239: How One Dentist Brought Care to 7,000 Patients with Mobile Dentistry

Last year alone, we had 31,000 calls, but we don't have the workforce to serve 31,000 individuals. So using an AI agent. So we have a very specific way where we use the AI agent to answer all of our initial calls. It automatically schedules the appointments through Ascend, which saves me money and it reduces patient complaints of can't never get anybody when I try to call.

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. Navigate. On this show, we talk to dental industry leaders, 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. Hello everyone and welcome to another episode of DEO Growth Secrets. I'm your fearless host, Emmett Scott and Today I've got Dr. Kwan Watson with Care Mobile here with us. And he's a serial entrepreneur who's been, after years of leading community dental, was inspired to improve Medicaid patient access and founded care, originally a mobile app connecting patients to same day dental care, which later evolved into a mobile operatory model offering scalable opportunities for providers. The company has since developed schedule optimization software for mobile dentistry and is now expanding partnerships across multiple states including Kentucky, Nevada, Florida, Texas, Michigan and Georgia. All great football teams in there too. So that's awesome, Quan, so great to have you on here. And yeah, I'd love you to just tell, you know, I gave this short bio but tell us a little bit about who's Quan Watson.

Awesome. And Emmett, thank you for the opportunity. So, a little bit about Quan Watson. I've been a dentist now for 26 years from I live in Louisville, Kentucky, graduated from the University of Kentucky. You know, own two brick and mortar practices. I actually acquired a practice a year after graduation. Did a de novo that I started in 07. A lot of times people ask me what, what got me into the mobile dentist. I said business and I said I started a de novo practice in 07 in the economy and after I was able to exit both practices, I became the dental director for Dental Quest for the state of Kentucky on both the insurance side as well as the care delivery side. And I managed their practices throughout the state of Kentucky. And I started CARE as I just witnessed the overwhelming problem with access to oral healthcare, especially in the rural community. So I developed an app to connect patients to dentists with an open chair. Wanted to license it to Dental Quest. That didn't happen. So being a serial entrepreneur and not wanting to fail, I built out a single chair van. And when someone downloaded my app in Kentucky, especially in Louisville, I would go to their home and provide comprehensive dental services. And from that we've kind of scaled the mobile dental operations to where we are today.

Tell me about building this app. What does that take? Because, I mean, people come up with cool ideas. It looks so good on. On, you know, the whiteboard.

Yeah, yeah.

And then you know the details.

You know, first you have to have an idea and figure out the functionality that you want to have in the application. Back then, that was 2017, when I did the first applic application that we developed the same day, Connected one. We did it in native language, as right now you can actually develop apps a lot cheaper by not making them native. In development. You can do like hybrid application.

I'm not just a doctor, you're a software engineer.

At this point, I actually am not, but I've had to learn. Yeah, totally by trial and error. And so we built it out trying to mimic some of the functionality that you see in Uber's applications. And in Uber as well as Lyft. Yeah. And so.

And why was that important? Why? I mean, when you think of mobile dentistry, I don't think the first place people go is you better have a really good app.

Correct. But it's.

It's the efficiency requirements, isn't it?

Well, the application was how I started the business. The mobile only came because the application. The hardest thing in the world is to get people to download even a free application, because you gotta have a reason for them to do it, especially if you haven't raised suitable capital to market it effectively. So basically for me, the application came first because I thought it was a great tool that would be able to enhance access, if that makes sense. The problem is I did not do a good job of creating a go to market strategy. My go to market strategy depended on the MCOs white labeling the application. And when they didn't white label the application, I had to pivot my go to market strategy, which was connect the application to a service. And that's where the mobile side of it came into play. And that's how I got people to start downloading the application.

Oh, gotcha.

So that makes sense.

Yeah. So initially you're like, hey, this will be great for the Medicaid providers. They can, you know, when people sign up, they can say, download this app. Then they could easily find their dentist at their Brick and mortar shop, et cetera. And they said, no, thanks. We don't want to make it that convenient for people. And so then you're like, what am I going to do with this app now? And all of a sudden you said, why don't I make this mobile dentistry?

Yes.

Wow, you are flaming entrepreneur. Holy smokes.

