238: How Dental Membership Plans Double Visits and Cut No Shows by 50%

Only about 15% of uninsured patients visit a practice every year. And the reason only 15% of them come into the office every year is the barriers to them getting access to care are really high. So they don't know how much things cost if they walk in there, how much they're going to pay.

Hi, I'm Emmett Scott and just like you, I've had my ups and downs in the dental industry, but times are changing. The DEO has built a map of how to succeed in one of the most challenging industries to navigate. On this show, we talk to dental industry leaders sal solve problems and get you the answers you need to face these challenging times and thrive. Welcome to DEO's Growth Secrets podcast for dental organizations. Now let's get started.

All right. Hello and welcome back to the DEO podcast. This is a show where we get to bring talent together to help dental offices grow their practice. I am your host, Jordan McIntyre and I am sorry. So excited to kick off this episode. Today we have an amazing guest with us that not only cares about the success of the business, but the care of those patients. So I'm going to just let Dave introduce himself. Dave, share with us, where are you coming from? Tell us a little bit about your business.

Awesome. Thanks for having me, Jordan. I really appreciate it and thanks for everybody who's listening in. So I'm CEO of the company's called Clary. We used to be Clear and memberzy. So if people know Clear offered a membership plan platform. Memberzy offered a membership plan platform. Memberzy was focused on the DSO space. Clear was focused on more the solo practice and small group space. And we brought the two companies together a little over a year ago and then we rebranded just recently in the last two weeks under Clari C L E R R I. And now we have a very large set of practices and DSOs and group practices using our platform to offer membership plans to their patients.

Love it. Okay, so I'm curious what brought the idea of bringing those two together? So what, what made you say, you know what, we're going to verge Clear and member see like what, what started that idea?

So I actually started a few years ago, so me and the founder of members, he got together about it's almost three years ago now and, and what we witnessed, what we sort of saw in the marketplace was the need for membership plans and how we were helping practices really improve cash patient production and treatment acceptance and care. He was seeing it, we were seeing it. We knew there was a great solution here. We also had sort of mutual respect for each other. So there's other competitors in the marketplace, but we were by far the two biggest. And so we, and we both, you know, had solid products, solid team support, customer success, the whole nine yards. And we were just like, starting to brainstorm about what it would be like to bring the two companies together and really create something that can start a movement in the industry. And off of those discussions three years ago, we really started engaging in a deep level about a year and a half ago. And then we emergency companies, and the ultimate goal was to create something that's super valuable to the industry, to patients, to providers, and then just continue to scale it.

Got it. Okay. So I'm, I'm curious. I am actually pretty familiar. I'm a huge fan, by the way. So I've seen it in, in real time, the benefit that it adds to the practice. But I'm just curious of the patient's behavior. So what do you think it is about CLARY that plays such a vital role in the patient's behavior to improve case acceptance, things like that? What is it about you guys that helps with that?

So let me give you a little background on the patients that we, you know, the, the patients that we address, the needs that we address, and then why, you know, the impact we have. Because the background on these patients is really important to understand. And so in any practice, you have insured patients, you have uninsured patients. At the end of the day, I know there's some gray in certain areas, but those are two that make up probably 90 some percent of the practices patient population. On the insured side, there's not much you can do. You can try to negotiate fees. Reimbursements are stagnant. The complexities, the whole nine yards. I'm not going to get into that.

Everyone listening is like, amen.

Yes, we'll stop there. Right? And then you have your cash patients. And everybody loves their cash patients for a variety of reasons, but one of the major reasons is you control the environment, you control the interaction, you can provide the care that they need. Obviously, reimbursements are typically in better shape than under assurance. And, and, and, and, but the issue you have, if you really dig into the data and this is what created the foundation for Clary, is only about 15% of uninsured patients visit a practice every year. Let me say that again. 15%. So everybody, when you talk to an officer, like, yeah, my cash patients are great. I love them. I don't need to do anything. We're like, well, you have tons of Upside on that side, but you need to meet them where they are. And so we actually, before we even started, clear, years ago, we did market research. We sat down with uninsured patients one on one. We did focus groups, we did national survey. And the reason only 15% of them come into the office every year is the level, the barriers to them getting access to care are really high. So they don't know how much things cost. They have no idea if they walk in there how much they're going to pay. They also, almost all of them have looked at buying like insurance, but they pass on it because it's complex, it's costly. Right. It's just. And in one of the interviews, one of the patients nailed it. They said, the insurer is going to get me. I know they're going to get me. Right. Because there's caveats and what you can, what you can't get, limitations and so on and, you know, just tons of stuff. Right.

