300 - Business Intelligence: Part 1

What we're talking about is a data driven activity. You cannot optimize something. You can't even delegate something if you're not measuring it. You certainly can't delegate it. Well, you can't hold anybody accountable. And if you're not holding somebody accountable, if it's not measured, you're definitely not optimizing it.

Hello and welcome to the Remarkable CEO.

Podcast, a show dedicated to chiropractors who want to transform their job into a business so that they can have a remarkable practice as part of a remarkable life, not instead of one.

With your hosts, Dr. Pete Camiolo and.

Dr. Steven Fransen.

Welcome back to another episode of the remarkable CEO podcast, Chiropractic Number One Business Podcast. I am Dr. Pete Camiolo.

And I'm Dr. Stephen Fransen.

We're honored to be with you here today. We're actually starting a two part series today. This is part one of two, so make sure you tune in to the next episode of this awesome series. And Dr. Steven, this series is coming, coming in straight out of what we've been working on with so many of our CEOs, conversations we've been having, coaching we've been doing very relevant to, to all of you who are listening, this is going to be a business intelligence series. We're going to get into the intelligence behind your business. We know that data and drama have an inverse relationship when it comes to building a remarkable business. We want to have a more remarkable life. We want our life to be exciting. We want our businesses to be boring, boring in a good way because we've got them systematized, organized or operationalized, professionalized and optimized. And we're going to get into all that today. So, Dr. Stephen, great to be together. And man, let's just check in what you, what have you been up to lately? I'm sure our listeners are always curious where Dr. Franson is at in the world.

Man, that song on the road again, man, I am just getting ready. I'm like joj, I'm just off the jet coming back from Parker. I went to Parker, Vegas, which was awesome. And it's the, it's the place to be in chiropractic right now. Good for those guys. They've put together a group, six, seven thousand people there. And it was wonderful to be there and just admit among all the awesome chiropractors and all the people that we know, it's like, it's so efficient to do something like that. Like TRP was there, Chiro matchmakers was there, UAC was there. We had a party at Drays for UAC right in the midst of the big Parker party. That was a blast. Stayed up too late. I was way past my bedtime, Dr. Pete and. But it was just, you're running on adrenaline, having a blast out there. So I just love immersing myself around lots of chiropractors. But yeah, came back and had a power, power week with masterminds this week and tomorrow I leave for Atlanta to be with a bunch of awesome chiropractors in Atlanta and then on from there to Mexico. Dr. Sebastian, Coach Sebastian and I are going to go to Mexico where we were asked to speak at the Berkshire event coming up next weekend in Mexico City. So of course we're going to sneak down there a couple days early. So we'll get three or four days of surfing in. We're going to get to surf in Salinas, which is just awesome. Awesome. Right hand, point break. So, you know, you and I were talking before the show that I made a pact going into 2025 that I looked back at 2024 and really I called bullshit on myself because I'm just like remarkable. It's about creating a remarkable practice as part of remarkable life. The business that supports your remarkable life. And I look back at 2024 and I'm like, man, I just did not surf much. Looking back at 2024 and there's times of the year where it's really easy to surf around here. But you know, it was just embarrassing how little I had actually surfed during the year. And it brings me so much joy and it's such a big part of my like life. And I look back and I'm like, man, I was just bombing in and out of places and not making time. So I'm like, that's not the remarkable life. So I made a commitment to myself that I'm actually a little embarrassed to state it objectively. I was like, I am going to be able to look back at every single month and say I surfed three days in a row every single month. Like that might my 22 year old self. I would have been like, what are you talking about? I'd be like today being like, I'm going to work out three times a month, right? No, it's, I'm going to serve three days, three days in a row every single month this year. And that was the, the, you know, flag I put in the ground for the year. And man, I'm on it. In January I was in Costa Rica and that was just Amazing. In February, I was in Australia for the immersion. Got to get some great surf there. Then we were in last month, in March, we were in Puerto Rico. Got some great chiropractic there and some fantastic surf. And tomorrow take off and next week I'll be in Mexico. So I'm. I'm four months in, Dr. Pete, and I am. I've kept to my word. I love to combine chiropractic, friends and family, business and surfing. So just ticking all the boxes. I'm excited for Mexico next week.

Sounds like you are. We're going to be able to hold you accountable here on the podcast now that the. The cat is out of the bag. So that's exactly.

That's what I want. I want accountability.

Make sure you check in with Francis and check out his Instagram. I'm sure you'll be able to know whether he was successful or not in his commitment.

All right, That's a commitment. I'm gonna start. I'll post it and I'll make a comment on that.

There you go.

There's my three days.