Yeah, so. So what happened was my. A buddy of mine of mine has food truck business. And so what we would do is we would buy an old truck off a line offline, renovate it to a food truck, and flip it. And so I said, hey, can you put a chair in a van? And that was the first iteration. If you follow us on. On Instagram and go all the way to the beginning, you'll see the initial van that we did back in 2018, where, you know, you download that, I will come to your home and do those services. Now, our entire business model is totally different from that now, but that was the origin. And, you know, before this started, Emmett, one of the things you said was, you know, what is the biggest challenge that you have? I've had, and the biggest challenge I've had is to continue to pivot as the world gave me a different look on what I need to do to be sustainable. And that's been the biggest challenge, but also the best opportunity for me at the same time.

Yeah. I mean, not only have you pivoted, but you've persevered through this because you really have not. I mean, I've known you for a long time, and you've continued to figure out and develop. What I've felt was genius about mobile dentistry is that the world craves, like, one thing now, one product, and it's called convenience. Right. And. And Amazon has completely spoiled us. It's like, why does it have to be two days? Couldn't it be the same day? Why can it, you know, be even faster in one hour, et cetera. What do you mean? I can't buy that there? So we're all so entitled that to have things convenient. And I think for even brick and mortar shops, like, if you don't have online scheduling, you know, you are missing a huge boat of just convenience. What I always have thought would be so challenging is how do you make that efficient? Right. And you've been working on this. So I'm curious, as you've continued to drive, you know, the convenience, how have you thought about the efficiency of that, too?

Well, the efficiency for us comes in a number of different ways. Number one, utilization of technology. The technology, especially AI, has Made us way more efficient in our processes and systems. And it's.

Explain that like, in what way, man?

So we use AI at almost every step of our business. So we use an AI agent that actually answers our phone calls. Because now our customer, we don't go directly to consumer. A lot of times our customers are the insurance companies. So, you know, with Medicaid, all the MCOs have an expectation that they had to hit certain HEDIS measures. And these HEDIS measures, they have a hard time hitting, especially in rural communities. And so what we have pivoted the business to do is to set up partnerships in these rural communities where the vans, multiple of them, can be on a particular cadence throughout an entire state. So I can have 10 chairs or 10 vans in specific areas that the insurance companies kind of earmark for us. And that's where these individuals come to get their dental services rendered, as opposed to having to go to one of the two state universities in the state of Kentucky to have services rendered. So it cuts down their drive time by two to three hours. But the challenge with that is the insurance companies will pay us to facilitate these things. But now our call volume is astronomical. It's through the roof. And based on my revenue, though, as we know, we can only afford to pay so much for call center staff. So the biggest challenge that my call center would say, even though we outsource those services around the world, is that we cannot, we cannot handle the call volume. Last year alone, we had 31,000 calls. Right. But we don't have the workforce to serve 31,000 individuals. So using an AI agent. So we have a very specific way where we use the air agent to answer all of our initial calls. And what that does is allow that first patient experience to be one with the AI agent. And it puts them. It automatically schedules the appointments through Ascend, which saves me money. Right. And it reduces patient complaints of can't never get anybody when I try to call. So that's one tool that we use. Another tool when we think of.

Real quick, when you think of mobile dentistry, I want to set the landscape. I think the first place we think is people are scheduling and saying, you know, can you be at my home at 2:00'? Clock? Your mobile dentistry is more like your food truck concept, Right. So it's like we will be here and you schedule appointments. So you're gaining efficiency by not having the truck driving around all day.

Yeah, the trucks don't drive. The trucks don't drive anymore. The trucks haven't driven since 2020. So the trucks are stationary in specific locations where we have partnerships with churches, community centers, you know, public health departments. Where.

And they're. But are they literally full time right there? They stay in that parking spot.

They stay in that parking spot usually on a two to three day a week rotation.

Okay, okay. So they need to be mobile still for you to. But it truly is like a food truck type, you know, comparison. And then someone can schedule their appointments as they would any dental practice. And they, you say, I'll be in parking lot number three.

Well, they, they, they schedule their appointment. We have a certain systems and processes where we don't like same day appointments. We, we have people schedule 48 hours in advance. So it gives us time to verify insurance breakdown, so on and so forth. And so it makes sure that from a collection standpoint we're able to achieve what's necessary because we don't have, we actually run our Medicaid practices like you would run a regular PPO practice where we have set schedules. We don't do walk ins. It's really structured because we have such a volume opportunity. I don't have to do those type of things.

Is your show rate, usually with Medicaid you need to double or triple book just to make.

We don't do that.

Yeah. So your show rate is decent enough.