So, yeah, set up for the insurance.

Yeah, yeah, exactly. I know offices deal with it. Your patients, if they want to try to buy it on their own, they deal with it as well. Okay, so. So these barriers to getting care for a uninsured patient are very, very high. So why do only 15% come in? Because that barrier. And so what we do is we get rid of those barriers. So we create a simple subscription for your office. It's customized for your office, it's customized for your patients. And you make it really easy for them to do business with your practice. Like, I buy into the subscription, I get my cleanings, my X rays, my exams. That gets me in the door when I'm in the hygiene chair, obviously that's where I'm going to accept other treatment. And so it becomes this flywheel of loyalty and return visits and treatment acceptance. And so you're dressing that core need, which is you're uninsured patients want more care, but they need something simple, affordable and transparent in order to get them in the chair. And what happens to. Now get, to answer your question at a very tactical level is we actually pull data back from practice management systems and we look at the averages on our platform. So we have over 10,000 offices using our platform. We pull their data back. We look at how do our patients who have a clarity subscription compared to cash patients. And let me give you the fresh data. This is completely up to date.

Let's hear. We like the data.

So on average, our patients come in three times a year. For an uninsured patient, it's 1.7. Now that one, just really. Let me just talk about the 1.7, because it could be a lot less than that. But we only count active uninsured patients. So these are the ones who actually came into your office.

Okay, so doesn't even count the inactive patients just sitting there.

Okay, exactly. So it's only counting the 15% that came in. All right. Anyway, it goes from 1.7 to 3. Now this is where it gets even better. So from a treatment acceptance perspective, our patients do six procedures a year where an uninsured patient does 2.4. So almost it's like over 2x, the treatments accepted. Now here's where it gets super exciting. Then on the production side, our patients do about $1,200 a year on average, where an uninsured patient will do about $500 a year. So production more than doubles. And then the bonus is no show rate. So the no show rate on average for an uninsured patient is 13%. They will not show up for 13% of their appointments. Our patients, our no show rate is 5%. So it's less than half of what a UN patient. So more loyal patients come in more often, except for treatment, drive more production, and show up at a higher rate. Like, it's, it's really, really straightforward. The impact you can have in the value to the office. And by the way, it's a value to the patient that's the critical part. They want care. They're just right now, the barriers keep them from getting the care.

What do you think it is about, like an office offering clarity that really builds that loyalty with the patient? Like, what is it about this program that's creating that loyalty?

So we, we do the mechanics of it. So we create this, we'll sit down with your office and we actually customize the, like the, the, the care plan you're offering. So let me give you an example. That's one first step is making it reflect your patient base. So you can have multiple care plans under our plan. So you can have a child plan, you have an adult plan, you can have a perio plan, you can have a senior's plan, you can have a toddler's plan, whatever. We talk to you about the demographics of your patient base, and then we design care plans that align to their needs. And when we design it properly and these care plans are aligned to the care needs of the patients, they see themselves in the plan. They say, yeah, I have a child. I see you have a child plan. And let's say you have a toddler's plan. I have a toddler. You have a plan specifically for them that makes me feel good as a parent. I buy in and say, that's great. They're going to get the care they need. Or let's say I'm a senior. We have practiced to do this. I'm a senior. Maybe I, you know, you know, financially, obviously, I'm on fixed income. Potentially, you know, I want to manage my money. And your senior's plan can be more than just a subscription. So let's say it's $250 a year. You get your clean exams, your X rays, you get 20% off of other treatment. Great, I want that. But you're going to get an extra discount in the senior plan if you come in between. Let's say this is up to the practice to decide, but we have practices do this. They'll say, if you come into the office between 12 and 2, we'll give even more of a discount. Right. So you have the time.