Remarkable. Your remarkable board meetings, you know, they're happening. And, and, you know, there's something to that. Just the power of being able to, you know, know what are the things that are in your life that actually brings. Bring energy to you, right? Because as the Chief Energy Officer, energy flows to you, flows through you to the other. So as you are called to lead, you have to be in a place where you are. Have energy, your energy's up, right? So. Because the energy really determines the direction of where the business is going to go. And that's for all of you who are listening. It's. Your energy is everything. So what are you doing to work on your energy? What do you do to fill your cup? Dr. Steven, when you were sharing, you were like, hey, I called BS on myself last year because I thought, hey, I haven't actually been doing the things that I know, all the things, some of the things you were doing, but all the things that you're doing that fill your cup, that actually are the definition of remarkable in your life, you know, and so, hey, I'm gonna. I gotta make some changes, make some commitments in 2025. So you've done that. So obviously for all of us who are listening, it's like, hey, what are those things? How are you doing so far year to year in, you know, 2025, first quarters in the books now, that's when we're recording this right here at the transition stage of 2020, quarter one to quarter two. Where are you at with your commitments to yourself as a CEO, as a Chief Energy officer? How are you doing with your energy? What's your energy like? The only water I've been able to get in, I've been in the ocean once. We had, we had a great getaway. What I called our spring retreat for Mary and I. We were able to jet down to Florida, our favorite spot. It was a great weekend and got to be in the water as well. No surfing, because I'm still behind on that. But, you know, the other water I get in is, is the cold water nearby, near, nearby the house where I like to do. That's a my, that's what my commitment. That's been really good for my well, so different kind of water. But I'm in it and that's been, that's been a game changer for me. It's just a. Water is a reset button for me.

That's right.

Even if it's three minutes of water that does it, if it's three days, but it's, it does. It just changes you. So, you know, and that's really about, you know, I think what we're going to talk about now in terms of business intelligence, which is about optimize, right? Optimize is, you know, what are you doing to continue to get, to improve, to energize what is established. You know, you have a calendar, you have rhythms, you have a schedule. But what are you doing to infuse energy into that, to make sure it gets. Keeps getting better year after year? As a leader, we always ask, who do I need to become? This is a becoming conversation. This says, In 2025, I learned from my who I was in 2024, and I'm looking at who I am now and who I want to be, say I am by the end of this year. What are the things that I need to put into my life that's optimized, Right?

That's right.

This was a decision to optimize. So that's what we're going to get into now.

Yeah.

And this is tricky, right? So it's, it's tricky. So let's make sure that the juice is worth the squeeze. Right? So I always like to talk about outcomes like you can't do outcomes. You do behaviors that drive outcomes.

Right.

And we know that our belief systems, the way we think organizes our behavior and our behaviors drive our outcomes. Right. So let's go right upstairs. Right. So let's talk about our belief systems and what we know and what we Understand? Right? So we know to create a remarkable business. It's a three part process, right? So it's operationalized, which is setting up your systems, right? It's, it's professionalizing, which is surrounding yourself with a players that are as good as you or better than you at their specific roles. And then it's optimized, right? So making sure that you are wringing the towel and getting every drop out of it for your investment, your roi, your return on your investment is optimized, right? So here's the key, Dr. B. Because this is difficult. We're not trying to make something that's hard. We're not trying to make it easy. We're trying to make it easier, okay? Because if your why is big enough, the house figure itself out, right? So if this sounds hard to you, I always ask is what you're doing now easy? Right? So let's just recognize that business success is difficult, right? So we're here to support you guys and we're here to compress time. We're here to make it easier. We're here to pull your success forward, right? So listen to us when we say this. It's about operationalizing, then professionalizing and then optimizing. Operationalizing, setting up all those systems, right? So the fruit of operationalizing is productivity. Professionalizing is surrounding yourself with a team of a players who are as good or better in their zone of genius at their role than you would be. The fruit of professionalizing the business is having optionality. In other words, you've created durability, redundancy, and that gives you optionality. In other words, you can choose what's the highest and best use of your time because you've delegated away those things that are not the highest and best use of your time. So the fruit of being professionalized is optionality. Well, the fruit of optimizing is profitability. So when you operationalize, you increase capacity, right? So you increase productivity. When you professionalize, you increase durability. So you freed up your time. Neither of those directly equate to profit. In fact, in every business there'll be seasons. When you looked around and you were like, hey, I've invested in systems and all these people and there ain't nothing left over for me, right? So we all go through those seasons, right? So remember businesses, laws of ones and threes. Businesses grow in ones and threes, right? The business you had at a hundred a week won't be the business or the team that you have at 300 week. The team at 300 a week. And the business you have at 300 week won't get you to a thousand. A thousand to three thousand. Right. So a hundred thousand a month is different than 300,000amonth. And, and that team and systems at 300,000amonth is different at a million dollars, a million is different than the team and system you'll have at 3 million.

Right.