Yes. Because basically in our confirmation process, if you don't confirm your appointment, we'll cancel your appointment. So what I learned, even with Medicaid patients, if you set the expectation and you have a service that they really need in an area where they have very few other opportunities, they're more likely to comply. The reason how I learned it the best is the oral surgeons in Kentucky, they, they become really strict to where if you cancel one time on them, they won't reschedule your appointment. And I would have patients say I'm going to make sure I make that oral surgery appointment or they won't take me again. I was like, oh, you'll do that for them. But if I give you this leniency, you won't do that for me. So what I tell, what I tell my team is okay. Our vans encompass the entire state of Kentucky where we provide comprehensive services. On these vans, I have 1.6 million potential customers. And we don't just see Medicaid, we have other, you know, Medicaid is actually only 40% of my business model. Wow. Wow. We have a lot of contracts with other places that pay fee for service and other things as well. But what I'm saying is because they're

excited for the convenience for them, the

convenience of bringing the services directly to them. Right? Yeah. And so, and so it's a, definitely a different approach. But if I have 1.6 million potential customers because 40% of the 4 million people in Kentucky are on Medicaid, am I really that concerned if a patient is dismissed? I'm not. And we will dismiss you if you don't show up to your appointments. And it has drastically reduced our no show rate.

Yeah, that's powerful. So they get on this app, will they call in? And you said the insurance companies, are they calling on behalf of the patient sometimes or. No, the patient has to schedule their own appointment.

So what's happened in Kentucky is they've, they've allowed RBNs to be the dental homes of these patients. So they assign providers to these patients. So they actually provide us the customers, if that makes sense. So they'll give me a list of thousands of patients that are in that particular area because they want to try to improve their hedis measures and they want us to do the outreach which through Ascend and through some of these other voiceover IP systems we can send out a text feed. Hey, we're CURE mobile where you're dental home. Use this link to auto schedule or call this 1-800-number to do so.

Gotcha. So you're pushing that outbound and then they're doing their inbound either through the mobile text and scheduling right there or they're jumping on the phone and the AI is getting them scheduled 100%.

Wow.

Okay.

And the only time you talk to a human is if you're an existing patient. So you would press option B and that reduces the call volume to where on average I think we're getting 250 calls a day. But you know, only a certain percentage of those calls are existing patients needing to actually talk to a human to help navigate.

And what's usually why, why, why existing patients need a human?

Well, it depends on if they have a specific question that the AI agent is not going to be able to help with. I don't, I don't want the AI agent scheduling treatment plans because our application dental flow actually can schedule the treatment plans with the time variations that I want in there. So then the doctor has specific time, enough time to actually execute the services appropriately, if that makes sense.

Totally. So you've solved this. You're applying it in the state of Kentucky. You're servicing these underserved in an incredible way. So creating an incredible business model, but also an incredible service of access that people typically wouldn't have. And. But you're also partnering with other dental groups, aren't you? Or dentists or. I knew you were before. I don't know what the current model is.

Yeah, so, so we're per. We're currently in the situation where we've. The vans have done well, but in order to really get to the next level of growth or scale, we've decided to pivot the business model to make it more of a hybrid model. And this came out of one of the other challenges, opportunities I had where Kentucky had no mobile dental laws until maybe about four years ago where they said, hey, you need to have some sort of brick and mortar somewhere within a 70 mile radius in order to do what you're doing. And so instead of fighting the board, I said, okay, I can start merging with practices and then use the vans, as I mentioned to you earlier, as

an extension of their practice. Okay, interesting. So what does that end up looking like? Give me an example of a partnership you have right now. And do those partnerships all serve Medicaid pediatric or can they be just an adult PPO group that is using this? Where are you finding the best application?

So honestly, we have partnerships with every single example that you mentioned and the partnerships that work the best is the provider that sees the value in the tool and wants it to be. If it's. When I first started this business, if you push something on somebody that's not really that passionate about, like we've had partnerships with certain organizations that is like, okay, I have 30 practices, this is one van with one chair. How much can it generate? And am I really going to pay attention to it when I have 30 practices that I need? They're not. So it's not a great fit there. But what I would say, if this is a practice as a pediatric group that has one location and they're kind of a newer practice that they just did this de novo and they want to get into the community and use the van as a co branding tool too. Like for me, the brand care had is synonymous with working class, underserved populations. But what we're looking at is using the vans that we build in Kentucky and wrapping that van and using it to where it's. It's a moving billboard for that brick and mortar practice as well as a way for that brick and mortar practice to have that moving billboard actually generate revenue for you. Right. So the ROI on that, I mean

I could see even, you know, we had 70 locations. You open up a de novo. The Biggest challenge with the de novo is how fast could I get new patients in? I would think it would be brilliant to have a wrapped vehicle with your brick and mortar brand on it.

