this move. To go from, hey, we've got an already very awesome practice happening. Although we know we need to, like, do some upgrades or do something.

Yes.

For our space.

Yeah.

Right. To then know that you're gonna have to build a place and move into two separate places to then come back to a whole new space that you're building. Like, talk to me about how you receive that vision and just carry that out through that time, because that's a. That's a big. That's a big task.

It was a big task. And I didn't, I think, like, I'm sure many people who are listening to this, those big tasks we take on, I didn't really know what it was going to look like to do it. So you, you said vision and trust, and it was mostly about trust.

Yeah. But knowing that that was your vision.

Yep. There was an end and I knew that we were going to get to the end. I did not know the pathway we were going to.

A little hairy.

It was a little hairy. It was a little hairy. You know, we, we actually. Anyone who's ever done anything like this will be able to relate. There's a huge amount of barriers that cities put up and municipalities and so on. So we, we spent. We had a quarter million dollar stack of paper getting permits and we got to the point where, like, we cannot.

Build this building because it costs so much to get permits.

And so that was a six month.

How did you find a way?

We spent six months not knowing how we were going to find a way and then just decided there's just too many chips on the table. We have to find a way. Went back and redesigned it, reoriented the plan and did it. And as we did all that, we did not know where we were going to go in the meantime. We didn't know any of that stuff. It just unfolded as we were doing it.

So Kael is one of the most humble humans that you can imagine even sitting here. And you're like, you're like, oh, many of you can imagine this. I'm like, no, I don't think that many people have gone through what you're just describing in chiropractic, you know, and, and so what I just want to, like, flesh out there is like, when we see someone like yourself who isn't necessarily ever promoting what you've gone through. Like, you, you don't talk. You. You know, people see you like you're a coach, you have a level of success, and they don't necessarily hear the backstory of the, like, you know, grit it took to just even mentally start to, like, go through that process. Right. So what did it teach you about doing business in that, that time of uncertainty and still figuring out, like, no, I'm going to push more chips in to do this.

You know, I think what it, what, what it came down to for us to be able to get that done or for me to be able to get that done was. And I think I say us because I could not have done that without a great team and other people I worked with at that time.

The trust you had in them.

Yes. Yeah. Have a lot of trust in them. So for me, it's about that. It's. Surround yourself with great people.

Yes.

Invest in your team. Make sure that your team knows how much gratitude you have towards them. You know, there's a lot of heart.

Yeah.

In trp, I think that we oftentimes are really focused on metrics, numbers and business. And that's obviously critically important. Yeah. But we would not have been able to achieve that goal if we didn't lead with the heart through that. So I thought that was.

And create opportunities. Right. Like, there's something energetic. Very energetic. Life is energetic. So you're never not energetic. Right. But. But in that deep knowing and that trust that you had of like, no, this is meant to happen and we will find a way and I have the right team and this is a vision that is going to be carried out and I've trusted up until this point.

Yeah.

So why not just double down?

I think that.

Yes.

And it was a. It was a. It was a there's no alternative attitude. Right. There's just no alternative.

Let's go.

Let's go. It was. The boats were burned.

Yes.

You know, we, we didn't have a building. We moved out of our building. I remember the day we moved out, moving our X ray machine out. And the next day that Building was gone.

Yeah.

And gone.

I'm getting chills as you're talking about this because that, that feeling of like, burn the ships, like, here we are. I think we don't talk about enough. Like, because if you, if you don't get to that point of like, yeah, this is a little scary right now. That's a lot scary right now.

Yeah.

Then you're not a hundred percent committed to whatever needs to happen next.

Yeah.

Right. And that is part of what slows down the momentum of why you don't arrive to the next option.

I spent a lot of time being scared, so it's.

Yeah, yeah, yeah. And overcame it.

Yes.

So to not have fear also isn't real. Like, I think sometimes people think like, you're not going to have fear and it's like, no, there's always an element of that.

Totally. I, I think that that that was a good lesson there too. And I, I hadn't considered it until you just said that. But it was to just be comfortable was a part of the process. It's uncomfortable and there's no alternative.

It's going to be highly uncomfortable.

Yes. And it ended up worth it.

Yeah.

And it was worth it.

Yeah.

Yeah.

Okay, so just tell us because we're all curious minds wants to know. You went from tiny space, so then what did you build?

So went from tiny space to two tinier spaces to a 10,000 square foot building. So we built the mothership. You know, we have half that. So it's a two story building. We are on the top half of that building.

