320 - How to Get a 300% ROI on Your Associate Investment

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As long as you have a growth strategy, which is what we do, we give you guys strategies to be able to do this and do it faster and do it better, we can help you get the ROI that much sooner. We can pull that forward. If you actually follow this weight, things that we teach you guys, you guys will pull some success forward. And both you and they and the community, everyone's winning. It's win, win, win. That's what we're going to cover today.

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 to another episode of the Remarkable CEO Podcast, Chiropractic's number one business podcast. I'm Dr. Pete Cameolo.

And I'm Dr. Steven Fransen.

Hey. We just want to say thank you to all of our faithful listeners. Thank you for being a, a listener to this show. I've had an opportunity, Dr. Stephen, over the last, I would say, 45 days to talk to docs who I've never met before who say they love listening to the podcast, that they've been listening to the podcast maybe even for years, and it's just been a great value add to them. So I want to say thank you for being a listener, Dr. Steven. You and I, we love this opportunity every week to come together, you and I, to, to communicate, to have a conversation, to teach, to share and we're in it with you and so it's just awesome to be able to be on the journey with you. So thank you for being a listener. Thank you for sharing this show as well. We're going to ask you to share the show, Dr. Stephen, with what you and I see on a day in and day out basis and with the landscape of chiropractic. We know what chiropractic needs right now is more successful chiropractors. We believe this is a show that will help chiropractors to be more successful and running their businesses. Remember, you have the business side, you have the, you have the servant side, the business hand and the servant hand. Like, we remember hearing all that all the years. This is a. This is going to help you run your business more successfully, and every chiropractor needs that. So thank you for sharing the episode. And hey, if you haven't already like the show, subscribe and share it. We love that stuff. So, Dr. Stephen, today, I'm excited for the conversation that we're going to have, specifically a conversation that you and I have probably every. Have every week, which is how to optimize your ROI with your associate doctor. And this is such a relevant conversation for us. We're going to be discussing the belief systems that have to happen and then the very practical nature of just the math behind it. So looking forward to a great, great discussion today with you, and it's great to be together.

Yeah, man. Awesome to be here. Love this show. And I love the feedback that we get from the show. It's very inspirational. We appreciate it, guys. Thank you for your comments. Thank you for your reviews. We just ask you if you hear this message, you're like, man, that was valuable. And it made me think of this person who's struggling with we're trying to solve that problem or needs to hear this message. Like, that's what we're asking you. Like, be specific. Right? So today we're going to be talking about associate doctors. Like, like, maybe this is exactly for you. Maybe this is like, oh, my gosh, the time is crazy. Francon, thank you for doing this right now, or, you know, what a good friend of mine has been. We just had this conversation about compensating their associate doctor and, like, how to do it in a way where they can feel good about it. So it feels like a win, win, win. It energizes them. And the associate doctor. How can we do this in a way that it's like, energizing them to become more productive? How can they do it in such a way that it energizes the owner? Because it's more profitable.

Right?

That's what this message is about today. Right? So when we ask you to, like, share the show, like, who do you know is like, oh, my gosh, I know somebody who needs to hear that right now. So thank you in advance for doing that. Right. So we covet influence, right? So what the world needs now is chiropractic, and what chiropractic needs right now is more successful chiropractors. So this is our mechanism for one, at least one of the platforms that we do to be able to serve that mission. So help more People help more people. Dr. Pete, this, this was actually inspired by a conversation I had today, which is the 16th, 138th time I've had this conversation around some awesome chiropractor on purpose, mission driven, busy chiropractor who runs a great practice, trying to get his head around the fact like, oh my gosh, how much do I have to pay an associate doctor? And I'm like, I know, bro, I know, right? So I know. I've been there, done that, and I've coached a thousand people through this conversation. It's like we need to simplify it, right? So you need to start thinking above the business, right? So you got to go from that identity and that perspective of working in the business to working on the business as the CEO, where you focused on the team and the team focuses on the pain. This is third tier where you're like, I got to get above this business and I got to think like an investor, right? So you go from being owner operator to the first ascension to being CEO to the second ascension to being the investor. And this is an investor conversation. It's the best place to have this conversation. Dr. Pete, so now, as an investor, what is an investment? An investment is different than a purchase. And when you purchase something, you consume it, so to speak, right? So an investment is something where you put the money in first, expecting a return on that money over time, right? So you've got to be able to look at it as like, this is an investment. And I frankly, like, bringing on an associate doctor is an investment. Bringing on an associate doctor is like buying a business, frankly. Right? So it's like you are making an investment in your business, right? So you want to be in the investor seat when you, when you are considering this and making decisions around things like what does the business need right now, what's the compensation plan look like, what's the incentive plan look like, et cetera. So, Dr. Pete, we're gonna have a conversation today to help people get their heads around looking at their associate doctor as an investor would and expecting a return on that investment and really just turning this problem into a math problem, right? So when you make your mission a math problem, at the end of the day, this is something that becomes less emotional and more analytical, right? Let's have a data driven conversation.