So at each one of these iterative stages, you are having to operationalize, professionalize and optimize ahead of the next level. So there will be stages throughout this journey. It's constant as you're growing. If you're a growth business, you will find yourself in a place where you're like, oh my gosh, I've just reoperationalized and I've reprofessionalized to the next level. And now, man, my profit screwed up again. It's like. So you have to recognize that this is dynamic and you have to be doing it under volition with a plan out in front of you and know now every iteration you've got to optimize. And the fruit of optimization, Dr. Pete, is profitability. Hey Doc, Steven Fransen here. If you're like me, you know that we're in the business of saving lives. And when business is good, everybody wins. That's the good news. But here's the bad news. Most chiropractors don't own a business at all. They own a job. It's a job they love, but it's a job. And far too often it feels like that job owns them. Is this true for you? Do you own a business or a job? Have you built and do you run your practice on brute force? Does it rely fully on your time, your effort? A pound of your flesh? Are you responsible for all growth? Growth for all? New patient generation? How about new patient conversions? Is it all up to you? How about patient care and delivery? Are you a sole practitioner? An owner, operator who owns the practice but is also the only one that is head down and bum up taking care of all the patients? Is revenue generation or collections all up to you? Let me ask you the most telling question, Doc. What would happen if you took 90 days off? What breaks in my experience, most on purpose chiropractors do not lay awake at night worrying about their practice. They worry about their business. Let's slay that dragon. The remarkable CEO program has helped hundreds of chiropractors just like you turn the job that they love into the business that they've always wanted. Are you ready to run and build your practice on leverage? Instead of brute force, do you want to create the scalability and durability that will allow you to make a bigger impact and a bigger income? What would it mean to grow your practice, increase your productivity and your profitability? Do you want to get your time freedom back? Are you ready to turn your pirate ship into a battleship? This sounds like you. Then the remarkable CEO program is for you. Just last year, 53 of our remarkable clients received the Seven Figure Club Award, meaning they hit the million dollar mark for the first first time or their next million dollar level, be it 2 million, 3 million, 10 million, up to 36 million and growing. Now Doc, is it crazy to imagine that your practice could be next? Click the link below and learn how to apply for the next cohort of the Remarkable CEO program. We look forward to working closely with you and creating the business that supports your remarkable life, not competes with it.

Yeah, I think it's, it's really important that we, you know, lay it out that way because you know, if you, if you find yourself somewhere in the middle, like let's say for example, Doc, Steven, right now, if you're listening in, you're like man, I'm just trying to get better systems put in place. You know, I'm still, I'm kind of in a sense not stuck but I'm like in the middle of operationalize. Like I'm in a season of like yeah, I have, I had an operation but then I started listening to Yalls podcasts or I popped on a went to an immersion. I started coaching with you guys and it's like all of a sudden like hey man, I gotta upgrade my, my systems, my systems are amateur level. Like we need to go, we're going pro. Like we're going to take it to the next level. Or it's hey, we're going pro with our team. Like we've, we've settled for you know, maybe some BNC level players based on the definition and based on what the standard is that it should be. And if we're really in the business of saving lives and when business is good, everybody wins and we can't, we can't tolerate BNC players anymore. So we are going a only and, and that means that we had to, you know, we had to reach, we had to rebuild our team, you know, and that might take 6, 12, 18 months of time, you know, and so we, where you might find yourself in the middle of the professionalized stage where you're, you know, going through a kind of a major, you know, housekeeping upgrade, information and, you know, upgrading your team. So that might be where you're at. So wherever you find yourself in the middle, when you talk about, you know, being able to do this in a dynamic environment, that that is, this, that's.

What we're talking about.

So you got to see this. Like we always say, Dr. Steven, that one of the most important things that a CEO has, we talk about your accountability, you know, on your scorecard, your number one objective is, is, is vision casting. This is a vision casting moment, like where you have to go up onto a higher perch and you got to take a look out over your business, over the, what's important now next and ultimately over the next three years and you'll make a decision right now that you're about to go down into a, on the, on the climb, you're about to go down for about three miles until you're going to go up, but you're going to go up nine miles up and you're going to be six miles higher than you ever were before. But you got to realize to get to that next stage of the journey, you're going to have to go down and climb down before you go up. You got to understand that's a journey. And so I know in terms of my what's important now, what's important next, what's important ultimately, if I have an ultimate vision, it's big enough and it's compelling enough that you're willing to go down into the things that you need to do to operationalize and professionalize so that you can optimize. Because what I've seen too often is we don't, we don't commit fully commit to doing those things like we'll half ass operationalize or we'll half ass professionalize. And we end up with, you know, a portion of it being really systematized, you know, with better system in place and there's some productivity increase, but not all. We get some professionalized, but we tolerated some lack of professionalized team. And so then we deal with the consequence of that and that'll, that'll follow you for months and years. And so, Dr. Stephen, we, we find ourselves, even in this moment as we're listening and having this conversation, you're somewhere in that. And so are you. That's right, Stephen, you're in it.