Cool.

And we have tenants in the flow.

Yeah. And it's financially been a great move.

And one of the best moves I've ever made.

That's beautiful. That's awesome. Getting better and getting better.

Yes.

Yes. That's fantastic. And so, Kale, if you're talking to some of our younger docs that maybe haven't started to scale yet and are trying to do in a small space, more volume so that they can grow the mothership. Right. The original practice, like what would be some of your life lessons that you were succinctly telling them to? Like. Yeah, these are thoughts that you should be having right now.

I would say double down on the basics. Base hits. It's just every day a base hit. So like do the basics. Right. Have team meetings, team train your team, invest. Double down on investing and training your team.

Yes.

So that you have capacity and bandwidth to do some of these things that might need to come up or might come up that you need to Attend to.

Yes.

I think that's probably the most important thing because when, when the, when it hits the fan, whether you created that or not, the, the weaknesses, the vulnerabilities get revealed and we experience that in some ways. But I think the double down on the basics.

I love that. I think, you know, you see, okay, you're in a 10,000 square foot building, you've got tenants underneath you. How many doctors work with you now?

Four.

Four associates. Again, he doesn't say this ever, so most people don't even know that about you. Right. He's a quiet guy in the back with the beard. Yeah, now. Yeah, now. Has a beard and lives in his camper. Sometimes, Sometimes.

There you go.

But you know, that version of you, I think most of the time we don't hear, like, you get there through the unsexy stuff. All the, like, daily rhythms, daily habits, methodical movements of your team, of the training of, you know, doing the right things with patients, having your heart in the right place with patients. That's what leads to the capability to do something totally.

You know, I think, I don't know if this would be helpful for people to hear, but we come to programs like TRP or other programs that we go to as chiropractors. And I remember, you know, you're talking about, like, what do you need to be doing in terms of preparing for this? I remember going to seminars and wondering if my credit card was going to work. And taking my team doesn't feel like trust. Long ago. Trust.

Yeah.

And. And also thinking, do I have to be like that person on the stage in order to experience success? And as it turns out, you just don't. You know, it's. It's about the basics. It's about the art.

It's about your team and your commitment.

To it and your commitment.

Yeah.

Yeah.

That's awesome. Thank you for sharing all that, Kayl.

Rob.

All right, we'll have to do a part two where we learn more about moving practices.

I got a lot to share about that. For anyone who wants to do that. I. I'm happy to. To tell them all the things.

Where can people reach you at if they want to connect?

If they want to connect. Dr. Kale at the remarkable practice. Best place to get him.

All right, his email. All right, thanks, K. Pleasure.

Thanks, Lona.

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 am coach Dr. Eric DeMartino with remarkable practice. And I'm excited to be in studio Today with Jeff VanCampen from Clinic Growth Accelerator. Clinic Growth Accelerator is one of our remarkable success partners. And we just love our remarkable success partners because they help our docs help more people. So welcome to the podcast, Jeff.

Man, I'm excited to be here, Dr. Eric. Absolute pleasure.

Awesome, man. So please take a few minutes here, explain to the audience a little bit about yourself and tell them a little about your story.

Yeah, absolutely. So my journey in chiropractic is a little bit twisted. My journey started as an engineer by trade, grew up in Milwaukee. Well, Madison, Wisconsin, and then moved to Milwaukee to go to engineering school. And then I met my business partner while we were in a physics class. And later we ended up just starting online businesses together. The first business was a clothing business that we made absolutely zero dollars and zero cents on. In fact, I think we lost like five grand on, to be clear. So that was our first step online. But we knew that, like, that was just going to be a stepping stone and that ultimately we want an online business. So I graduated about a semester before him, started working for a local business. And then my business partner Nick graduated. And in the corporate world, we know, neither of us lasted very long. And then, lo and behold, we ended up starting this business together. We started a marketing agency because it was low overhead and we could do it out of his apartment. And we were decent at it. We had an idea on what to do. And then what ended up happening is through a lot of trial and error, we actually acquired some chiropractors as clients. We did extremely well with them in terms of their performance and their roi. And right around that time, I had also personally got involved with chiropractic around the age of like, 25 or so. And so it just felt like, you know, no pun intended, but in alignment for us to go and really kind of serve that profession, the chiropractic profession, at a deeper level. So engineer turned marketer, advertiser. Now all my time is devoted to helping run and operate Clinic Growth accelerator. We've got about 90 people we do this for around the country. United States, Canada, Puerto Rico. We also have a little one guy in Australia now. So, yeah, it's kind of an interesting story of getting into chiropractic, but that seems to be how a lot of folks are, you know.