I think this is going to actually energize everyone. This conversation is going to energize you. I have a variety of people in my mind that I'm sure you do as well. Obviously, the, the doc you spoke with Today, I've also been speaking with doctors today about these things. Not this exact thing, but it was in way it is, which is how to have an investor conversation. You and I talked about this earlier today. I said you have to have a view of your business. We'd say to take a three year view of your business and then you have to take the view from all three function roles that you're in. You know, you have an operator view. You have your, if you're in an operator position, which I think most CEOs are, still have some level of operator time they're investing. And then you have your CEO role and you have, then you have your investor role. So you're saying, yes, we need to come into this with not only an investor, you know, put the investor hat on, but also now, next and ultimately. So you have to have a view with a three year view of the business and a three layered view, a three tiered view. So three tiers over three stages. That gives you a very holistic landscape and a really comprehensive understanding of what you're actually doing here. And so, Doc, I don't know about you, but I thought to tell this story, I told my kids this, my son actually yesterday, I think I said, I said, do you know, you know I'm a doctor, right? You know, and they're like, yeah, yeah, yeah. And I'm like, do you know that before I opened an old man practice I worked at an associate doctor? I was like, yeah, yeah. I was like, do you know how much I made for.

And he didn't know. And I told him, I'm not going to say the number on the, the, on the podcast, but it was less than $40,000. So if that gives you any answer.

Oh yeah.

And I said, that's. And then he was like, his jaw hit the ground. I was like, dude, you don't realize that was the game of chiropractic back in the day. It was like, how little can I possibly pay someone to come in, do all this work?

And we wonder why it went sideways.

And so I just, we're coming at this from a place of experience, you know, from a place of, you know, we say, we teach from scar tissue. You know, we, we understand what you're saying when you're trying to wrap your mind around like, how much am I supposed to pay an associate? But Dr. Steven, we've come a long way and it's now not just, it's a data driven conversation. Like we're having a data driven conversation. We're going to show you in the math and the math, by the way, that we're going to give you today very conservative numbers. We're not going to set the bar super high. But I'll say this to the belief system, which is that if you want to grow your business, you got to know your business and you hire people ahead of growth. And as long as you have a growth strategy, which is what we do, we give you guys strategies to be able to do this and do it faster and do it better, we can help you get the ROI that much sooner. We can pull that forward. If you actually follow this weight, things that we teach you guys, you guys will pull success forward. And both you and they and the community, everyone's winning. It's win, win, win. That's what we're going to cover today.

So good. Let's put our investor hats on.

Okay?

So I'm not a financial advisor, we're not financial advisor. We're not giving you financial advice or investment advice. We're just going to give you some practical, common sense application of you're in the catbird seat, guys. You're a business owner. You need to think like this, okay? So your identity is. I'm a business owner, okay? So I've got, I've got capital that I'm going to be investing somewhere somehow, right? So regardless of how much it is, I'm going to use some round numbers because I'm going to set, I'm going to set us up for a framework, okay? So but it's like, man, I've got $250,000 that I'm like over a given period of time that I'm going to be investing, right? So it's like, should I put it in the s and P500? Should I put it in real estate? Like, should I put it in whole life insurance? Like, what should I do with my monies, right? So you know, you got to recognize, like, I'm not telling you what's a good investment or a bad investment. I'm asking you, what is the right investment and what is the sequencing of the investments, right? So you know, when you have this money to invest is like you can put it in an s and P500 and if you look back to the last hundred years, you're going to get somewhere between 8% and 12% return. So let's call it 10% return. S&P 500. That's great, right? So good investment, right? So you're winning, right? So if you put your money in real estate, right, Put Your real money in real estate you can see 15 to 25% return depending on whether you're in residential or commercial. Right. So and it's, but it's very much time bound and it's illiquid. Right. So it's like you can't get your money right out when you want. Right. So but that's a good return, 15 to 25%. Right. So to call it 20% return, right. So that, is that a good investment? Yep. Great. The question is, is it the right investment right now and what's the sequence? You also own a business. So you own a business, which means you're in the catbird seat and there's something called roic.