Yeah, those are those hours. Yeah, that's a great idea.

And they end up filling their sort of open chair time using a design of a care plan as a line, so a patient base that can take advantage of it. So the first step, to answer your question, you need to customize this to make it reflect your patient base and, you know, make sure you're aligning it properly. And then the second thing is that's great mechanically and that gets people into the office. But we tell the offices to treat your membership patients like members of your practice. They are people who have committed to you. They are paying you a subscription. You know, they're going to be coming in, so be nice to them. Thank them for being a member. We even have offices that give little gifts to their members when they walk in the door, like, yeah, yeah, treat them differently. What you're going to get is other patients saying, why did that happen? Why did they get thanked? What's a member? Right. How do I become a member? And so you can start to create this sort of aura, right, of we love our members and we want our members to get all the care they need and come in more often.

That is an amazing idea. I love that. Okay, so I'm curious. I'm going to kind of be devil's advocate for those of us listening to this cause, saying, hey, you know what, Dave, I think this is all great, but, like, I'm already cash and patients are already coming in, and now you want me to give 20% discount. You know, there's a little bit of that, like, hesitation, like, I'm, I'm already doing this.

How.

Tell me your secret. What's, like if someone's listening and they're feeling that way, what, what would you say to kind of influence?

So a couple things, what we just went through, it will influence your patient behavior. It is incredibly consistent office to office. We got thousands of data points, you know, practice points, where we show this and we will show it to you. And by the way, when you integrate with your practice management system on our platform, we will give you your data. So watch your, your own data and you can say, is this working for me or is this not working for me? Right. So totally transparent on that side. Here's the other thing though, Jordan. We also analyze the data of their uninsured patients. So I already talked about visits. Right. And treatment acceptance and so on. We also look at the average discount provided to cash patients versus membership. So this is. The people are shocked by this, but it's not surprising once you understand where you're going.

Yeah.

So the average discount when you add up, okay, you're offering subscription and cleaning exams actually is they accept more treatment. By the way, you set the discount, it can be 10%. It can be 15 or 20, it doesn't matter. Like, we'll work with you to set that discount, but it's up to you to decide. We don't force any discounts on anybody. But the average discount when you add up all the things that a patient is paying for under the membership plan is 15%. That's what's the average on our platform across all treatment accepted and everything like that? Here's the question. What do you think? And if, if you don't want to guess on this, that's fine, Jordan, I'll just give you the answer.

Ready? Let's do it.

Pose the question. What do you think the average discount is for cash patients? Just pure cash patients who come in and they give day of treatment discount, things like that. What do you think the average discount is for cash paying patients on our platform?

On your platform or outside of your platform?

It will be outside of ours. This is, I'm just going to, I'm going to quote the data that we pull back on these thousands of offices. I guarantee it's the same as all practices across the whole industry. I just don't know that for a fact.

So what are they doing for discounts before they offer a membership? I'd probably say at least 25 to 30%.

It's a little aggressive, but the average is 14% on a.

So really.

So here's the thing, trying to shoot

high, giving everyone, you know, some hopes up here.

So now some are 25, 30% we see those, some are down towards 5% and so the average is in to be about 14%. And but here's the thing I said earlier. The average on our platform for subscription patients is 15%. The average for cash cash patients is 14. But the membership plan patients come in twice as often except twice the amount of care and have a half less than half of the no show rate. Which patient would you want? Jordan. 1% increase in savings to get double the production. Seems like a no brainer. Right? So that. Absolutely, yeah. To answer your question, why you know, should people just do this? It's because of that you're giving the same discount, but you're getting a lot more back from the patient.

Okay, so then I'm curious, you know, as, as you've evolved over the years, tell us a little bit about that journey. Like where did clear start? What did you guys offer at the beginning versus like this is what we can do now. Tell us a little bit about that.