Yeah, that's great. I actually know that about you, that you're an engineering first. So just so our audience knows, full disclosure, I've been using Clinic growth accelerator in both my clinics for over three years now. And you guys done a great job for me. So I've known Jeff for quite a while, but yeah, that's cool. I didn't know you're an engineer by trade, so I'm sure some of that skill set comes into play with the technology and how this expands. And so that's.

Yeah, definitely, man. For sure. We won't spend too much time on it. But one of the things about engineering is it develops your character extremely well because they do make you solve, at least for your age, pretty rigorous problems, you know. So, I mean, I think by just going in and getting dumped a bunch of problems, you just naturally become a problem solver. And guess what? That's what business is, you know, Totally.

And actually tees me into my. My first question I have for you is, is, you know, in remarkable practice, we always talk about that businesses really exist to solve problems for other people.

Right.

And the bigger problems you solve, the more money you're going to make because you're helping more people. So what specific problems do you guys solve for chiropractors?

Great question. At a high level, we'll get into the weeds a little bit. But at a high level, we solve the attraction problem that you guys referenced, the attraction port portion of the practice. So we choose there's a lot of different ways to attract patients. We primarily solve the attraction or help boost attraction through paid advertising, that is using social media ads, primarily Facebook and Instagram to then drive leads and then get those leads in the door. So the first thing that we help solve is lead generation. That's what everybody wants. That's what people come to us for. The next set of problems we actually help them solve too, which is qualification of the leads, teaching people how to screen people on the phone, rule out the bad people and just ultimately, like make sure that this person has a high probability of being a good patient in the office. We help with that process too, because when people say they want more leads, what they ultimately really want is qualified new patients. They want people to show up on time, listen to doctor's recommendations and take action. And so, like right now, in the time of AI, like, there's definitely voice automation, which we could talk a little bit about today, but most of our clients still do the manual phone calls. They use that personal touch. Could they be a little bit more efficient on AI? Like maybe, maybe. But is that personal touch really good at getting people to show up and take action? Absolutely. So what way we teach is they do all the calls, they'll confirm appointments over the phone for qualification. And then we do teach a little bit about conversion as well. Now people don't come to us for the conversion, but because when you increase your lead volume and you get more new patients, the next logical thing is how do I get 5 to 10% more of these people to say yes to care? So we do share ideas about that as well. So it's entirely as acquisition program. People come to us, they want to add associates, so they need a little bit more volume. Maybe they just add an associate. They need to fill their schedule. Maybe they want to just make some more money and help more people. Other times they want to open a different location and expand kind of like horizontally that way too, you know. So it's an, it's an acquisition program at heart. We don't teach a ton about retention and practice management. That's why I think we do well with trp, because you guys are killers at that. But it's all acquisition focused.

That's great. And yeah, and I'm always talking to my clients and it's like, you need to have a digital presence, right? You just. That's where all the eyeballs are, right? Nowadays I think some docs are hesitant to get into social media marketing or ads or even Google Ads and things like that. But it's like, guys, that's where the eyeballs are right now. You know, maybe 10 years from now it's different. But right now that's where the eyeballs are and you want to be where people are looking. And so I know that's exactly what you guys do so well, Jeff, and, and you know, just as a client, I really appreciate the onboarding that you guys have. Like, you have all these videos online that make it so easy. Because honestly, I have zero idea what my CAS do around this. I have no idea. I mean, because you have the training, right? I just look at the numbers on the, on the back end and say, how did we do? Right? How many leads do we get? How many becoming new patients? How many agreed to care and then committed on day two? Like, I know that stuff, but as far as the day to day, my CAS know that I don't know anything. Because again, you guys have such a great training platform with videos to make it really simple. It's just, it's add water and stir, which is exactly what most busy chiropractors are looking for. So I appreciate that.

Yeah, man, no, absolutely, I appreciate that comment too. Yeah, I mean, like, we, you need to make it so the client has a high probability of success. Like, have we dropped the ball? Absolutely. Have we lost clients? Like any business, 100. I'd be lying if we don't, you know. But it's like if you can just bridge more gaps quicker and increase the probability of success, that's what we're here to do, you know, So I appreciate that.