Right.

So return on invested capital, the money that you put into your business, what is the return that you can get out of that business? Well, your roic, what you should be expecting, aiming for is somewhere between 100 and 300%. So now we're comparing 8 to 12%, 15 to 25% in real estate and 100 to 300% ROIC when you invest in your business. I hope this becomes obvious to you guys, right? So even when you're on the bottom of that scale, right. So you are a business owner. The highest and best use of your investing dollars right now is in investing in your business. Right. So if you were to look at each of these investment vehicles as each one, we invest in these vehicles for a purpose. You invest in the stock market to mitigate inflation. You invest in real estate to mitigate taxation. Well, you invest in your businesses to build wealth. Right. So if you're interested in, you should be doing all three. I want to mitigate inflation. I want to, I want to mitigate my tax exposure and I want to mitigate, excuse me, I want to build wealth. So my first investment is going to be in the business. And I want to push as much money at 100 to 300% ROIC. I want to push as much of that capital into my business to the point where I can no longer intelligently invest more money in that business, where I've optimized and maximized how much I could invest right now, which then I can take whatever remaining dollars and push them into my whole life insurance, S&P 500 into real estate, etc. But the first stop is the business. So Dr. Pete, as we're talking about this man, how much should I pay an associate? Doctor, what you just asked is how much should I invest in my business? Can you see that, like that's a different framework Right. So when somebody says, oh, my gosh, do I have to pay a chiropractor $100,000 to work on my brand? This is outrageous that associates expect to make a hundred thousand or one hundred ten thousand or one hundred twenty five thousand or one hundred fifty thousand. Dr. B. When you think about this, it's like you are putting this money in. You're investing in the business expecting a return. People won't think twice about pushing 125 or let's say 250,000. Let's say, let's go crazy. Let's get two associate doctors, right? So now we have 250,000 people won't think twice about pushing 125, $250,000 into the stock market and hoping for the best. Or let's push $250,000 into an investment rental property. And I'm going to do Airbnb. I'm going to run a business over there. And I'm, I'm hoping to see my return from my Airbnb. Think about it. You would jump at the opportunity to say, what a great opportunity. I'm going to buy this piece of real estate for $250,000 and I hope I get a return on it. I'm talking about two associate Doctors. You're pushing $250,000 of investment into your business and expecting a 100 to 300% return on your money.

It's huge.

Isn't it amazing how like, you shift your mind from one thing to another? So, you know, we're throwing around big numbers. I totally get that. But I'm throwing around real round numbers that people readily invest. Okay? And I love what Dave Ramsey says about this. If, when you look at your investment portfolio, if you looked at your pie chart as the distributions of your investments, like a pie chart portfolio of where your monies are invested, your distribution of your investments, that pie chart should be a reflection of the distribution of your experience, expertise, and influence. So let me ask you, how much experience, expertise and influence do you have on the stock market? How much experience and expertise and influence do you have in the real estate market versus how much experience and expertise and influence do you have in the business that you own, your chiropractic business? Dr. Pete, that to me is an incredibly compelling story. And I'll tell you honestly, I have millions of dollars in the stock market. I have millions of dollars in whole life insurance. I have millions of dollars tied up in real estate. But I first stop for my money is always my businesses. I, I push the money into my business first and then go invest in the others.

Hey Remarkables, let me ask you can.

