333 - This Could Double Your New Patients and Collections

Tell people the truth. You know, we don't have a dog and pony show of like these slick lines and manipulative tactics for sales. It's like, no, we're just honest with people and we're honest to a fault. And in this day and age, I think that's something that people don't get a lot of. You know, they're skeptical of everything. And so when they see somebody be real and honest with them, whether it's partners that are dealing with us or whether it's the way we're dealing with our team or dealing with patients, you know, I think that's an important aspect of 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.

At Genesis, we help successful chiropractors implement spinal decompression with a fully turnkey system that handles everything from marketing and new patient generation to systems, protocols and ongoing support. The result, Massive value for your practice and life changing outcomes for your patients, all without drugs or surgery. This is the next evolution in chiropractic care. Welcome to Genesis.

Welcome back to another episode of the remarkable CEO podcast, Chiropractic's number one business podcast. I'm Dr. Pete Camiolo and I'm here with two guests. So two co hosts with me today, Dr. Caleb and Dr. Chad. And yes, you got, you know who these guys are if you've been listening to our podcast, because we had an amazing episode a few months back and so we said, you know what, this is too good. We got to come back for more. And we're excited to talk to you guys today about one of the most important business principles as CEOs that you need to embrace is the concept of culture, specifically in the area of your team. So Dr. Caleb, Dr. Chad, great to be back in the studio today with you guys. Thanks for taking time to be with me today.

Thanks for having me.

Yeah.

So I was reflecting on our last meeting and we were talking about the genesis of Genesis and how your guys story goes back to when you were in school and you guys knew each other then and, and then really how this business grew organically. But I was thinking about this, I said, you know what, I, I'm sure that the team had to grow a little bit more intentionally than organically. So we're going to talk about your team today because you guys are built a significant business major player here in the, in the chiropractic space. You guys haven't heard of Genesis back and neck. Well, you're going to hear about them now. These guys are doing significant things in chiropractic right now, and we're thrilled that they're a part of the remarkable practice family, but they have built a team. And so all of you who are listening, you know that for you to be a remarkable CEO, you have to use leverage. And one of the areas we leverage is by finding a players and putting them in a position of strength and then teaching them how to do the right work so they do it the right way. We know that's what we call the four rights. The right person in the right role, doing the right work the right way. And I know you guys have had to probably learn the hard way, as most of us have to figure out, what does that even mean? So let's talk about that. Let's talk about the culture of your team. So I'd like to first start with just what's the vision? How does your, what's your vision for your team as of this day? So we're, it's. It's August of 2025. We're recording this podcast. I'm sure that it'll air in a couple weeks. First question, always ask when the team is, what's the. What does success look like for you when it comes to the vision that you guys have for your team? Chad, I'll go to you first.

Yeah, well, it's funny how you said we kind of learned the hard way. I would say that's true. I mean, I know Caleb thinks the same way whenever we hire people. We're pretty good at hiring people. But then Genesis became something, and now people are relying on us to supply information and details and metrics and KPIs and the whole thing. It's like, how do you, you can't just open up LinkedIn and just start hiring people. And Caleb and I were blessed enough to really be able to pull people that were with us from the beginning and nurture them into finding their specific skill set and then mastering that with them. We don't just, like, we're not, like, we don't have whips and chains and it's like, hey, you're going to do this. And it's very rigid. It's. I would say it's. We let them learn with us. I'd say that's our biggest strength. Caleb can talk on this a little bit more as we, we have meetings about it weekly. How can we do more for our team? Where are they at? Are they, do they need more help?

Do.

Are we ready to hire the next person? Who's that? Who's that going to be? And so when you find people and you really tap into their skill set and then you create a position that fills that in an organization that might not have existed before, you put them in it, you allow them to help you while you help them. It's been a really unique way to work. But the culture we have, we all are on the exact same page. We all talk the same language. I, I feel super blessed to be able to have the people around us that we have. Caleb, do you want to talk some more on that?

Yeah, we, we really have been, like Chad said, been blessed to have an incredible corporate team. The he and I have both skinned our knees, you know, as everybody has just being individual practice owners, having staff come and go and develop staff. And so everybody watching the podcast has done a ton of that, I'm sure. The interesting part about Genesis is as it's grown more and more offices, more and more needs. Most of the positions that we're hiring for and filling right now are positions that never existed. It's not like, oh, we just lost our check NCA or we just lost the associate doctor, so we're replacing an already existing job. We're essentially creating a new area. So our team is really special in the fact that like Chad said, none of them are strangers to us. They've either we've known them in some facet of life and some facet of business before they joined our team far, we've never just hired somebody who's on our corporate team who got there as a stranger. They worked for us, with us in some other capacity. We knew them in life before they got into that role. And the unique thing about all of our girls is they all have unique superpowers. So, you know, if there's the, there's a superhero movie and there's the four superheroes, well, they don't all do the same thing. They all have unique skill sets. And so right now that's one thing that we're, Chad and I are trying to be as intentional as possible is letting them really bloom and utilize what their God given talents. So to give them the autonomy to be able to do those things with, with still some, some guardrails around them, but not so much guardrails or so much rigidity like Chad had mentioned, that it snuffs out their kind of their innate skill set, their innate gifts, and, and then just getting everybody to understand who's capable of what things. So when there's a problem or there's a task that we need to tackle, the ones that are uniquely gifted to that particular task will always kind of rise to it. Like, I can do that. I'll handle this. And then we have certain ones of it. There's even Chad and I, the way we work, there are certain things that Chad does for. For our company that there's no way I could do or should do and vice versa. So it's really just trying to get everybody in the right spot where they can really bloom. And, and then really, we've got entire departments now that have been forged from an idea, and now we've got full entire departments with SOPs and. And the whole nine yards just by letting that person really come in and use. Use their skill set. So.

So you.