Exactly.

Be able to sit in front of a grocery store and these other places, provide some level of checkups or, you know, something like this, and then feed them over. Oh, by the way, we're three blocks down the road, we're 10 miles down the road. Whatever would be appropriate, especially if you, I mean, the most enhanced would be like, you're in a rural town, you go hit the small towns around that to feed it in. But even. Yeah, any kind of denote, you know, we talked to, Obviously, we have 500 entrepreneurs here at DEO and they're all. This is what I love about this, Quan, is like, everybody's trying these different things and what you're doing is incredible. But then you start looking for synergies. And what everyone always asks me is, should I, you know, acquire a practice or should I do a de novo? It's like, well, let's choose your poison. Right?

Yeah.

One has revenue stream and a bunch of crazy people you're going to have to integrate in. And the other, you get to decide the crazy people. And you got to find the patience, I would think, for the patient finding component and the branding, huge. I mean, better than a flyer, better than a billboard.

You know, every time I get gas in a van, you're handing a car.

Somebody's wanting. Yeah, somebody's wanting to get in.

Exactly, exactly. So. So you think about it, you know, everyone.

Everybody have their mouth open, point to a tooth.

Well, everybody wants to see what's going on inside of it. So you open it, let them see what's inside, and they're like, how do I make an appointment? So, you know, you think about it too. Everybody is doing it the same way, Right. Everyone is trying to use SEO, search engine optimization to get this patient in.

Yeah.

It's a unique way to do so. And especially if you're in a state that has general supervision, hygiene, or some of these other things, you, as you mentioned, you literally can have this hygienist out there and use synchronous teledentistry, which we do on the van, to not only quantify the, the magnitude of the opportunity for this patient to come into the office, but just be a feeder source for patient after patient that you want to incorporate into these brick and mortar partners that you have.

Talk about those rules because you've got. Had to go deep on these. And most people who've just been doing their brick and mortar, maybe haven't pressure tested whether those rules exist. And, and maybe you know what states they are already, or maybe they need to do some research. But what do those rules allow you to do? So kind of explain those.

Yeah, so general super hygienist. Each state has different rules and you literally have to contact the board to find out those specifics. I'm licensed myself in Kentucky, Ohio, Tennessee and Georgia. And every single one of those states are different in their approach on what general supervision. Kentucky has the most lenient rules in the sense that the hygienist, if they've been a hygienist for a certain period of time, can operate without me being present. And Kentucky actually even will, if I bill out, at least for Medicaid, a synchronous or an asynchronous teledentistry code in conjunction with the exam code, you can get compensated on that. And so what that allows me to do is to collect data, find out what the patient's needs are, do a great treatment plan. In a lot of cases, especially in these rural communities, they're scanning the patients right then as well.

So that is a synchronous asynchronous, simply meaning a zoom call. I mean, is this teledentistry at the end of the day?

So we have a preferred telehealth platform that I've been using since 2018 that basically provides you with asynchronous options, which are still images that you can put inside their portal. But actually Ascend, which is the PMS system that I use, you can actually upload them directly into Ascend. I don't have to put those into the portal, but if I want to do a synchronous examination, I could do it through a secure HIPAA portal, have an intraoral camera in that patient's mouth. The hygienist is my hands, and I can converse with the patient and do a diagnosis, review the X rays and see inside that patient's mouth without physically being there. Which provides me like a 97% accurate treatment plan that I can then treatment plan, pre authorize, do everything that I need to do and prepare for when a doctor will rotate into that market. Because basically what we do is we have our hygienists spread out as our partners throughout the particular state, but then we'll have our doctors rotate through the different locations in that state and provide the comprehensive services on a particular case.

It's almost like how you build up a day for A specialist. Your hygienists are going through and building up a day for the general dentist or possibly a specialist even. And then that van's gonna be back at that same place. I'm guessing you had to figure out local laws around parking those vans and powering those vans.

And our vans are inverter power. So they're self powered. So as you're driving the alternator creates energy. You just press a button, everything comes on. So that's.

Are you, are you Elon Musk's brother? Is that what's going on here? You're like, no, no energy sources you got. That's incredible. Are you using Starlink or what are you using for your Internet?