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You know, I think everybody just went to school and like you said, you just gave a really good set to the L5 on a knee chess table. When it comes to our mindset for how we should think about our businesses, and as a CEO, with the mindset, the investor mindset shift, understand this, you will attract a different doctor and convert and retain as well, because you come at it from a different perspective. It all has to do with energy. So if you think about this, if you came in with the bad mindset, the bad attitude, and you made an investment in the doctor and paid them, let's say what they were asking, which was more than you felt like they were worth, that energy, that attitude that you had about that actually is going to, it's going to bleed into and infect the relationship and it's going to end up backfiring over time. And then you're going to prove what you thought was true, your belief, which was, I think, a limiting belief in this scenario, and you're going to prove that, as you know, that was true. See, I was right. But if you actually shift your mindset and you understand what Dr. Stephen, you're saying, which is about the investment, the mindset of the investment, and a 100 to 300% return on that investment, your energy towards that is very, very different. And so you're gonna, you're gonna stay with that relationship. You're gonna see it through a different lens because I see this as an investment and I'm building wealth. That mindset is very different. It's like you put money in, in the stock market, in real estate. What's your attitude about that? If you, you're probably, you know, have a much more patient and, and gracious attitude towards those than you would about a doctor.

You're, yes.

You're complaining to your coach about, oh, you know, I pay this doctor. He didn't, he didn't convert at the report. And, you know, he's, you know, 43 conversion rate after the past month. It's like, whoa, whoa, whoa, whoa, whoa, time out. Like, this is an investment in your business to build wealth. And this is the highest and best use of your time, energy, focus, and your money. You're buying someone else's time, energy, focus and talent with your money and it's a 100 to 300 times return on your investment. So get your, you, we got to get our head right, get our attitude right, so the outcomes will follow. This is an energy thing, Dr. Stephen, and you just set the tone. You made it crystal clear. So let's talk practically, Doc. Steven.

Yeah.

Because again, this is, this is fresh right off, hot out of the oven.

Fresh out of a, a conversation with the doc today. So trying to get his head around, you know, a doc wanting 110 grand. And if you're listening, you know who you are. I love you, bro. I love you, man. This is for you. Literally everyone else just gets to listen in, right? So, so this is, this is about your belief system. This is about your perspective. The guys, we all want better outcomes, right? Well, better outcomes, you can't do a better outcome. You got to change your behavior, right? And you can't just try to change people's behavior because our belief systems organize our behavior. So we're going way upstream here and we're addressing the belief system around this, right? So you got to turn your mission into a math problem, right? You have to understand the business. You have to understand economics. And if you don't speak accounting, accounting is the language of business. If you don't speak accounting, you don't understand your business, right? So you, you, you've got to recognize it's like, okay, I'm making an investment in an associate doctor. Okay, great. So I'm going to use my money to buy this associate doctor is time, energy, focus and talent to free up my time, energy, focus and talent that I would otherwise spend adjusting these people that I'm going to pay this doctor to adjust. So now I'm going to pay this doctor to adjust these patients that I could just adjust myself. You could just adjust them all yourself and keep all the money yourself. And now you have a job. But you said you wanted to take your job and turn it into a business. A business that would one day have an appreciating enterprise value, would be cash flowing for you and would one day be transferable or exitable or saleable. Somebody else would want to buy it, right? If that's your objective. You want to turn your job into a business that's an appreciating asset that cash flows well, this is how you do it, right? So you create scalability and durability. You have to hire another professional and delegate duties to them, right? So whether it's buying back my time or buying money. In other words, growing capacity and growing our services and growing our revenue. You're either buying time or buying money by bringing an associate doctor. And you need to know which one you're trying to do here. We're talking about this guy wanted to buy back his time. I'm going to pay him to adjust these people. He's like, okay, I can't believe he wants $110,000. It's like, okay, let's just do the math on this. What's it going to cost you to buy back all your time, right? I said, how many people do you expect him to adjust a week? And he's like, I don't. Somewhere between at least 150, maybe 250 people a week. I'm like, okay, can we just. Let's just call it 150, okay? Like first year. Let's just get. Let's just out of the gates. Let's just say it's 150. We could have said 250 and it would have been a more compelling argument. But let's just go to the bottom. Like really just conservative here. It's going to adjust 150 people a at a $50 collection visit average. 150 times. 50 times 50, right? 150 a week times $50 collection visit average.