You talked about a few things I want to circle back to. And, you know, number one is that you're learning with the team. And that to me, talks to me about the virtue of humility and saying, hey, you know, we don't necessarily have this all figured out, but we know that you have this skill and this gift and this. This talent. So we're going to. We're going to figure it out together. Can you talk a bit about the. Just the how to approach that? Like many CEOs right now would say, maybe they're listening and they haven't hired a COO before, or they haven't. Maybe it's their first associate that they haven't hired before. Maybe they're expanding into the marketing department and they're bringing on a marketing player, and this is maybe a new area, a new space they haven't ever, you know, navigated before. Can you talk about how culturally? Because that's a culture that you're able to do that, because some other people, that would be the thing that stops them. They're like, have to have it all together. I have to have an SOP built before I hire. It's like timeout. We're doing it actually different. And we're building it as.

We're. As it's growing.

We're building it as we go. You know, so there's a level of humility. There's also a level of having the right person to do that. Like, not everybody can do that. Some people need to be told exactly what to do, and they don't have the skills that would be needed to be able to create as we go. So can you talk a little bit about that? Because that to me is a type of player you guys are bringing onto your team that has the ability to grow with you. So I, I guess that was my first question and a few others, but I'll start there.

Well, I think, yeah, I think ultimately what, what the focus has been is, is if you don't have it all undergirded by the culture of what we're trying to do. And our, our mission, our vision is really simple. We're going to try to save a million people from spine surgery. That's it. Million people from back surgery. So when you, when you have that as the underpinning about everything that we're doing, well, the only way we're going to do that is we got to work effectively as a team to serve our partners and to help our partners serve more patients and, you know, treat people with love and integrity and honesty. And even Dr. Steven and I had been talking a lot lately about core values. And I just finished reading the book about Zappos, the Shoes, the Shoe Store, which was an incredible book, but that guy was really big into core values. So over these last, I don't know, month or so, we've had all of our team submit a handful of core values. We've put all those together and then amalgamated that down to what we believe is 10 core values. Not that it's like, okay, well that sounds good. So we'll try to adopt and live by that. It's like, no, these are just the things that we naturally are already passionate about. They just need to be written down and they need that. You know, if we're going to make a policy change or we're going to do a personnel change, does it fit within our core values? And I know you, you and Dr. Steven are really big on core values. And so that's something that we were operating off of, but just luckily, like, maybe not as intentional as we should. So now we've put down, like, what are those things that are very serious to us? And then you can take somebody who, most of the girls that we have, like, we, we say tigers only. That's our mantra at Genesis. Tigers only. They're all tigers and they're all very high achievers and very high functioning. And so a lot of times a high achiever, a high functioner wants to know. I need a clear written understanding of what my expectations are. Like, if I'm, if I'm a task driven person, I need to know what the tasks are. But we're able to still work really well with those types of people because it's like, okay, how are we going to save a million people from back surgery if we're going from 80 offices to 180 offices? What things would have to change in order for us to still have the same level of service, the same level of passion, if not the same level, even better. How do we make it even better than it is now? And then we start to problem solve in each of those respective departments knowing that's what the overall goal is like. This is what the vision is. How do we save a million people from spine surgery? Utilizing the Genesis protocol and partnering with incredible partners that are, you know, already high functioning, amazing doctors running great practices. So I think it has to be undergirded by what are we doing this for? And then those people are a little bit more forgiving to go, yeah, no, well, my job today is going to look way different than my job in a year and my job last year because everything has this ability to flex and we're not stuck in. That's not my job or that doesn't say it in my job description. It's like your job description is what does it take to win today? That's it.

Yeah, that's a good point. The thing, if you want to break it down like to the first part of your question, that humility that came, I think that's just Caleb and I as one of our inherent traits with each other is I know what I'm really good at. Caleb knows what he's really good at. And as we hired people, like our very first hire and our very first expansion office, she's our coo. Well, how is she our coo? She's been there from the beginning. Like I had one spreadsheet that I made that became the entire back end system of all the KPIs there is. How did that. I didn't think that was going to be a thing. I think the biggest thing that Kayla bring Caleb and I bring to the table is we find these people, we trust them enough to be able to tell us, hey, I really think it would be better if, if this happened. I think it would be smoother if that happened. Well, that's a great idea. They still know that if we don't like it, we're going to tell them we don't like it. That's a terrible idea. But we give them the grace and the ability to talk to us just like normal people. It's not like, all right, we're Going to the board meeting, we're all getting. We're all gonna go around the room. It's not rigid. It's very fluid, and it's very open. I'd say our line of communication with our team is highly open. They really do have the ability to say and think and grow and adapt and bring ideas. And if it works, then we apply it. And if it doesn't work, then we all talk about it and we nix it. I'd say that was something that was the most shocking thing to me because now we walk in, like, if I go into the corporate office, I'm like, this is kind of cool. Like, there's 10 people in that room working on stuff, and they just know what to work on. And it's just all built from that vision, that one single vision of just saving a million people. That's all it took.

I was going to actually ask you about the structure of your team. So you guys are all, you have a corporate office. Your corporate team is in a. A physical brick and mortar location. Or do you also have some of your team that works remotely? How have you guys structured that, knowing you obviously have clinics that function like a traditional, let's say, chiropractic clinic and the decompression clinics. Talk about your leadership team on your corporate structure.

We have them all come in one day a week. The whole corporate team is together around a table. I feel like there's a lot of synergy that happens when you've got the same bodies in one room talking, bouncing ideas off of each other. But so much of the rest of the week is done remotely via Slack. All sorts of different messaging components that we're doing back and forth. So everybody. And I've always been the kind of guy that if you're at. If you're at work or you're working, you're at work. Like, there was no work from home thing. So I was really reluctant to do that initially. But, man, our team, our team, even though they are spread out, they're all relatively local, but they're, you know, they're in different houses, different places at the same time. Slack has been a really amazing area to bring everybody together. And we use a different app before that. But it's like I'm working with these people all day long. It's like, Chad, it's so here. In a couple of weeks we're going to be coming to Yalls event in Phoenix. And Chad and I are super excited because it's rare that he and I get to hang out together. Where do we talk to each other all day long? But you know, normally, like this morning he was doing a training in McKinney and I was here. And then tomorrow morning I'll be there and he'll be in Grapevine. And so we're almost never in the same place at the same time, but that's all we do all day long is communicate back and forth with each other and with our team. So I will say I had to eat some crow there. Like, you can have a really incredible remote team that can work together even though they're not in the same room. But we do think it's important to get everybody in the same room once a week and spend time as we go through some numbers meetings and some kind of. Some vision casting and those sort of things.