So at the very beginning it was pretty basic. You could just, we had cookie cutter membership plans you could pick from. So, so just real basic stuff. Not customized, just hey, you want to offer a subscription? We got a subscription and off you go. The evolution, the first big evolution, lots of stuff in between these two. But I'm just going to go the two big steps. The first evolution was the customization of everything. So it's amazingly customizable for your office and for your patients. And that means something. So, and even to extend this to DSOs, we have DSOs on our platform that have hundreds of offices and every office has its own membership plan. Like you can customize.

Oh, that's amazing.

You can standardize it if you want, but you can also customize it. Different fee schedules, different care plans and our platform rolls that all up. So as a DSO executive, I can see how it's doing at the highest level and drill down by region, by whatever, by locale, by office itself. Even though they're different, we can roll it all up, the stats and the analytics. So one big thing was just getting all that taken care of and being able to have the platform scale across that type of capability. And then the next big thing we started doing was automation. So integrating into the practice management systems and what that allowed us to do from an automation perspective is rather than have somebody filling out the patient information when they want to buy a Membership plan. We now pull that straight from your PMS and preload our system so that a patient who wants to be added to the membership plan, you just pick their name and all their data is preloaded. And then you just need to get a credit card from them and just process it like it's. You can do it in less than a minute and add a membership to their practice or to the patient. I'm sorry, but we also have, like, from an automation perspective, have done things where we can now track the benefits. So let's say you gave two cleanings inside your membership. They used one of them, there's one remaining. So when they walk into your office, you can now just pull up the patient and say, okay, this cleaning is going to be part of the subscription. I don't need to charge them for it. So you don't.

Oh, that's amazing. So you'd be able to see if they've used all their cleaning or they've used the. That's awesome.

Okay. And then if I keep going with this, we also can post the payments, the subscription payments back into your PMS system. So nobody needs to do that manual.

You have no idea how exciting that is. Okay.

We can do what we call performance tracking. So that's the idea that those stats I had about how our patients behave relative to your uninsured patients, that's now embedded so you can see that real time anytime you want. And then something we just released that everybody's very excited about is we have this little application that sits on top of your PMS system. It pulls the data so it looks like you're in the PMS system. It's a better UI than the pms, but it sits on top of it. So this little application sits on your desktop. Anybody at the front desk can use it. And what it's doing is it pulls your patient roster for the day, it puts them in their order, right, based on their appointment times, and it gives you a quick summary of the patient and says, this is a cash patient. They have, let's say, $1,500 of outstanding treatment and it will show you, and you can provide it right to the patient, how much they'll save if they go on to the membership plan. It will also do things like if you want to add them again, this is integrated. You just hit a button and it will add the membership to their record. And it will also just ask you for a payment method so you don't need to go to another application. It's single sign on with your PMS system that just sitting there aligned to the patients walking in the door so that you can maximize one, the value to the patient. So you show the patient the value right then and there and then you can just add them very quickly. So it's part of your workflow versus having to go into an application and do something. So it's that whole automation and making this much more simple for the front desk to use and much easier for the patients to sign up. Wow.

Yeah. I worked front office for a long time, so you making this simple is like heaven to us. So, okay, I'm curious, how does that work with. And this might be a little bit of a high level question, but I know, I hear it a little bit from like, okay, well, when they come into the office and we have to, you know, zero out the fees for hygiene, how easy is that when they're charging out and making those adjustments?

So there's a number of ways. It depends on your PMS system and your system for doing those things. So we have an implementation team that works with every one of our customers who will sit down and say, here's the options. Which one? Sort of. That's the lines of your workflow and then we implement it. It's not hard to do. It's making sure up front you figure out what the practice does and what they like to do. And then when you map our data and our processes to that.

Okay, love it. So you got the team and in other words, you got the team that can help them with everything. Okay.