Great.

So next question I have for you is, you know, we always talk as CEOs. We want to make sure that we're getting a positive ROI on anything that we do in our business. Right. And so what kind of roi, which is return on investment to our listeners in case they didn't know. What kind of return on investment can a CEO expect from utilizing your guys's product and services?

Yeah, great question, great question. I like to share at this stage too, Like, I'm in an industry, to be clear, where people boast these massive promises, like, we'll get you 60 people in the door in your first week for a dollar, otherwise you don't pay that dollar kind of deal, you know. So, like I like to share averages. So we always average about a 3 to 4 to 1 ROI. Do I have some clients that get significantly more than that? Yes. Do I have some clients that get lower than 3 to 4 to 1? Yes. The average sits between 3 to 4 to 1. That means if a client were to spend $5,000 on average, we would see about 15 to 20,000 come out the backside on it. That's where we're feeling really good again. Do we want to get 10? Absolutely, we'd love to get 10. Is it practical in every market with what people want to spend on ads? No, it's not. You're not always going to get 10 to 1. The pricing model has a huge dictation. The lead nurturer has a huge dictation. You know, it's a very. It's a lot of variables in the system, you know, but we shoot for three to four to one. We're really good at driving in, you know, an additional 15 to 20 bodies in the door a month. That's really where we sit. We have some clients that we've scaled bigger than that and they've spent more in ad spend. I would say that the large majority, when you start getting more than like two, maybe three, four grand in one location, you need to diversify your spend in terms of like, different offers. Like, what might be Cairo, one might be decompression, one might be shock wave or something like that. But if you're talking just Chiropractic, we look for three to four to one, and we do actually track that. So all of our clients have these spreadsheets that we build out for them and that will report back what our data supports, how much you spent, how many leads you got, how many bookings you got. And then the client reports back to us how many shows in the door, and then how many converted to care. And then we calculate the acquisition cost. So we take our agency fee plus ad spend divided by the number of people that said yes to care and made at least one payment, and that becomes the customer acquisition cost. So we always track that to make sure that our lifetime value is easily like four to five times higher than the cost of acquisition. If that's not the case, then we need to fix the marketing or fix the pricing model.

Absolutely. And, and I hope you listeners listen to what he just talked about, knowing your data, right? It's like ROI is, is. You know, people say, well, how much should I spend on. On monthly ad spend or what's expensive for online for monthly ad spend? I said expensive is relative. What's your return on investment? Right, right. I'd rather spend ten grand a month and get $30,000 of return than spending five grand a month and get only $5,000 of return. Right. Because there's no, there's no return. And so we, we want to make sure we're tracking these numbers. That's what I appreciate you guys, as you do track these, because not all digital marketing companies do. And so we have to know our numbers. How are we actually doing along each step of the funnel, from, from the lead to. To actually showing up, to actually converting. Like, we want to track that funnel and see how we're doing each step of the way. And you know, the return is everything. And that's what I want people to actually focus on here. And I know you guys do that, which I really appreciate. So, you know, and one thing I want docs here, and this is kind of, kind of off topic, but kind of in relation as well, is that you guys. So we always want to focus on roi. That's important, guys. But the biggest thing is we need to be filling our new patient time slots. That's the most important thing. People are like, I don't want to spend money on digital marketing. And they have like five new patients a week. And it's like, how many spots do you have available that you could have new patients a week? Oh, 15. Okay, so that means you 10 dead spots every single week that could be making you money that they're not. So for listeners out there, we want to focus first on just getting all your new patient time slots filled and having a positive roi. Obviously, we don't want a negative roi, but get them filled and then once we get those filled, now we can work on how can we optimize that ROI and even further. Because even if you're only getting a two to one roi, that's better than a zero that you would have by having empty new patient slots. And that's why I love you guys do is you kind of fill that gap. Right? We get our internal referrals. Hopefully we're out in our community getting our external referrals, but that digital can fill that gap to get us to that next level. So I appreciate that.

Absolutely, man. And like, that's funny that you bring that up. And again, we're, we're on borrowed time. You know, we want to be efficient with your guys's ear. With your ears. But on our group call today, I harped on our clients and I said, listen, I love when you guys come to us and you say, hey, like, CGA is my only appointment source. Yeah, you guys are amazing. Like, that tailors the ego. Do I actually want my. Our client's business to be like that? Absolutely not. I want to be a part of your marketing strategy with all love to all the clients at cga. Nobody pays enough. It's not that big enough of an investment to support the whole organization by itself. It's just not. So I like to come in and be part of it, track the statistics. And if we end up being a large part of it, that's amazing. But it is also good to, you know, you guys have the 33. 33 principle. We need to follow that too, because we don't want to be the only ones. That's a good way to not have a great enterprise value, you know?