Yeah.

So with culture, one of the things I was going to ask you was about communication. You talked about Slack, and now the other one is what are the meeting rhythms and reporting systems? Doc? Chad, you were talking about how this original spreadsheet, and I don't know what that. How that's evolved to this moment. Right, but the original spreadsheet with the original KPIs like to where it is now, as you guys, I think have 80 offices on your, on your path to 180, on your path to a million back surgery say, you know, prevented saving people from that procedure. Walk us through. What does that look like? So meeting rhythms, we talk about the purpose of the meeting rhythm. The purpose of the reporting system is to create accountability and visibility, right? So we have visibility by having good reports. We have accountability by having the meeting rhythm. And you combine these two together, you have, you create a bunch of people that are smart and talented who are all busy doing a lot. And you take that movement emotion, you turn into movement, right? There's. There's an acceleration that happens there. So what does that look like for you guys right now? What's the meeting rhythms? How are. What's working, what isn't working? Because clearly defining core values is a major project. I'm so happy to hear that you guys are doing that. When we talk about getting the fourth rights, right, the first right is getting the right person, which we say there's three things you have to have. Number one, they have to be fully bought into the vision, which your mission is the vision Save 1 million people from back surgery. So that's a very clearly defined and measurable mission that we're on. So do you want to be a part of that? Would you be willing to go on that Climb with us no matter what it takes. Are you willing to go the distance? If you're not, then it's maybe it isn't a good fit vision wise. And values is the second. So if we don't have those core values clearly defined right, it's hard for people to say, yes, I fully abide. What I love about your approach was you actually got your core values from your team and you did it as a collaborative exercise where everybody kind of brought what they thought were our values to the table. And then you guys were able to meet and vote on those. It sounds like you were able to boil it down to 10, our top 10, where your core values say, this is who we are. Like if I flew down to your office and I was a fly on the wall during that meeting, on that one day when you guys are all in the office.

I would hope that I could write down in a little notebook what I think your core values are. I also could be that little fly on the wall at all of your remote locations where your people are working remotely and write down what the core values are by how I work when I'm remote, when no one else is watching, am I still abiding by these core values? So our core values are the, the bouncer for the club, right. They're who. Who determine who gets in and who unfortunately has to get thrown out of the club. Our core values, being a value based company, like you said, we are passionate about that. Can you talk about the rhythms of how you guys do the communication? Because communication is really where typically where things go sideways and we go off track is because we just didn't have clear lines of communication. We didn't handle issues appropriately. We didn't, we just didn't have those accountability, the vision, visibility and accountability in place. Can you talk about how you guys have structured that in your business?

Well, I would say that we're still. Still learning, huh?

Yeah, 100%. Like that's. I don't think we'll ever stop learning that part. Looking back, whenever I. It was just me and I'm tracking my own metrics, I realized I wasn't tracking near enough things. But I had some coding background and some background in that. So I just developed a sheet and it kept all the data that I needed. Well, then you fast forward and we start expanding. And a big part of this, a lot of people don't, may not know, like Caleb and I, we still were doing consults in office while we're building this. And so it was really easier for us to go, hey, why don't we track that thing? Because that's going to let us see smoke before there's a fire in our marketing and it and the leads coming in. And so one thing led to another thing led to another thing. So I would say the rhythm of meetings now, when everybody's in that room, we're really looking at our business in like, like tiers of thirds. Who's in the top tier, who's hitting, who's above goal, who's hitting the goal, who's below goal? And then what are the metrics that we have in place that we've developed over time through hiring good people? Now, that sheet that I developed has changed faces 100 times. I couldn't even go into it and make a change to it anymore because I don't know the. The coding internally. But we're looking at it to make our partners lives easier, to make patients getting us to us easier. And so that means what are the top third doing better? What are the people hitting gold, doing good? And what are the people not hitting goal, not doing well enough? And how can we bring them up but do it in a way to where we're all still part of the same family? We're not having arguments or not yelling at the bottom third? Maybe they had a doctor that took off two weeks, or maybe they had an employee out, they had to rehire somebody. There's so many factors. And I'll have Caleb expand on our. Our core four metrics that we develop, but I'd say the rhythm of that is whenever you have somebody. So a team so ingrained in the goal that you have, and then you want to bring that same integrity to 80 different partners without losing any of it, without having an argument or without having a disagreement to a way where they feel like they're not seen or heard, that takes a lot of skill that I didn't realize that our team had. Like, I'm super proud to be able to say it's evolved into that. Like, it is so cool to watch that. And then to see everybody on the exact same page and then to hear feedback from our partners saying, hey, you know, I was with this group and how do you guys do it this much better? It's just because we wouldn't want someone. We want the same experience that you're having. We want to be able to join something and feel like we're part of it and have instant communication, which I think we talked about on the last podcast. There's so many things in that rhythm, but it all. It follows a flow. You know what I mean? Like, the flow is, how can we continue making this easy with the highest level of integrity?

Totally agree, Caleb.

You want to add anything to that?

Well, we do have a Core four without unpacking at all. But obviously, the core number one is how many leads we can generate. And then from the leads we generate, how many can we get booked? And then from the ones we get booked, how many can we get to show? And then from the ones that show, how many do we get to sign? And so those are the core four metrics, and we have KPIs that are. That is a key performance indicator for anybody that doesn't know, but that just shows whether we're in those regular things. So our dashboard now changes colors, so it'll show, if the KPI is green, you're good. If it's yellow, it means we're getting in a dicey area. If it turns red, we know there's an issue there. And then all of our team has unique skills. And, you know, because you can have five different offices that maybe are doing poorly or not as well as they had hoped, but they may be doing poorly for five entirely different reasons, and then we can deploy the right person in the right area to say, hey, oh, no, this is a Core one issue. Let's work on this. Let's work on that. This is a Core four. This is a closing issue. Let's spend time with Chad and I going through different stuff. And so that's been able. That's been really given us a great recipe to follow and some structure. And then with our team, like I said, if it's a Core two issue, well, we've got somebody uniquely suited that would handle that.