So, yeah, we didn't talk about size, but we have seven out of 10 top DSOs. We have 30, you know, DSOs themselves, large DSOs. We have 500 merging groups. We have 4,000, maybe 5,000 solo practices on our platform. We have over 100 people in our team and including an implementation team of eight people who work with our offices, design it, make sure, like you're talking about it works. It's aligned to their workflows and things like commissions and and so on. We also have a full customer experience team. It's about 40 people that works with our customers every day to make sure it's working for them. Well, so if you have any questions, it's very easy for them to get a hold of somebody and take care of any kind of issues they might be having.

Wow, that's amazing. Yeah, because I would think some of us listening to this call are thinking like, oh, that sounds amazing. But like, how do I get my team trained on that? How do I get my team to understand how to explain this, like you're natural because this is your baby and you built it. But for the team members, like it's a little, it's a mind shift change happening there. So that's awesome to hear that you have the team that can help them with that. Now I am curious when, when others are evaluating their membership. So you say that you base it based on like, hey, what's your demographic? What is that patient flow look like for your practice? What would you say is the number one thing that current members, current DSOs, future members, what are they evaluating when they're thinking of what type of membership to sign up for?

So what type of solution to sign up for?

Yeah, yeah.

So there's really multiple things you really want to think through. So first is just what I just talked about, making sure it's designed and implemented properly. You don't want to go into this unless you really are comfortable with the operational side of it, because it is a commitment and you do want to make sure your team's trained properly. It's designed properly for patient demographics, it's designed properly for your goals as an organization. So just to show you the spectrum of different options, so we have some practices who, they use this as a loss leader and they will sell it for $99. And they understand they're losing money on the subscription, but the net is they know they're going to attribute acceptance on the other side and feel very comfortable with that. We have others, we have subscriptions that go up to $700 a year. And these will be like full ranging where it's perio and it's teeth whitening and it's invisalign sort of discounts and things like that. So they'll create these crazy sort of VIP programs that people buy into. So they have patients who want the best of the best of the best. And so they give it to them and they pay for it. So that initial consultation and you know, for design and implementation so that it can scale and also fit into your offices is critical. So to answer your question, that's step number one. Step number two, we talked a lot about it, which is you need a platform that's automated. You need to make this easier on your front desk. The churn at the front desk is high. And so you want to make sure anybody's using the platform. It's really easy for them one, to use it. And then if somebody switches out, you bring in a new person in the organization that they have the things they need to make it Work very quickly and easily for them. And getting to that, like we have this whole customer experience team, a support team, but we also have something called lms which is online training. And so if a new team member comes in, we have these modules, you can sign them up for the modules and we actually track it and they get certified at the end of it. And so they can do it on their time and anytime they want. It's not like waiting for somebody to set up a class and so they can do that. We also have classes, live classes, somebody wants to join those types of things. But just making sure that whole support, customer success, everything like that is sort of embedded inside of it. We haven't talked. I know this is a touchy subject sometimes, but it's true. You need to make sure you're compliant. And so over 30 states have regulations, state regulations on this. They're typically called DMPO or dpo. And you need to make sure you align to those and you implement everything as part of that. It includes a lot of different stuff, including things like you got to buy a bond right in your state and get bonded. But you also have to do things like all the way to the point where how you communicate with the patient, type of agreements you write with the patient, how they sign off on things like electronic communications and so on and so forth. It's a long list of things.

Now do you guys help with all of that? Like you'd be able to identify like, hey, here's all the things you need to be compliant. As we're rolling this out, I assume,

okay, we make it a no, brand new. So Jordan, you don't even need to think about it. We have it, it's done. So we, everything's been designed to be compliant. We have a full time compliance officer who works with all the state regulators. And so you don't need to do a thing. We have it covered across the nation. And the last thing I know, a lot of offices have been burnt in the past around software paying for software that doesn't pay off. And we did two things around that to make sure you feel very comfortable. One is we don't get paid unless you get paid. So we just take a very small percentage of the subscription and then we take just again a small percentage of subscription and then you get not just the bulk of the subscription, you get actually all the treatment that's done. Everything outside of the membership plan, that's all yours. We don't touch it. And so we're aligned. So the more members, the better. We do, the better you do. And so we don't go away. We are with you. We actually have a customer experience team that's with you all the time and trying to help you make this successful. And, and that's for me, that is absolutely critical. Like we're not burning anybody on buying software. There's no upfreeze, upfront fees. It's consultation is design all free all the way up to the point where you launch and then you start adding patients to the platform. That's the only time we start to get paid.