Right?

What they charge per visit, what they collect per visit times 50 weeks a year. Let's give them two weeks vacation. Dr. Pete, that's 375, 000 in revenue. 150 times 50 times 50, right. Is $375,000 in revenue. So now you're paying somebody 110 grand to deliver 375, 000 in services.

Okay?

Now just by rule of thirds, and this is a heuristic, guys don't take this to the bank, but it's a great rule of third, great heuristic rule of thumb that it's going to break down in most practices to a third, a third and a third. A third goes to the associate doctor, a third goes to other related overheads, and a third goes to the onerous profit. Right? So even at a third, a third and third at 375 of revenue, that's 125, 125, 125. You could afford to bonus that associate doctor another 15 grand to pay him 125. You get 125,000 related overheads other than labor. And that's going to be way above what it probably is, right? So it Gives you plenty of room to market and train that associate doctor, right? So I'm just saying it's not going to cost you another 125,000 and then you are left with $125,000 in profit, right? And by the way, you didn't adjust anybody, right? So now let's go crazy and look at that and say, what if I had three of those associates going, right? Because this guy, quote unquote, has no problem getting new patients. And what he loves to do is convert. And if I could just do conversions, I'm like, okay, great, ramp up your marketing. You spend your time converting. Hand them over to these now three associates. Now you're making $375,000 profit, paying each one of your associate doctors handsomely. Dr. Pete, now you have taken the job and turned it into a business that people will compete to buy. You now have taken this job that was paying you well, but you were self employed, you had a well paying job. You've now taken that job, turned it into a business that, that's an appreciating the asset that cash flows and is gonna be wildly attractive to your ideal buyer one day. And the punchline is, is you've just started a race, a horse race where people are gonna be competing to buy your business. And most people, once they get that business established, they thought they were building it to sell it. They're like, why would I sell this? I finally have an appreciating asset that cash flows. I'm gonna hold onto this for another five or ten years, right? And by the way, God is good. Every year you do that and you're dist further and further away from actually being the operator and the person delivering the care. That business becomes more valuable. This is win, win, win, win. Dr. Pete, you got to turn your mission into a math problem. 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? If 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 map million dollar mark for the 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.

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.

Welcome back, Remarkables. I have an awesome opportunity to be with Mark Lewis with Platinum and I am very excited to hear what he has to say because in all honesty, I'm one of those people that have had a software for the last 15 years. It's been the same and I know I'm staring down the barrel of a big project of actually changing to a software. And we had the opportunity to do a strategy call with Mark and his team here in a couple months. So honestly, I'm going to be learning as much about this podcast as all of you that are listening as we go through this. So I want to introduce Mark Lewis. And so you know, one of the very first questions that I have for you, Mark, is, you know, what is a specific problem that you solve? You know, all all businesses exist to solve a problem for another person. What kind of a problem does platinum solve for us chiropractors?

Well, Dr. Kevin, thank you for having me. It's a great pleasure to be here with the TRP community. And, you know, Platinum's been around for over 30 years now. I've been with the company 24 years myself. And you know, when Platinum first started off, it was designed as, you know, there wasn't a real system out there to kind of put all your notes together, put your billing together, put your schedule put together, and kind of have it all in one system. So Platinum was the first company to ever do this. There were other companies out there, like EasyBiz that did front Desk or some other ones, Eclipse that did Front Desk, but nobody had notes and billing and everything all in one. And what we tried to do is make it really simple in that we just had two screens. So there's two screens there. It was really efficient. We really specialize in high volume type practices so that, you know, with two screens, I mean, it was really easy. You wouldn't have to go searching through seven different icons or all these different things to do. Everything that we built was for efficiency, speed, and to make it easier on a doctor. So I had people come up to me and go, you know, I almost replaced a staff member with your. With your system. I said, you didn't replace them. You moved them to a better position where they can help grow your practice. So that was what Platinum was all about.

That's right. You put the right person in the right seat, doing the right work, the right way. And I saw your website too. That was all the way back in 1990, is that correct?

It was, yeah. About 99, 98. We came to the United States really in the year 2000. I started in 2003, but had been around for quite some time.