Where.

If it's a Core three issue, that's an entirely different person, different department that would be helping and assisting in that area.

So.

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So you made me think about something, both of you. And you were talking earlier about culture and then the 80 clinics and you talk about culture and then Doc, Chad, you just brought this up. Or maybe you did. Dr. Caleb. You said, people will come to us and say, what are you guys doing that's so different? And you said, well, we would. We do it as if we're doing it for ourselves and. Or whatever. So I was thinking about culture for this meeting and what we're talking about, about your. Your company, Genesis. But can you talk about how your culture infiltrates each one of the clients that you guys serve? So now Genesis isn't just, hey, we're based out of Texas and, you know, we've got our, you know, corporate office, we got our 10 people we meet. No, no, you are in. Genesis is in 80 locations. And it's. The culture of Genesis is now bleeding into those Locations. Can you guys talk about that? Because that's really where the influence comes. Is that your heart, your vision, your mission for saving a million people? Like your 80 locations are a part of the fulfillment of that. They're part of the vehicle. And the people on their team who are working in those clinics nationwide, they're a part of this. And so they're a part of the family, therefore, they're part of the culture. Can you talk about how you create culture for all of the clinics that you guys have, which is an expanding number? Like, the last time we met, it was less than 80. So it's growing. So can you talk about how do you influence culture outside of as it gets farther and farther away from, let's say, the core, the center? How do you guys do that?

Yeah, hit it, Caleb.

Well, we do it a number of different ways, but I think it would start with, with the selection of the partners. And so we, we know we have partners every week that reach out to us or potential partners that want to know more about what we're doing. And as we had kind of talked a little bit earlier, we work with some of the best, most high functioning, killer, amazing chiropractors. And so that's a, you know, just a true testament to what makes Genesis. Genesis is all the people that we've chosen to partner with. And so already you get people that are doing it for the right reasons. We've had some people that, you know, you could just tell pretty quickly, soon as Chad and I hang up the phone, it's like, yeah, that's a no. Like, that guy's just not cut from the same block of wood that, that we are and our other people. So we're, we're selective. And then two from the training process. So when the, the doctors and all the staff come to Texas for two days to train with us live, live training, a lot of you kind of get diplomatic into what Genesis is and what we're about. And then we have an online Genesis University. So it's training modules that everyone goes through. So you're getting slow, slow dipped in Genesis culture the entire time. And then hopefully by the time we're done, everybody and they're back out into their own city doing this thing that they know everybody on the team and everybody they're communicating with, they're all doing it for the right reasons. They're doing it for the right reason. And we keep the main thing, the plain thing, and the plain thing, the main thing. And that's how do we help this individual in front of us that's dealing with a disc issue with a non surgical opportunity. And so that, that just kind of is what the bridge that holds everything up. I think that that's an important part of it.

Yeah, I think it was funny. We were talking to a guy, a new partner, and after he got onboarded and so he messages us. And that's one thing that's unique about this whole thing is one, our business model is completely unique. I don't know of anybody that's done it this way. And two, we have 100% instant communication with partners. So it's not, hey, we're going to talk to you once a week. It's if you are about to talk to a patient and you don't understand something, you can talk, you can ask us a question and get a response in 30 seconds, 60 seconds. I would say just the way that we handle little things like that. I think as they start to see that we're doing the same thing for everyone and then we're not treating patients as a commodity for income. We're treating patients like we think patients should be treated. There's no salesy thing. I tell people all the time on, on the videos that we do, I always say, don't make it weird, just don't make it weird. The people are looking for an answer that we have, just give it to them. They're going to choose you if it makes sense. And so I think once these docs come in, he just said he's never seen anything quite like it. We've handled all the things that may have had a, in other organizations, a leaky bucket, and we've filled all that. And so we try and make it easy. And it's all based on one, given patients and experience that they will never get anywhere else. And two, how would I want to be treated if I was being a part of something? And then we just, Caleb and I, we're just normal people. We're not rigid with people. I'd say that that's how you get it from a single place out to 80, out to 300, out to 500. Because the circle just keeps getting bigger. Seems like weekly. I think as long as we hold on to those values, they understand it because they see it from us and they see us living it every single second.

You know, as you were going through the criteria of how do you influence culture in your expanding number of clinics? I almost thought these are the another set of Core 4, right? It's like you have a second set of Core 4 Number one was the selection of, of partners. I think that's huge. I think. And I'm going to translate this to, you know, anybody who's listening, who's, let's say in a chiropractic office. It's when you, when patients are coming in to your office. Like it's so important when you talked about how, you know, you give them an experience and you treat them the way that you would want to be treated and you don't have to be salesy or weird. I think you use the word.

Yeah, yeah, that's my word.

Like, why are you being weird? Yeah, that's a great word because I think everybody pretty much knows what that means, even though it's so non. It's a, it's a bit broad, but it's specific enough for every one of us. Right. To know. And that's true. Like, why do we make it so hard for people to say yes, to be a part of what we're doing? Make it easy for people to say yes as an. Easy for them to say no. Right. We just want to make sure we're moving forward. So number one, you talked about selection of partners. I think that's awesome that you know who's going to be the right, who's going to be a right fit for us. Like who do we want to run with, who do we want to do life with and business with and you got to get the right people. You talked about the live training. I think this is so valuable, you know, that we do these immersive events. I know we're going to be together coming up here in October, which I'm really looking forward to creating. We created a collision for the two of you to actually come together. So you're welcome in advance. Like otherwise you guys never see each other. No, that's in person, that's true. But live training, right? We've seen the value of live training with doctors who we serve worldwide and having them come together for an immersive experience. We say it's putting pushing an accelerator button on you and your team's development. We can, we can literally cram six months of value, three, four, five, six months of value into two days if we come together. So powerful. Live training. I love that you guys are doing that. Number three is you've automated it. You've created an online university which enables people to go and study on their own and revisit things they need to be looking at and stay connected inside the community, which I'm sure you guys continue to add more value to that as they go as they can continue to learn as you guys, like you said, work still learning. So as we learn, we'll just pass it along to the university so everybody can continue to learn because leaders are learners and that's what we're doing. And then the fourth was you talked about keeping the main thing. The main thing, the plain thing, I think you said. And the plain thing, the main thing. And I immediately thought about your communication rhythm, how one of the things that sets you apart is, is that you're able to respond quickly to, to questions, to inquiries, to challenges that are being, are being experienced in the moment. And that is just so powerful that you have that type of responsiveness, that level of response time in an organization that's growing so much. So who do I get to give credit to for that? That's a culture right there. That is a culture. That's a culture to create. It's one, it's another one to maintain. Who, how, how is that possible? Because that's just brilliant, but it seems almost miraculous. So how are you guys able to do that?