That's awesome. So basically the office success is your success, your success is our success. I love that mentality. Okay, so I'm curious, for offices that have insurance, we've talked a lot about cash. Patients that don't have insurance, how can offices that do have insurance, is this like an alternate benefit that they can offer their patients? Is this, how do you tackle that?

So yeah, as far as using this within insurance patient base, you have underinsured patients that could use this very well, right? There's some insurance and it's not, I mean you should just tell them the patient stop using it, stop paying for it, it's just a waste of time. Right. And just rip it out and put this in. There's other situations where an insured patient runs up against their benefit limits and they just need more coverage because they have more care that's needed. And you can always sort of slot this in when that happens. But the bigger play with this is once you get it established, once you start to get patients on the subscriptions, you can start to pull away from your bad insurers. So we actually will help with this analysis where I don't know if you know, the average, but average in the US is each dental practice is in a network with 12 insurers. That's the average. And, and what you see is sort of this big trailing tail on these things. So Delta Dental might, might be number one, MetLife might be number two, and whatever might be, that might be number three. And then the tail is really long of these tiny little insurers that some people don't even know the names of. It's crazy. They don't even know they're in network with them. And those insurers, what we, we tell practices to do is let's quick take quick analysis of it. How much production are they generating? How much discount are you giving on those insurers? If the discount's high, production is low, drop them, just drop them like, and it actually, you can Start to get into this, you're building a muscle for going out and networking with dental insurers and subscription can take the place of that. So you can get some of those patients who have some of these insurers move over, some won't because they're getting subsidized by their employer. But you're freeing up time, your chair time for these subscription patients. And all you're doing is starting to drop these small insurers that don't have an impact on your revenue or your profit anyway. And once practices start to get that muscle building, they start to move up the stack and they start to get out of network with more and more insurers as they go along and they get confident in their ability to move. So that's really the play is you start to reduce your reliance on insurance is really the play as far as, you know, clarity and long time how you start to impact your insurance side of the business.

Yeah, that's awesome. So it's really a strategy that we can use to exit. Strategy.

Okay, yeah, yep.

I love that. And that's, that's super powerful because as we all know, as we're like strategizing and cutting insurance, our fears, like, are we going to lose our patience? Are we going to lose our patience? So what I'm hearing is this is a way that you can be proactive of giving them options before you kind of rip that band aid off. So.

Exactly.

That's awesome.

Okay.

And do you have any like success stories from whether large dso, like tell me about your most like, what are you so proud of, what success story you got?

So on that side of the things as far as insurance is concerned, we were always proud of patients to get more access to care practices building and growing production. And the third is them getting less reliant on insurance given all the pains that they've created. We have a case study up on our website@Clari.com C L E R R I and you can see there's an area with case studies and things like that. But in this one instance actually they moved to a membership plan. They then decided, once it got established, they decided to get it totally out of network with insurers. And their asset was they were going to lose about 30 or 40% of their patients. They lost, I think, I can't remember the exact number. It was somewhere around 5% of their patients. So they doubled production with their patients that they joined the membership plan and they only lost 5% of their patients. It became much more profitable and they Also independent, right outside the insurance network. That is what I'm most proud of, Jordan, because one is patients got access to the care they need, but in addition to that, the practice got the freedom to practice medicine the way they know how to practice it without a third party telling them what to do.

Wow, that's amazing. It's like ripping off those little gold handcuffs and you're like, yay. I love that.

We hear it over and over again. You got to be careful about it. I'm not saying it's like, I'm not trying to be flippant about it, but every practice we know who's moved away from insurers is actually built their business, not lost business. And so if you do it in the right way, it can be very successful.