We were in the throes of it.

We're in the throes of it. So everything that we're talking about, guys, this is the deal. This is the real deal. So we're in the conversation with you, we're in the, on the journey with you. And so I hope everybody is on, you know, in a for profit operation. And I go wants a growth, growing business because that's a sign of a healthy business is growth. Right? A healthy living entity should be growing. So our hope that as you listen to this podcast, as you even listen to this episode, as we get into, we're going to go into some conversion metrics, some conversion intelligence that you can see this as an opportunity to operationalize, maybe professionalize or optimize one of those three, but all of the three really ultimately is what's going to be the outcome. So anyway, Dr. Steven, I'd like to jump into some conversion.

I mean it's functions, of course we're going to land in the data driven conversation. Okay. So because here's what I know is true. You can't optimize something you're not measuring, right? So you can't even manage something you're not measuring. You can't, definitely can't master what you're not measuring, right? So you've got to recognize that this is 100% absolutely a data driven conversation, right? So let's just start there, right? So you just have to recognize that what we're talking about is a data driven activity. You cannot optimize something. You can't even delegate something if you're not measuring, you certainly can't delegate it. Well, you can't hold anybody accountable. And if you're not holding somebody accountable, if it's not measured, you're definitely not optimizing it. So again, guys, we'll be back to, you have to have the data, which is the perfect setup for our conversations. Like, we're coming to the end of Q1, everybody's looking at Q2, right? So we're, what are we doing right now? We're reviewing our goals, setting our goals. We're reviewing our scorecards and setting our scorecards and goals, getting those KPIs, making sure that your scoreboard is right. Like this is the time when you should be looking at it and be like, okay, okay, in the throes of it, right? Like right now as we move into Q2, right? So let's make sure that we are optimizing the business, right? So what we want to do is we want to equip you guys. We want to give you some lens to put in the back pocket as the CEO that you can pull out and be able to say, okay, so how do I optimize this? Right? So we talk about some of the assessment tools that we use in the remarkable practice in our, with our coaching clients quite a bit is the accountability grid, right? So the accountability grid is one of our auditing tools where you can look at the 15 primary functions, right? So you have the five domains across the top. You've got attraction, conversion, retention, team building and collections. Attraction is marketing, lead generation. Conversion is your sales process compelling people to invest their limited resources in your services to solve their problems and achieve their goals. You have the retention domain, which is about value creation and value delivery, right? Then you have team building and then you have finance the money, right? So it's, you have to look at these five domains across the top and recognize like that is the chiropractic business model, right? So and underneath each of those five domains or three subdomains, which creates this beautiful infographic that has the 15 primary functions of the business. Like, well, for example, under marketing we have internal, external and digital marketing, right? So, and we like to look at it like it's a building, right? Dr. P. It's a giant building that looks almost like a big colorful Rubik's cube where it's like, you know, each one of those floors or stories, you open the door and you walk in, there's a lot going on inside of each one of those boxes, right? So it is not a one dimensional thing, right? So it is 100% a deep three dimensional image, right? So when you open up each one of those doors inside, there's going to be activities, measurables and KPIs. Right? So as you're doing the audit of your business and you assess your business, we ask two questions. We ask, number one, is it optimized? And number two, second question, who owns it? Right? So who's accountable to that number? Who reports on that number when you're together for team meetings?

Who?

It's, it's on whose scorecard, right? So who owns that number? So question number one, is it optimized? We grade it 0 to 10, score it 0 to 10, nines and tens mean we're going to hit our goals on that, that quarter inside of that domain. Nines and tens, eights are maybe we'll hit our goals if we have a really strong march, right? We'll finish Q1 and we'll hit our goals. Seven is close but no cigar, right? Fives are worse than sevens, threes are worse than fives, and ones are worse than threes. So you score each of the 15 primary functions of the business, right? So you go through and what you're looking for is any constraint in the business, right? So anything that's a seven or below is considered a constraint of the business because we recognize the natural state of a principled chiropractic business is growth. And if you're not growing, that just simply means that there's something that's constraining it. And just like with health, it's something that's interfering with the growth of the business. And interference comes from two places, toxicity or deficiency or both. So we're identifying that. So now we, we've unearthed it. So the second question we ask is who owns it and reason? We only ask that other question is because most of the time, Dr. Pete, it's a who, right? So I love the book who, not how. Sullivan's book is fantastic because 90 plus percent of the time it' either the wrong person or it's the wrong person in the wrong seat. Or it's the wrong person in the wrong seat. Focus focusing on the wrong work or they're doing it the wrong way, right? The four rights. So is it optimized? 0 to 10 and then who owns it, right? So once we've done that assessment of the business, now what we're doing is we're looking for those constraints, right? So as a CEO, you're looking for the constraints. And our job as the leadership team, CEO and coo, we identify where the constraints to the growth of this business, where are the sevens and below. And then we fix our right? So we look at it and be like, okay, let's get to the bottom of it. What do we need to fix? And Dr. P. Today and on our next episode, we're going to look through the lens of the five question sequence that we ask. Once we've identified that something's underperforming, right? A seven or below, right? So we're off track, we're off goal. We ask in this order, is it a person? In other words, who owns it? Is it a person? Is it a person issue? If it's not that, then is it, is it a process issue? The third question is, or is it a proficiency issue? It's just skill, right? Or number four, is it a priority issue where we haven't made it important? Or number five, is it a project? Man, we just, just. We don't have a system for that. We don't have a process that. We don't have a person for that. We need to hire and whatever. So person, process, proficiency, priority or project, in that order. Let's figure out how to fix our shit.