Well, in the past we've, you know, I have been in a lot of chiropractic coaching groups over the years and things like that. And I would pay what I would consider to be large amounts of money. And then I get a 30 minute coaching call once a month. And yeah, sure, there's a lot of value in that 30 minute call. But the way I tend to, you know, when something comes into my brain, I'm like, oh, I wonder what Dr. So and so would do with that. Or I wonder if somebody that's been through this, how they would handle or navigate the situation and writing it on a notepad and waiting for my 30 minute call at the end of the month just, I felt disconnected. It's like I don't need, I need an actual mentor, somebody that, that can be there and I can have more access to. And so when I had been coaching a couple of chiropractic clients for me personally, when Chad and I got together and so I said, hey man, we got to use this app called Voxer and then we can get, we can get our information to these people really quick and then that's the speed of business. We're a GSDF company, get done fast. It's like, how do we get them the information that they need so they can make quick changes and get to doing what they're doing? And we started doing it from, I don't want to say from day one, but from our first office that we brought on to the next office. To the next office. And it's been one of the greatest values that we provide. So it's something that we're continually trying to make sure that that doesn't get lost, that we can maintain that level of responsiveness and, and assistance to, to people who maybe haven't seen this particular case before or haven't had this type of, of an obstacle pop up that we can be there to help.

When I'm listening to you guys, one of the things that's standing out to me is, and you can speak to this because you know yourselves, but you know, we find that a lot of CEOs struggle by, with a, with the control freak, perfectionist, Clydesdale personality, let's say, or makeup of themselves. When I hear you guys talk, it feels very like fluid, very loose, very. Not trying to control very. But talk to us a little bit about that because I know you guys are high achievers and high performers and don't play games in gsdf. That's a new one for me, you know, I love that. So you're, you're GSDF people, right?

Yes.

And yeah. So can you talk about that? Because it almost talks. It feels like you're talking about you're two different people. You're like, yeah, we kind of hold it loosely. We kind of hold our team loosely, but we figured out as we go. But then it's like gsdf. Can you talk about how do you, how do you walk that line and dance on that dance floor? Because it's a lot. And your team's looking at you like, who are we getting today? Which Dr. Caleb is coming in today? You know what Dr. Chad is, you know, can you guys talk a little about how do you become all of that? Because it's, it's really very comprehensive.

We read a lot. Chad and I both read a lot. And so the thing that I want to make sure that gets said before this thing's over with is sometimes we get put out as being.

These high level guys that have figured out this stuff and we're learning as we go. So we're certainly not purporting to be like, oh, we have, you know, we're writing our own book and we're, you know, we're doing this, we're reading and we're learning from really high level people, you know, how to get the most out of people and not to be. I'm task driven for myself. So I have a list of tasks, you know, do the whole, the signal and Noise. And so what is signal for me that day? But I. We hold our team to a very high level of accountability for big things. So rather than say, hey, did you get these nine things done that I want you to get done today? It's like, this is the end result that we're expecting you to get. We're going to let you figure out what nine things are most important to get you to the end result. And so my favorite part about this entire podcast is Chad and I get interviewed or talked to all the time, and it's like, man, look what you guys have done and look at all this stuff. And. And we. It's. It is really amazing. But we're both pretty excited to be able to brag on our team because if it was just Chad and I, we would be in an entirely different boat. And so we love being able to brag on our team. The people that we've brought along with us just are. Are super value valuable to us. But they all know they're held to a very high standard. Everybody's got their neck on the block every day, and these are the type of girls and people that all rise to that occasion. They love it. They do well, they know what they do matters. And, you know, we try to make sure that we're doing our best job on that side, but I think that's something that Chad and I are continually learning how to do better. One common denominator you see amongst all people who built multimillion dollar organizations is almost all of them, I believe, will go back to being the leadership team is the central, most important part of the puzzle that you have to get right. And so, praise God, I feel like right now we're doing a really good job there. We're getting that right. Even maybe in spite of ourselves, we're still getting a lot of that right for having the right people that. That we would consider close friends. Not just they're on our leadership team, but we're all friends at the end of the day. And we're building something that none of us by ourself would be able to build. And so we're just. We're happy to be along for the ride.

Yeah. The thing I would add to that, you know, whenever you were saying what Chad and what Caleb is going to walk in the room today, I'd say one of. One of the most unique things that we have is we are the same person no matter where we are. Like, we don't. We're not gonna walk in to a meeting and be somebody Totally different. You get Dr. Chad and you get Dr. Caleb. Our team knows who the boss is. They know that we are the leader. There's no questioning, but we do it in a way to where we've earned that respect. Because, you know, when we first started and we're like, man, Caleb, you know, I mean, five clinics, man. How are we going to, I don't know, are we going to mess this up? And you, you read like, we read a lot, listen to podcasts, and then you hear these ultra successful people, they didn't know what they were doing either, but you have to build it on something. And I'd say our biggest strength is no matter where we are, we are who we are. You're going to talk to Chad and Caleb at your event and we're going to be that person. You're going to show up in the boardroom and we're going to be that same person. And the. That never stops. And I think that's a really cool thing. I've, I've had docs say like, oh, wow, I wasn't expecting you to be this laid back. I'm like, well, that's just how I am. Let's just go have a beer and talk about it. There's just no two sides. And I think your team really learns to respect that because they know that they can come to you and get the same person every time.