Okay, well, I absolutely love that. I mean, this has been super impactful. I work with members day in and day out. Again, huge fan. So I definitely see the benefit in the practices that I support. So it's been awesome actually having a full conversation with the man who actually created it, building this behind the scenes. But I am curious. I know you've come a long way. We've started from where we started, where we're at now. What's the big vision like? What's to come from? Clary?

I would say probably three things. One is just getting closer and closer to the PMS and the workflow. So we have really good relationships with the PMS vendors and we're trying to figure out how do we make our workflow part of their workflow. And so it's seamless. And so I talked about some of the things we've done. We're going further into that. So just make it a no brainer for the offices to implement and manage a membership plan. Just totally like on autopilot. That's number one. Number two is we see the need to continuously improve the customization based on individual patient needs. So it's great that we can do it at a, you know, practice level based on demographics. But what if we can actually create a membership plan just for a patient based on their record, their history of treatment, and what we expect them to have in the future? That is the ultimate place to go. We're playing with some models there. And I hate to use the word AI because I think people are using it, but we're using methods, somewhat machine learning, probably more than AI methods to figure that out. And so in the future, you could see a thing where a patient gets a email or whatever, a text message says, hey, we have created a Care plan just for your oral care needs. Here, you can take a look at it here. So that's one avenue we're exploring. And then the other is our network's getting big and it's getting bigger every day. And right now we go, you know, we work with dental practices to help them, you know, offer subscriptions in their patient base and any new patient walking in the door, I see a day when actually we're competing with insurers. So we're not just in the office. We're now offering ourselves outside the office to employers and groups and things.

Oh, that's amazing.

That's ultimately where we're going to go.

I absolutely love that. That's huge. Love that. Okay, so I'm curious if I. If a member wants to reach out to you or if you have a listener today and they're like, you know what? This, this sounds interesting. I'm ready for the next steps. What is the next step? How do they get in contact with you guys?

So just go up to clary.com c l e r r I.com all kinds of options up there. You can look at more detail about us and case studies and all that good stuff. But plenty of opportunities up there to book a consultation. And we'll just have one of our team members get on a call with you and just show you more detail, answer your questions and just make sure you get all the information you need to make a decision. Right.

And what if they're, like, motivated and they're hungry and they're like, dave, I want this like tomorrow. Realistically, what does that onboarding timeline look like for offices?

So our average onboarding time from first call. So they call up, they, they set up this meeting, they have, they talk to one of our consultants. We can have you implemented in two weeks. Totally trained. Implemented. It's just a matter of. The typical issue we have is not our team's ability to execute. It's just getting the time, your time, set aside so that you can get trained, your team members can get trained. And then. So that would be like either a solo practice or a small group practice. When you get into larger group groups, again, it's just depending on your time frame and when you can get your teams together to get them trained. But we've done very large implementations. In a month, it can get stretched out to two months or so. If you want to spread it out, you don't want to go as fast as probably you could go. Again, it's mostly up to you think short end, two months. I mean, sorry, short end. Two weeks, up to let's say two months. And it's up to you to determine sort of what works for you.

I love that. Okay, well, this has been super helpful. I appreciate all the perspectives, so I'm excited. For those of you listening, check it out again, huge fan. I've seen it firsthand, the difference that it's made and just the impact that it has on the practice and the patients accepting treatment. So, Dave, I really appreciate your time. Any last words you want to say before we kind of wrap up today?

I said my last last words is just give it a try. We'll show you your data. You'll there's no risk. You don't pay for anything unless you actually get money. So this just give it a try is the net. And Jordan, I really appreciate you having me on the on the podcast. And also for everybody listening in.

Awesome. All right, guys, we will see you soon on the next episode.

Thank you for listening to deo's Growth Secrets podcast for dental organizations. Continue the conversation on our Facebook group and meet other dental leaders. Get questions answered and the strategies you need to succeed. Plus, we have some free resources for you right there on the Facebook page. Remember, you're not alone. Let's do this together. Join DEO's Growth Secrets Group on Facebook. And until next time, keep smiling.