Yep. Great insight. Cool. So, you know, considering what's important next, like, as you look ahead and assess the needs of our profession in the future, what are you helping docs do to be prepared for success in the future? As you know, this is something that's always evolving and changing. So what are you guys planning for the future to help our docs succeed?

Yeah, 100%. A couple different things. One of which is like, definitely the buzzword that we could talk about right now, which is definitely the AI that is the buzzword, everybody. And to be fair, like, I think we're going to see a time even in brick and mortar chiropractic where it's like we shoot for, you know, 250 to $300,000 ahead. There's going to be a time where we can get a million ahead with AI in a brick and mortar location. Probably 10 million in an online business per head, you know, so AI is definitely going to be big. We're looking into some AI, not necessarily like chat things, but more so like nurture sequences because we'll help our clients nurture the appointments. But we're really only using like, a lot of just built out, like drip sequences. So we're looking into some AI to help with that. We're also looking at integrating possibly like an AI voice to where people will. They'll actually call the leads and like, schedule them for maybe offices that just don't want to take that on internally. I mean, some calls are better than none. So we're certainly looking into that for our program to see what we can add in. We're being careful and not just like flooding our clients with like, you have to do this AI just because it is the buzzword, but we do also need to just keep our own business up because that is going to be a real thing. The second thing I think is going to be extremely important is that we're. We're kind of like going into. People are calling it like a trust recession. And I think it's because, like, you know, off of an election season, Internet's never been more popular. Spam calls and never been more popular. There is just like, a lot of like, toughness in like, people's like, ability to bridge a gap with a business, you know, So I think having some level of personal touches, even if it's automated, goes a long way in a nurture process. So one of the things we've been thinking a lot about is in our own business, we implemented what's called a hammer them strategy. That means when somebody books an appointment, they get hammered with a series of ads in addition to emails that warm them up before they get on the call with us. And I think that's a really high leverage activity because it's all automated and people come to the call framed. So we've been thinking about doing that internally for our offices as well as having the docs put together like a hammer them sequence and just really like giving a lot of value and information right away so that the patient shows up with a higher probability to be framed correctly. You know, so the businesses that communicate the most and communicate the most efficiently in terms of value delivery, those are also going to be Winning in the future, too.

Like that.

Yeah.

And that's how you kind of get that trust in the marketplace nowadays. You have to create value upfront. Right? Create value, give them value before you ask for anything in return. That's the big thing I see online everywhere right now. And so, yeah, I appreciate you guys are doing that. That's awesome.

Yeah. 100, man. And I think, like, one last thought on that is like, you know, 80s 90s Wall street days, it was like, beat people over the head until they buy. I mean, that's what it was. It's not like that now. Like, now it's like, who do I like the most? Who's willing to give some on the call before they ask? And those are the people that are going to win in today's marketplace because there's just no room for sketchiness anymore.

You're right.

There's just too much competition. It's too easy to see through people with all the digital footprints that we have everywhere.

So, yeah, that's so true.

Yeah.

Awesome, man. So, lastly, what's the best way for our listeners to learn more about you guys, to get in contact with you guys so they can take the next step?

Yeah, absolutely. It's the first time I've ever got a chance to share this, so I'm excited. We recently purchased a domain. It's called growyourclinic.com. so you can go to growyourclinic.com There's a bunch of information on there. And there's also a place if you want to, like, book an appointment or schedule a call with us, there's a spot to do so on there as well. There's a little note section that asks, like, where you came from. So you can certainly put in, like, from the TRP podcast or something like that. So we know. But that's the easiest way. Go to growyourclinic.com, submit your info, and then I'll likely personally reach out to you and see if we can help you with what you're looking for.

Man, I appreciate that. So, listeners, please take the opportunity to reach out to these guys. They do a great job and, you know, they've been a great success partner working with TRP over the last couple years. So I appreciate you guys. Awesome. So remarkable CEOs, remember to tune in each week to the Remarkable CEO podcast. I hope everyone has a blessed day and we will 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 notes to schedule a call.