So, Dr. Steven, jumping into this, you know, leaning in heavily here into the conversion to start, let's just say that, you know, we have the right person, right? And if it's not the person issue, so we've got the right person, they're in the right role, you know, they're doing the right work, maybe they're not doing it the right way. We'll, we can take that into consideration. So I'm just going to go ahead and for this scenario, let's, let's kind of role play this out. Let's say we have the right person. We believe we've got the right person identified. They have been, they're, they're, they're in the right seat. And we are all in the skilling up business. Like none of us have ever said we've arrived. I don't care who you are and how long you've been doing what you do, if you think you've arrived, you probably need to take a step to the side and reevaluate because there's always room for, for growth and improvement. So the whole idea of like skilling up, like we're in the mastery pursuit, which is ongoing competency, is time bound. Mastery is timeless. So we're always looking to master and create a greater measure of mastery in everything we do, especially when lives are at stake. And so that's how we approach this in chiropractics. We approach training. So then the second question would be, is it a process issue? Right. So then maybe we can look at a specific KPI in the conversion process that, you know, we could use as a, as a breakdown in terms of is it a process? Is that where the area is, is breaking down? We'll go through that. Because the process, when we ask if it's a process, should we ask the question, well, do we need to do more of it? Right. Is that the issue? Is that why we're short? If we scored a seven, it's, it's close, but we're off track, not going to hit our goals, but we hit a seven. So there's a constraint. Is it, do we need to do more of the activity? Like you said, we don't do outcomes, we do behaviors. Do we need to do more of the same behavior? Because that if we did more of it, then we would have gotten more of that outcome. Let's say, for example, your better results, faster workshops, you realize halfway through the quarter that we were doing weak closes. So you improved your close as a result of the improvement of your closing of the better Those faster workshop, you got a lot more leads coming out of the vrf, which actually helped you hit your new patient internal leads goal from the process driven new patients coming from day four. That would be an example of like, all right, so we recognize halfway through the quarter that that was a little off track and we knew we could improve. Newing process driven new patients was a very important number for us, and we were behind track. There was one mechanism called the day four better results, faster workshop, new patient orientation class where we could actually, if we could just turn the dial on that thing, we could actually bump that number up. And we did that recognizing halfway. That'd be an example of like, do more. Do more of what? Well, we took this system or maybe it was a do better. Actually, that could have been a do better.

But you know, you can use all three on that Dr.

Beat.

And I think it's a really good example. So let's take the better results faster workshop. It's like, if we ask the question, all right, so we have the right person doing it and we have a process to follow, but it's still underperforming. We say, okay, so to improve and hit our goal, is it just a question of like, do we just need to do more of what we're doing to hit the goal? Like it's a volume issue or is it, do we need to do better? In other words, we just need to train it and just deliver it better. And I'd like to better opening, better body, better close, a better call to action, Right? Or is it, you know what, we need to do this differently, Right? So. And it might sound something like this. I'll stay with the same example. If it was do more, you might be like, yeah, we do the better results faster workshop every month. Like once a month we do it. It's like, well, what would happen if you did it twice a month? Or what? You know what? If you did it every week, right? Like we did every week, right? Or maybe it's like, yeah, most people bring a gas do. Well, you do you ask everybody. Well, not necessarily. We could probably do better. It's like, okay, so imagine if instead of 10% of broadcast, imagine if 50% of people broadcast. We'd have more leads than that. So that would be like, let's just do more. Because that works beautiful. Because those guests always start, right? So that's an example of like doing more. Or if it was do better, it's like, hey, man, you know what? If you could just work on tightening up that close and Give a really clear and confident call to action and giving people an opportunity to say no. So if you don't give people an opportunity to say no, you didn't give them an opportunity to say yes. Let's give them an opportunity right there in the moment to schedule that day one for their checkup, right? So maybe we just need to do it better, right? Or. Or maybe it's. We need to do something different. Hey, we've been doing our better results faster workshop on Monday nights. And, man, for three months, four months a year, it's super unpopular, you know, and then it slows down again in the summer, it's like, yeah, it's Monday Night Football, man. Don't do Monday nights. Like, you know, you can't do Thursday nights anymore either. Wednesday night's church. Tuesday nights workshop. Come on. So just do it different, right? So it's like, we need a different strategy, Dr. Pete. It's like, literally, it's sometimes it's the simplest things like that. It's like, come on, think this. And the different is very often the one that makes you laugh and be like, yeah, we tried it. We do it. We do it right. We're delivering on a high level, but it's still not getting the outcomes. It's like, let's change this. Let's do something different.