Huge. We teach a very simple concept. Consistency is the new intensity. And what you're saying is also being the same person being. Being authentic. Authentic. Authenticity. Right. You are who you are. Whether we see you at the live event in Phoenix or on this podcast together, or we happen to airdrop into one of your offices and caught you in the middle of the day. Yeah, who I am is who I am. And probably when you go home as well, I would, I would think you're probably very similar. And that's powerful. What a great. Again, lesson learned that you guys, I'm sure you guys have had to develop. Like you said, we learned through our experiences and we have some scar tissue, you know, to show for it as. As we go. So any last comments for our awesome listeners here? And then also, how can people learn more about what you guys are up to? It sounds to me like you said doctors are reaching out to you on a regular basis. Can you talk a little about what's going on and how can doctors learn more and even get involved if they want to get involved with what you guys are up to?

Good to go, Chad.

Yeah, well, I didn't know you. You were ready to talk. You spit it out, brother.

I'm always ready to talk.

I know. I didn't want to jump in your way, man.

Now, I guess parting words for me is the authenticity is something we do take really serious, Chad and our authentic selves. It gives our leadership team the license to be their authentic selves. And so we have some fun, casual conversations that just happen throughout the day that are just everybody's being authentic. And then that really bleeds over into the doctors. And so when the doctors come in to train for us, it's like, we've all done. I'll say we don't put that on anybody else, but I've had a couple of mentors when I was young in practice that they were amazing. So I just started to try to stand like them and talk like them. I think I had a Swiss accent at one point in time. I was listening to a Swiss coach, and it just. Even though I was saying the words, it was not my authentic self. And patients can smell that. And so we always say, we're trying to put our batteries in your flashlight. We want to give you the juice and the things that you need to be successful, but it has to come out through your authentic self. And so I think that's something that permeates from. From Chad and I down all the way to the doctor to where it's not like, okay, you had this script, and we want you to say this word this way, and this word this way. And when you say, this is the magic recipe, it's like, no, get the intelligence and the understanding you need, but then be your authentic self. Tell people the truth. You know, we don't have a dog and pony show of, like, these slick lines and manipulative tactics for sales. It's like, no, we're just honest with people, and we're honest to a fault. And in this day and age, I think that's something that people don't get a lot of, you know, everything. They're skeptical of everything. And so when they see somebody be real and honest with them, whether it's partners that are dealing with us or whether it's the way we're dealing with our team or dealing with patients, you know, I think that's an important aspect of it. And then the last thing I would say is what Chad said earlier with, you know, as we're, you know, we're kind of learning these things. Most everybody, like, I've read most people's books. I've read all these books. None of them are like, and then I graduated with my mba and I just knew how to do this from the get go. All of them had a blunder. All of them made a mistake. All of them almost lost it all.

Or.

And so I think all of us having that humility to go, yeah, we're all figuring this out at the same time. And like, luckily, we've.

We've.

Everything's gone really great for us so far, but we're just trying to be really good stewards of this thing called Genesis. And. And I think the team that we have built is. Is a really big aspect of us being good stewards of it.

Yeah, I don't really. I couldn't add any more to that. I mean, Caleb and I are pretty square on our belief on how we handle ourselves and our team and how we structure our business and how we talk to patients and how we talk to partners and how we talk to our team being, like you said, authentic the whole time. A lot of docs when we're out and about now, it's weird because they're like, oh, you're one of those Genesis guys. I'm like, yep, that's us. We created. You asked how people get more info. I guess I could share that. If you go to genesisback.com join, you'll just get in our system and you can learn everything about us, and then you'll get to talk to Caleb and I. And that's a cool thing. But, yeah, I couldn't add any more than what he just said. I think we're all on the same page. We line up straight up right there.

And even more than learning about Genesis, we'd love to just be friends. So we're both on social media, we're both on Facebook. We'd rather be your friend first and then maybe your partner in the future. So if you're a Facebooker or Instagram person, just look up our personal pages and friend us and connect and we could kind of see each other's lives. We love being able to do that and be friends with everybody, so. Awesome.

Well, I'm grateful that we are friends and that you're a friend of the Remarkable Practice and Remarkable CEO podcast. Now you're not. You're now a. You've been on more than once, Dr. Steven. And I say, you know, when you've. When you've been, I guess, on the podcast, more than once, you're in. You're in a special group. So you're. You guys have arrived there now, so thank you for taking the time to meet with me and just have this conversation today. I know our audience of remarkable CEO podcast listeners is just gaining a ton of wisdom and insight from you that hopefully they can immediately apply in their businesses this week and how they continue to show up as as a remarkable leader and be remarkable CEO. So I appreciate you guys joining me. And guys, like they said, you can find out more info more info@genesis back.com forward/join and also check them out Dr. Caleb and Dr. Chad on their personal pages. And hey, if you're going to be in Phoenix in October, make sure you stop by their booth, say hello to them and thank them for what they're doing and see their authentic selves, because I know that's who they're going to be when they're there. And thanks guys for joining me again on the show and look forward to our next conversation.

Yeah, thanks Dr. P. Appreciate you.

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.

Hey remarkables, it's Dr. Kahl here today. I am super stoked to be online with doctors Andrew Wells and Chad Wolner from Simplified Functional Medicine. I'm super stoked to talk to you today, guys. It's an honor to have you here. We've got an amazing CEO audience here with us today and some of them may not know who you are. I know a lot of the people that are listening are going to be familiar with you, but some of them may not. Could you please just maybe introduce yourselves, give us a sense of who the experts in the room are. Tell us a bit about your story and what has led us ultimately to being here today together.

Awesome.

Well, thanks for having us on. We really appreciate it. Love the TRP group. And we are chiropractors. So we developed Simplified Functional Medicine, which is a group that serves chiropractors in helping bolt on a functional medicine practice to their office. And one of the reasons that we exist is because we recognize as doctors of root cause, a lot of people say DC stands for Dr. Of Cause. We recognize that a lot of our patients are dealing with issues outside of the classic musculoskeletal problem. Now, I recognize that chiropractors listening to this will probably say, well, chiropractic is not just about musculoskeletal. I totally get that. But we also, based on our research, we found that 70% of your active patient base, our active patient bases as chiropractors. These patients also have other things like Hormone imbalances, immune system problems, metabolic issues that sometimes don't fully respond to chiropractic care. And Chad and I got into functional medicine first and foremost out of personal necessity. And I'll let Chad share his story, but I'll make mine really brief. Back in 2018, we were hit head on in a car accident, almost died, broke my neck in three places, had a traumatic brain injury, and thankfully still alive. But it was through functional medicine and a lot of the protocols that we use that I was able to get my life back. And so after that traumatic brain injury, I had really severe brain fog, massive fatigue issues, autoimmune problems that popped up and just really wasn't responding to kind of traditional chiropractic care. And so I got into functional medicine, number one, to help with my own issues, but also recognizing that we got into our profession because we really want to solve our patients health issues. So that's kind of the genesis of all this. And I'll let Chad share his story briefly.