Okay, that's terrific. So you know, what every chiropractor is interested in too, is like a return on investment. Right. So, you know, as the CEOs are listening to this, what kind of a return on investment can a software like this create for a practice?

Yeah, so. So your return on your investment, you're looking at several different things. Number one is your time. So time is a great investment to get back. Because what we want to do, we want to have our doctors have their notes done real time right there at the table. So when, you know, if they're seeing 2, 300 a day, at the end of the day, they can walk out with the last patient. And if we can give them that time back. That is huge. Now financially there should also be an hour because we've come up to a lot of practices, stuff like that. You know, a lot of people like to do these financial care plans and we walk in practices going okay, let's check your financial care plans and found that 60, 70, 80% of the people weren't paying. They were just coming in because they forgot to do resigns and forgot to do all the other stuff that they needed to do to collect that money on top of that. So you know, we're looking, you know, you know, 50, 60, 70% return on investment just for Platinum. On your care plan side. We're trying to make the billing easier so you can just hit a couple of buttons. It'll auto post for you so you can make sure that those reconciliations are doing good. And so really you should save quite a big return investment on your, on your ehr. And if you're not, if it's costing you more time or cost you money or having to add more things to it, you need to look somewhere. I know we talked a little bit earlier about it's a little difficult to switch systems and we're trying to make that easier and easier. At Platinum we've got a team overseas that's actually helping us take some other systems and kind of scrape some stuff off to make it even easier for you to move. Can actually do on site installs which no company does. We can come out to your office and help you for a couple of days and make sure that transition's good without the staff having to kill each other. So we try to make it as easy possible to make your transition to make sure you're up and running with the system and using it to the most efficient way you can.

That's incredible too. And I, and you guys integrate with a lot of other systems as well, right? Such as like we do.

We do, yeah.

And I also think too of like when we talk about a return on investment retention, that's something that I'm big on in my practice and something that I'm, I'm heavy on with coaching is, you know, we have a, we have an opportunity to teach one human being why we take care of our spines the way that we do and why we take care of the spines of our, of our family members. And it's our job to not only educate those people but also to hold them accountable. And I tell you what, like you know, you get busy, I mean we're a high volume practice, right? And when you see a bunch of people and someone gets out the door before they get their next book of appointments scheduled, and that person, they get busy, right? You know, life, kids, you know, soccer practice and whatnot, and they fall out of your practice because of something as simple as if they were just able to follow through with their scheduling. So, you know, when I look at return on investment, I look at also the time like you were mentioning, you know, the financial piece and not the loss.

Right.

So people that are not having the simplicity of getting those people rescheduled, I mean, you're losing money. So it's not only a return on investment, it's also, you know, preventing loss, which I think is a really, really big thing. And I cut you off.

You're.

You're starting to talk about some of the, some of the people that you integrate with. Did you want to speak to that for a moment?

Yeah, so we, we've got quite a few integrations that really help out and stuff like that. So, you know, like Scad or Aloha or Fortis or cash practice. And, you know, it's just trying to make it easier for them to, to get the neat. One of the things you're talking about retention, you know, on our screen right there, they actually show every single time the person's come in over the last couple of weeks. So if they came in once, it's green, twice it's yellow, red, it's three times, they miss an appointment, blue. So there's a color code that actually tracks that out. So I had, I was at a seminar this weekend. A guy came up to me, said, I have this other system, just doesn't do that. And I miss that so much with Platinum ready to come back, because just looking at that tells me, you know, are they dropping off right now? Are they on track? You know, if I can get them, as soon as they start missing that one or two appointment, that's when you've got to hit it. To say, this is not acceptable.

That's right.

And if you don't know that with your system, then you've lost that opportunity.

Absolutely. Here's a big question for you too, is, you know, considering what's, what's important next, you know, as you look ahead and assess the needs for our profession, how are you helping doctors be prepared to succeed in the future?