Please stick around for more business insights from this week's bonus interview with our remarkable success partner dedicated to helping you more successfully help more people. Enjoy.

Hello, remarkable CEOs. This is Dr. Eric DeMartino here with another meetup with one of our awesome success partners. I'm excited to be in studio today with Justin Maxwell from Big Life Financial. Big Life Financial is one of our very valuable success partners, and we just love all our remarkable success partners because they really help us further our mission of helping our docs help more people. So welcome to the podcast, Justin.

Yeah, thank you, Dr. Eric. I'm really excited to be here. I appreciate the opportunity.

Awesome, man. So, yeah, take a minute or so to introduce yourself and then help our audience know a little bit about your story.

Yeah, so I'm. I'm Justin Maxwell. I'm a partner at Big Life Financial. I've been in the Big Life financial world since 2019. The goal for me, honestly, the reason I arrived at Big Life Financial is because I hit a ceiling of fulfillment. I was a school teacher prior to working and being a part of Big Life Financial's team, and I just felt like there was more that I could bring to the world and more that I could do. And teaching wasn't helping me fulfill that anymore. And I'm all about helping people create generational impact and giving them the permission to do that. And in order to do that, you have to have money to do that. You can do it at base levels and you can do it and be fulfilled, but to really leave generational impact, you have to have money. I like what Dr. Fransen says when he says no money, no mission. It's the same thing. No money, no impact. At least at a base level, the impact that you could leave is left far beneath it. And Big Life Financial has given me that permission, and we give our clients that same permission. And so that's why I do what we do is to give people the permission to push bigger, leave bigger impact and think bigger and live their biggest life in all reality. That's why we're called Big Life Financial.

Love that. I didn't know that, that backstory to that, but that makes sense. Yeah. And you know, some, some docs, you know, they, they almost don't want to talk about the money. It's like it's about helping people. And that's great. Like, I don't that your primary focus should not be making money. Your primary focus should be helping people. But as a result of that, when you help a lot of people, you should automatically make a lot of money. Right. You should be rewarded for the amazing things and the value that we bring to our communities. And, and I think it's important as, you know, as a great steward of, of our, of our, you know, our businesses and our money that we, that we take good care of our money, that we don't, we don't waste it. Right. And, and we think about having that generational impact that we can have to our loved ones and even to our community through, you know, during community, you know, different types of charity organizations and things that we can do. Right. So that's really the stage of my life is I'm trying to now amass as much wealth as I can so I can give it back. And I can give it back to where I think it's going to have the most impact in our communities. And I love that you guys help our doctors do that. And so, you know, in trp, we always talk about how every business really exists to solve problems. Right. That's what we do. And the bigger problems you can solve, the more money you're going to make as a result. So specifically, how do you guys solve problems for chiropractors?

Yeah, that's a, it's an extraordinary question, because chiropractors, I know that it feels at times, I know the thing about TRP that I love about TRP is that you're taking doctors who are clinicians and you're making them the business owners. And as they go through that process and then they become CEOs as they're going through that process, that alone starts to make them more money. And most doctors don't realize this, and maybe they do, but I don't. I've noticed they don't. Most doctors are 10% top 10% earners in America and that if you stretch out to the world, you're a 1% earner in the entire world. But usually they're viewing that as like, well, Elon Musk or these billionaires, these ultra millionaires, Those are the 1%, but you're right there behind them. But then when you look at doctors like investment portfolios or their wealth that they've amassed, it looks extremely middle class. So the problem that we solve is helping them figure out why is it that I'm making a generational amount of income, but I'm having a middle class outcomes. So we look to where are all the, where's all the money going? We're probably paying too much in taxes. We probably have a lot of efficiencies in the way that we're having cash flow, flow into our personal life. And we're just bleeding and paying money and spending money on things we don't need. And we don't have great investment philosophies or we don't have investment philosophies at all outside of our business. And our business isn't valuable at all. Like it's not an asset. It's cash flowing to us, but it's not ever going to produce anything. So we're looking at all these different holes or gaps and helping doctors plug them so that when cash flows in, it automatically starts to transform into wealth on its own. So we're helping doctors transition their generational income into generational wealth.