Yeah, fairly similar. Mine starts with me and my wife. My wife was struggling with a variety of different chronic health issues over the years. We had taken her to specialist after specialist after specialist. No real answers. And out of just sheer frustration and desperation, I went back to school for functional medicine because I'm like, I need to find answers for my wife. She was eventually diagnosed with thyroid cancer and dealt with all the fallout of a full thyroidectomy and all those things. And I went into school, learned functional medicine, got excited, started using a lot of the protocols to help her, and made a significant impact for the better for her. And immediately I got the brilliant idea that this will be perfect for me. Bolting into my practice, not realizing that helping your wife is one thing for free, working with patients and figuring out some sort of a business model associated with that is a completely different skill set and set of tools and set of problems that needed solving. And so, needless to say, it did not work very well. And so I shelved it. But those years that I shelved it during that period of time created a massive amount of friction and frustration for me because I saw patients who would come in, who would express frustration with the current health situation that they were in, knowing full well that I, I knew I had the clinical acumen and the clinical skills in the academic, but I didn't have the actual solution from a business standpoint to deliver it without it completely derailing and disrupting the practice. This is where I started to see from a CEO lens, the last thing the world CEOs need is yet again, another job, but they need to have solutions in place for their patients and for their team that can be deployed. And so Andrew and I, around this time, met. He flew out to where I'm at here in Meridian, and we became very fast friends. And I kind of knew about his business, he knew about mine. One day, out of the blue, I called him up and said, hey, I've got an idea for a functional medicine program. He said, that's a dumb idea. I said, hear me out for 45 minutes. I said, just give me 45 minutes. Let me pitch you via zoom, just like we're doing here. And 45 minutes later, I'm like, if it's a dumb idea, we can scrap it. And he's like, okay, fair enough. He's like, I'll give you an open mind. And so I presented it to him, what was kind of the genesis of simplified functional medicine. At the end of that Zoom call, he's like, this is a great idea. And really what we had done was we had solved for a lot of the common constraints that CEOs run into in their practices with regard to not just functional medicine, but just in practice in general. That I think will resonate with a lot of the TRP docs. And so hand it back over to Andrew, and he can kind of explain a little bit about how we've solved what, number one, what the big constraints are and how we've solved those constraints.

I think most CEOs and most chiropractors understand the benefit of functional medicine and what it does for the patient. But the. The friction comes here as chiropractors. Like, it sounds complex, I've heard it's like, involves a lot of lab testing and complex protocols and all stuff I don't understand. Or they're concerned that they're going to get stuck in a consultation room with a patient for an hour, overwhelm their staff, have to go back to school. And what I want the CEOs listening to this to understand is that that's why we created sfm. And I get a lot of flack for saying this, but it's true. And we've seen this. We have the evidence data to prove it. Getting sick people well is not difficult. It's really, really easy. Now, you can overcomplicate it if you want to, but having now worked with hundreds of chiropractors, thousands of patients, the clinical stuff is actually pretty darn easy now. And we make it easy. And what we also do is we make the Delivery of functional medicine also very easy. We feel very strongly that chiropractic should always be the main thing in your practice. But by bolting on a really very streamlined, organized and simple system that delivers the benefits of functional medicine can help not only on the patient outcome side, but also help on the revenue side as functional medicine as an extremely profitable bolt on or add on addition to the practice. And so for any doc thinking like, oh man, that would be so cool to have functional medicine, but it sounds really complex. That's why simplified functional medicine exists, is to cut through the complexity and the chaos so that we can make things really simple.

That's like music to my ears. You know, as a coach, a TRP coach, I know that our CEOs need less jobs, not more jobs. They need to simplify, not create more complexity. So what you guys are saying is just awesome for me and for all of us coaches to hear and for our clients too. So as CEOs, we make business decisions, obviously, right? And our CEOs always want to know, and you mentioned the returns, the return on investment. They always want to know what is it they're going to get in return for their investment. So could you just share maybe some specific details about that for us and for our team here?

Absolutely. And when we think of roi, I want to think of it in two different aspects. The financial roi, which I'll talk about in a minute, and also the time roi. So the time one is often the one that nobody ever discusses. And so if it takes you a ton of man hours to deliver something that's profitable and it may not make sense for your business. And so we've designed simplified functional medicine to be team driven so that a CA or a health coach or somebody in your office that really has a passion for helping people can run all of this. So it doesn't require any of the CEOs bandwidth and time to run. And I think of all things time and money, I would say that that is the most valuable thing that we give in return is less bandwidth from the CEO.

Can I add 1, 1. One important detail too. Real quick. I want to make this distinction because some might be thinking, okay, great, I've heard this before from other companies. And what the deployment looks like is, here's a bunch of crap for your team to do. Go figure it out. And that's not. And that's not an effective strategy. That's a recipe for mutiny, right? Where all of a sudden your team's like, thanks, Dr. So and so you're an idiot. Now we have to do this. We have also done this in such a way that we're right there in the trenches supporting the team. So we'll train the team right along with them. This is not a here you go, you invest money with us and then you're off to the races or your team is off to the races to figure it out for the doc. Right. We support, we train every step of the way ensuring that they get the support that they need. So I think that's a really important distinction too to add in there, Andrew, that we want to make sure is, yes, the CEO isn't going to have a whole laundry list of things to do. But also it's not just going to be a hand it off to the team and let them figure it out. We're right there to support them.