I'm glad you asked, you know, because we are. We are coming out with Platinum 2.0, which will come in. I'm going to kind of show you a little diagram here, if I can and this is kind of what we're doing. You know, you talked a little bit about, you know, the integration with other programs and the integration is great, but you're spending lots of money out there buying your ehr, buying your, your, your CRM system that you're trying to track everything you're doing, maybe posture or exercises or education. What we're going to be doing is bringing this all to one, one entity. So you'll see here a Platinum X. So because we have Platinum 1.0 out right now, we have Platinum 2.0 coming out, we'll have Platinum 3.0, 4.0, we'll keep going with that. And so what we're trying to build is our EHR system will be in the middle of this. So we have an RCM solution that we're implementing, a revenue cycle management. We'll be able to go out and help you collect payments from your patients. It'll make it easier with auto processing of invoices if you want to, to send those out in statements. They can pay online, they can pay through their cell phone. So we're trying to that easier. We also have the integrated payment platform, our own now, so you don't have to go out and get some other, these companies. I'm not going to mention any names on here, but you know, the other companies that are out there. But now Platinum will have their own, which means we can control the pricing, we can keep it low, we can beat or meet anybody else out there. Since it's not our main business, it'll integrate completely where you don't have to do syncing and stuff like that and go other places. We've partnered with a posture analysis and range of motion company called Biotonics, which it will be inside a Platinum which will actually be able to just take pictures of people. It'll do all the range of motion calculations for you automatically. It'll give the posture analysis. So that will be really helpful for re exams and new patients and things like that. We've also partnered with another group called Webe which does exercise. They have over 20,000 exercises online. And basically what you can do from Platinum is hit. I want to suggest these exercises. It'll send it to their phone and then they can track on their phone to their smartwatch to their phone exercise program of what they're doing and how they're doing it. And you'll get a report back of that for your remote training purposes, therapy monitoring for your patients, which is going to be incredible in there. And actually there's Billing codes that we have in there where you can bill for those remote monitoring services as well our educational videos and learning material we have, we've got some other 3D type stuff that we have in there which you can send your patients. And we have our own CRM solution as well. So we partner with another CRM company that's going to allow to monitor all of your Facebook ads, social media, you can do landing pages, you can do all of your AI analysis of what's going on, your SEO will be tracked and then you can actually put your patients in there, send them, put them on different workflows if you want to. So if you want to send an email to them after this visit or this deal or this time, it'll track all that for you. It also has SMS built into it and an email built into it as well. So that will that CRM is going to allow you to track those opportunities, move them through your funnel and actually have them become patients in the office. And then once they're patients, if they do to drop out of care, you could put them back in the funnel again and take them through a process there also. And the last thing is we're going to actually have our own patient mobile app. And on the mobile app they'll get push notifications, reminders, they'll be able to see and check their notes for the Cures act if you want to have that on there, they'll be able to make payments on there, see their schedule, see their care plans. So really what we're trying to do is create an all encompassing system to where you don't have to go out because some of these things you're paying. I got some offices paying, you know, fifteen hundred dollars a month for all the different things. So we can bring this to one package for less than 400amonth. I think people are going to be really happy with that.

Mark, as you were talking there, the dollar signs were going through my head. I'm like, okay, there's 300 and so there's 198 there. You, I mean I calculated 1200, if not 1500 dollars that you could sa office. And like I said, I'm really excited we get to go through this with you guys in a couple months. And I mean, you want to talk about a return on investment, that's incredible. And to have it all in one place of simplicity. This isn't just cobbled together as a way to save a couple hundred bucks a month. This is compiling all of the most usable and necessary tools in one place. So I'm very, very excited about this. Mark, let us know, how can people take that next step to get in contact with you and to see this demo? So what's your contact info? What steps do they need to take to get in touch with you?

Perfect. Please give me a call anytime. My cell phone Numbers, area code 512-775-4917. They can call me directly. M.lewis platinumsystemsingular.com platinumsystem.com they can email me with anything that they want to do. They can go to our website or they can call our Main office at 888-808-4898. So there's several different ways they can get a hold of us there and we'd love to talk to them. We are still, like I said, we're still in the building process of platinum 2.0. We're looking to put our August next month and then hopefully a full release in September, knock on wood. And we'll get this thing moving and moving forward. It's a project, though. It's a huge animal to move.

Sounds like it. That's incredible. Thank you, Mark, for your time and, you know, for those of you that are that are out there questioning, definitely do a strategy call with this guy. Listen to what he has. You won't be disappointed. Thanks, everyone.

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 and be remarkable.

Sam.