Love that. I love the distinction between the two. That's great because I've worked with some docs out there that make a lot of money, but they don't save a lot of money. Right. And they just, they, they haven't gotten that balance down where they can really utilize services like you guys to, to create that generational, rational wealth that we all want to, that we all want to be able to accomplish. So, you know, when I'm always working with my CEO clients, we always talk about the, the concept of ROI return on investment. Because a lot of docs will, will say, well, doc, how much should I spend on marketing? Or how much should I spend on team? And I said, honestly, I don't care as long as you're getting a positive ROI. Right. People say is like $5,000 a month for marketing. Is that expensive? I say, yeah, it's expensive if you get no return for it. But if you're getting $50,000 in return, I'd say it's pretty darn cheap. Right. So we always talk about roi. And so what kind of ROI could a, could a CEO expect to, to get from you guys from utilizing your services?

Yeah, we like to bring that quickly because the thing about finance is it's a long game. So it's hard. Like for example, if you go to an investment advisor, like it takes, it doesn't just happen in an instant. You give them their money and all of a sudden you're a millionaire. Like it's a slow, consistent savings build, investing over time. So it's hard for people to feel like they're getting an ROI. The ROI is there, it's just 30 years in the future. So what we have focused on with doctors is how can we find dollars immediately with you? Is what we've found is that most doctors unnecessarily pay taxes on an annual basis. And we can find those dollars and we can sometimes recoup them, sometimes we can go back in, the IRS will send you a check, which is extraordinary. But usually the ROI is, is that we can help you save taxes in the year. For example, we're in 2025 right now. We can put together a plan for you that will reduce your tax bill for 2025 and it will give you an ROI of something. So it depends on how much money someone makes. But these are generalities, so don't expect this. But these are just generalities. So for doctors that make 150,000 or less in personal income, we usually find that we can save them between 4 and $10,000 a year in taxes. If they make from 200 to 300,000, it's usually 10 to 20,000 in tax savings. If they're making $500,000 plus, it's usually 30 to 40, sometimes $60,000 in taxes. And then we have doctors that make $1 million a year and we've saved them 100 plus thousand dollars in taxes. And that's an ROI, that's tangible that we can give you. But the thing, the reason we know we can give it to you is because we're not just obsessed with helping you save taxes, we're obsessed with helping you save taxes to build wealth. So we're actually going to help you transition those tax dollars into assets, whether that's back into the business or into assets outside of the business. And that's tangible and that's dollars that you can actually feel and touch. And in within the year of working with us, where you can actually get an ROI that's tangible for you.

That's great. And what's nice about that is, you know, it sounds like what you're saying was about a 10 return is almost seems like based off their income, what they would get on savings. And you know, from, you know, that's typically what, you know, if you invest in the stock market just like an index fund, you can usually expect around 10% on average. But I have to actually put the money in to get that 10% right. Here it is. I already earned the money. I don't have to put any money in. You just are going to find tax savings that I don't have to pay Uncle Sam, and that's immediate return without me having to invest any money that I've done before. So that's a huge one.

There's a, they, there's a stat out there that says the dollar that saved is about seven times more valuable than the next dollar you have to earn because you've already earned it. So you just have to learn how to keep more of it because you don't have to work as hard. You already have it. You just have to learn to not let it disappear from you.

Yeah.

Super powerful. And that's great that you can bring that value. You know, I don't think anybody loves paying taxes, but there's nothing worse than paying more taxes than you need to. Right. So I'm glad you guys provide that, that, that strategy and for helping our doc save a lot of money they can put back in their business. And obviously there's nothing better than reinvesting back in your business to keep growing your, your impact. So that's great. So as you look ahead and assess the needs for our profession in the future, you know, how are you guys helping docs be prepared to succeed more in the future? Any specific things that you guys do with docs to help them?

Yeah, so the, the thing that this is, this is really important I think because it's a. You use systems to make your business functional. TRP is giving doctors systems to make their business more valuable, to make it so that they're Seeing more people, helping more people. You do the same thing on the personal side of things. So we are going to help people implement financial operating systems into their personal life so that when cash flow flows in, the system is already in place. It will flow to spending, it will flow to savings, it'll flow to emergency, it'll flow to very safe things, will flow to investments, will flow back to the business. But the financial operating system is what we help people implement so that the future is brighter, so that the permission is given. I like the term to kind of play back on your last question with roi. I like the term roe, return on emotion. How much emotion is returned to you? Because you have stability now that you know that money is flowing on its own and you have some safety, you have some growth, it gives you the permission to think differently, to think a little bit bigger, to think, well, if this is working now, what if I bought a new space or got to a second location or started saving more money into the system? Like, it just makes you start thinking differently when you have the emotional side covered. And a lot of doctors, just by the very nature of the way that they're functioning, don't have a lot of emotional protection and they have to live in scarcity a little bit. So it's always like to the next dollar to the next thing, they're not thinking visionary, they're thinking in the moment. And visionary thinking is what really allows people to have the impact.