Yeah, absolutely. And then financial ROI from a money investment. If we can help docs find six people this year to help that have a chronic health issue, that's like the break even point on our program and services and coaching. So it's a pretty low bar that we've set. Most CEOs I talk to say I can think of six people off the top of my head that have hormone issues and metabolic and digestive problems. And so it's a pretty quick ROI. The average is about 178k in additional revenue to a chiropractic practice. Now, average is average, right. What we found from TRP docs is that they're usually a bit above the average because they're striving for excellence in all different areas in practice. And so a lot of the docs we work with make more than that. And we have some offices that are doing six figures a month just in functional medicine on top of their chiropractic collection. So you can really make it as profitable as you want. And it's a low volume game that we're playing. It's not like you have to add 400 patient visits a week. You can hit those numbers in a very, very low volume way. Because the plans that our docs are offering are quite profitable and they're easy to manage.

Awesome. Sounds like a very well thought out system. I'm curious about the onboarding component of that system. Just timeframe wise, like where someone signs up, what's that on ramp look like?

Yeah, I'll handle that. We have a. And I'll speak because Andrew's typically involved in that process along with our head of coaching, Dr. Waddier, who's amazing. Our goal is to get the practitioner up and running within 30 days. And, and that's on. We ran the numbers early on and what we found was 27.2 days was the average time frame it took to get a practitioner up and running in the process. And so from a mile up, the onboarding process is intended to, to be built around keeping momentum going. If the process took six months to a year to get a doc up and running, you might as well kiss a goodbye because docs busy, docs lose momentum. And so we need to get this up and running as quick as possible. And patients are waiting. So anything you want to add to that, Andrew? Sorry, I didn't mean to commandeer.

No, you said it better than I was going to say it. Thank you. I like that.

It's. That's efficient. That's great.

Yeah, yeah.

So I'm also curious, you know, if you look forward, considering what's important next, like for the profession as a whole, as you look into the challenges that we're facing as a profession and as you assess the needs of the profession going forward in the future, how is it that simplified functional medicine is preparing docs for that? How are you preparing people for the future?

Yeah, I love that question. It's a smart question. And I want to use some statistics here. So if you look at our profession as chiropractors over the last 125 years, roughly, we have about 62,000 chiropractic practices in operation in the U.S. now, when you look at functional medicine, if you go back 15 years ago to 2010, there were about 10,000 practices that were operational in the U.S. fast forward till today, we're recording this. In 2025, there are 52,000 functional medicine practices, which means functional medicine grows at 940% per year, year over year, compared to about roughly 5% growth industry wide for chiropractic. And the reason this matters is as the whole reason for businesses to exist is to solve problems.

The functional medicine problem is.

Let me back up. Chronic health is a massive epidemic. Medicine isn't fixing it, pharmaceuticals aren't fixing it. Medical doctors aren't fixing it. And so chiropractors have and will continue to lead the revolution in health. We're just giving patients what they're asking for and what they're needing to get to the next level of health. And so when it comes to an opportunity, I don't know any other niches within chiropractic that offer that kind of explosive growth industry wide. And we feel strongly that that trend is going to continue at least for the next foreseeable future.

I want to add to that too, real quick as well. The obvious elephant in the room is AI. And so for a lot of practitioners, they're wondering what that's going to look like in terms of the future. We have invested a substantial amount of time and money in trying to stay current and relevant with our finger on the pulse of what that means to us and specifically to functional medicine. And here's what we have found. If you are practicing or plan on practicing, kind of the conventional method and approach to functional medicine, which we define as no offense, but largely dysfunctional, because most of that is lots of expensive lab tests and lots of expensive supplements that is, quote, unquote, conventional functional medicine. There's just one major problem with that and AI is swallowing that up right now. Reason being is consumers can go straight to chat GPT or grok or whatever model and they can complain about their symptoms. It's going to list off exactly what labs they need to run. And then they go and they get the labs. Well, okay, what do I do with these labs? I don't know anything. I'm not a doctor. Again, patients are figuring out right now as we speak how to upload those into AI. AI is basically going to replace that functional medicine practitioner and then it's going to list off. Here's where you get all the supplements. Lab companies and supplement companies are cutting practitioners out because of tools like this. So that. So the thing is, is I don't want to sound completely pessimistic, but what we have done and what we have realized is where the rubber hits the road is where the value is. Meaning we could list off all the things, quote, unquote, that patients need to do to get better. The lab tests, the supplements and everything.

But.

But one thing we know for certain is you're never gonna supplement your way out of a chronic health issue. And so what that means is lifestyle change, habit formation, motivation, connection and community accountability, all of those kind of intangible things that AI is not going to do. That the practitioner and their team and the community that they create that they can channel that patient into. That's what happens. What SFM has done is we have created all of that in a turnkey system so that there's more meat on the bone, so to speak. Not just expensive lab tests and supplements, but there's an actual curriculum, there's actual science behind motivation and change and habit formation and all that stuff. That, that is really the long term, that's the good stuff. And then a community that patients and practitioners can plug into with what we've created. And so all signs tell us that that is what the future of kind of AI proofing your practice is going to look like and is doing. And that's where we've gone all in on.

Awesome.

I love the heart.

I love the forward thinking that you guys have done in that regard. That's awesome. So you guys, some incredible pearls here with us. I know that everyone on here is going to appreciate hearing them. I just want to make sure that our crew knows how to get in touch with you. What the, what is the best way for listeners to reach out, get in contact, or take the next step with you guys if they're interested?

Yeah, I would say to look at our website. It's www.simplifiedfunctionalmedicine.com and if you're, if this is something that you've considered adding, plugging in or want help with, that would be the kind of, the first kind of direct path to reach out to us. And you can find all of our contact information and you can set up a discovery call with me, Dr. Wells. Or if you're just curious to learn more about our approach and philosophy, we have an awesome podcast. So if you're listening to this podcast trp, we have a podcast called the Simplified Functional Medicine Podcast and you can listen. We have 70 some episodes there and kind of a deeper dive into all the things we teach and the why behind what we do. For docs that are interested.

Awesome. Cool. I know there's going to be a lot of people reaching out, so the phones will be burning up, I'm sure. And thank you so much. I really appreciate it. Our listeners do too. See you next time. Have a remarkable day.

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.

SA.