Absolutely. Yeah. I love that. See, that's part of the roi, or you call it roe, is peace of mind. Right. I hope every doc out there listening has a peace of mind account.

Right.

It's that, that money that, you know, three to six months of operating expenses that God forbid your office burns down or, or God forbid you get a horrible car accident, you can't work. It's like having that peace of mind account that you're not, you know, you're not a month away from going bankrupt. Right. And so many docs kind of live on the edge. And that's like you said, that's their, their roe, the return on emotion of that peace of mind. So that's stressed about every week. Do we have enough new patients or we have our patient visits because I don't have much money in the bank. Like, that's no way to live. So I love that. You know, we talk about systems. It's huge for us in trp, but we always talk about around the patient journey and around our office. But you have systems for the financial side, right? It's not like just leave the money in the account. No, you're going to put money in your vacation fund or your savings fund or your retirement or all those different funds. And if it's automated, then they never even see the money. Right. So they never had to make that conscious decision. So that's systematizing their financial life. And I love that so many docs need that. So I appreciate you guys provide that for them.

Yeah. And it's the, the thing that I think people need to click is you can do it, you do it in the business, but you also do on the personal. Because usually someone, the some people really go on the personal, but then their business, like you said, they're like, they're always close to never making payroll. You need to do it on both. Like, you need to be viewing your business and personal financial is almost one thing. They're just two halves of the same ball.

Yep. And love that you can help give them that clarity in the systems around that. That's great. So what's the next step for our listeners? To connect with you guys and learn more about how you can help them?

Yeah, so I think the easiest way is we offer. I just really created a. It's a very simple workbook. It's just 20 questions to ask your accountant. And there are questions that you can take to your accountant and ask them. And the way they answer them is going to help you determine whether there's someone that's saving you money or costing you money. And so I can give you that book. And then in conjunction of that book, if you want to sign up for a free complimentary tax review, we'd be happy to do that with you. And then you can determine, is my accountant already someone that I should have my team, or is it time for me to level up to someone that's actually going to push me and give me the permission to leave a generational impact. And we're not the only great accounting firm in the country. There's other accountants that are great and they're really good at what they do. But a lot of doctors don't know if, if their person's good. They know that they're nice. They know they've never been audited and they usually file their taxes on time or they wouldn't be with them, but they don't know if they're actually helping them reduce their tax bill. And this book will unveil that for them. So they can start to determine, am I at the level of income that I need to start leveling up My team versus or stay the same or are they on paid pace with me? So I'll include that book in that link and you can sign up and then you'll have access to us and be able to determine whether we can help you or not or whether you're in a good spot.

Perfect.

And we'll include that link in the show. Notes. Do you have, is there a website that they can go to or.

Yeah, our website's biglifefinancial.com it's, it will probably by the time this airs, that should be, there's a new one being constructed right now, so it will be a lot more robust than it's ever been before. So that should have a lot more information there for people to go to. But that will be a great resource as well.

Perfect. And I want to double click on one thing you said. I hope our listeners got this, is that your accountant, their job is not to save you money on taxes. Their job is to keep you out of jail, to keep you out of IRS prison. So there's a lot of accounts out there that are very conservative and they're not looking for ways to save you taxes. They're just making sure that your things itemized and that you're, you're filing a tax return on time and that the tax return is legal. That's it. They don't look for ways to, to, to strategize to help you reduce taxes legally. And I know that's something you guys specialize in. And so I want our listeners to know that, hey, just because you have an accountant doesn't mean that they're actually getting you all the tax savings that you need because that's not their job. Their job is to keep you out of jail. And they do that very well. But we want to stay out of jail and we want to obviously maximize our tax savings as much as possible. I know you guys specialize in that.

So yeah, we, our firm is built for business owners, so we know we're looking to help the business owner, specifically doctors in this situation, reduce your tax bill and do it legally and ethically so that you get to stay out of jail and you save a whole bunch in taxes simultaneously.

We appreciate that. Thank you so much, Justin, for being on the podcast today. I appreciate you all you do for our, our remarkable clients. A lot of the CEOs I know use you guys. You guys are awesome. And thank you so much for being a success partner as well. So remarkable CEOs. Remember tuning every single week to the remarkable CEO podcast I hope all of you have a blessed week. We'll see you guys all next week. Thank you.

Thanks for listening to this episode of the Remarkable CEO Podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like this podcast, please subscribe, share with a friend and leave us a review. And if you'd like to connect with us personally, direct message us on Facebook, LinkedIn or Instagram. Now go. Go and be remarkable.