So we use Verizon. Actually what we end up having to do is in. Even in one state, certain carriers work better in certain areas. So certain vans might have both at AT&T and Verizon on there because one is better. One part. Some of those things you just trial and error you figure out. We have. We haven't looked at Starlink but like we were in Amazon's global health care celebrator a few years ago and we were considering using some of their technology around satellite Internet in the really remote areas. But we haven't incorporated. Usually one of those two work well. Or what we can do if we have port signal, you can do an offline mode where you can take the X rays and store them locally to the computer and then upload them when you get wherever you need to be.

Talk us through this fan. I'm sure several people are curious. What does it look like, feel like?

Yeah, so it's. So we use either Ford Transit or Sprinter vans or single chair. We like to keep the. The van smaller. So there's. It's like the 144 wheelbase band for the Mercedes Sprinter because it makes it easier to drive. So me as a provider, I'm not doing workout one van. I might be doing work depending on how the schedule is booked out, out of two or three vans. So that means myself and my two assistants, well each drive event that specific location. And then I can work between those three vans like I would a three tier practice action.

Oh wow. Getting out, going to the next obviously, which is the Ford next door.

Exactly. But the beautiful of the single chair model, when you look at mobile as opposed to those bigger vans is cost. If you get a big van with three options, it's going to cost you probably about $700,000, which is a practice. And you got to hire a CDO driver to drive. I don't. Our. Our team is driving it. And my cost to build each of these vans off will be half of that. Almost right for those three same chairs. And if one of them has to go in the shop, I can rearrange my schedule and just work out the other two as opposed to. If the big van goes in the shop, you're out of business that day. Interesting.

The amount of iterations you've Learned is incredible.

100%.

What procedures? Where does, like, the procedure stack?

The only thing that we do not do on the van is place the input. But I've done, you know, we're scanning patients, we're 3D, printing their dentures, and we're doing extracting seats, crown and bridge fillings, cleanings, everything you get in your normal practice. Like I said, last year, I think we saw over 7,000 people between Kentucky and Georgia. Yeah. Yeah.

That's amazing. What do you feel is like, the next step?

The next step is to continue to partner and merge with brick and mortar practices to. We're looking at creating our own dental partner organization, our own dpo, and the goal is to merge with brick and mortar practices so that I'm not, you know, when you say the difference between de novo and acquisitions, I'd rather partner with some people that have similar mindsets, similar culture and similar philosophy, create this new holding company and then go out and start making some acquisitions of people that would like to mimic the model that we've created of brick and mortar practices and mobile and using our tech that we developed and then use that and leverage it to do a similar model to MB2, where you're fractionally buying into these organizations, offering our tools to enhance those organizations and grow and scale that way. So it won't be just me building out another van here or there and expanding into a market that way. It'll be through more merger and acquisition. And then in growing that way, I

could see, like, if you're opening a new practice and you only have enough patients for two days a week, you could go hit another two days a week through mobile scheduling, something like that, and then build up, have. You know, it's hard when you started novo to have somebody like, hey, doc, can you work one day for me? You know, so if you could create enough. Enough momentum through this kind of activity, that'd be interesting. I could see it as. I don't know if these are all good applications. You're learning it, but I have a practice. I want to hire a second doctor. I'm A little nervous around whether I'll have enough patient flow for them. I'm going to have them work a day or two in the practice. In a day or two doing mobile. You know, I don't know what the effort and integration and all of that is, but it's interesting and I would think as consumers, you know, I would love, especially if I was out in the middle of nowhere having a hard time getting access, I would love the convenience of that.

What you find with most of those type of gig economy models is that a lot, some of the doctors that work for me, they only work for me fractionally, maybe three or four days a month. But if I'm able to quantify a day, the data collection that's substantial enough to where they're like, I'll commit four days a month. I just want to make sure it's worth my time because it might be a little bit further drive. People are willing to do that and in some cases they are able to make more money on that day working for us because of the way we structured the schedule than if they weren't open five days a week in their office. And so we've, we've done that because like I said before, before the call started, a lot of people are like, well, I don't want to do it five days a week, but you know, three, four times a month. Sure.

If somebody wanted to start mobile or they're, you know, on this path, what advice would you give them having been through this journey?

First look at your state laws. That's number one. Because you know, certain states, like Georgia for example, which is another state we're heavy in, we came into the market, the laws were one way. Then they rolled back some of the COVID regulations on teledentistry and that impacted our ability to be as effective because it changed how we do business in our processes and systems. So you really need to know the regulations. That's number one. Number two, you need to decide what your goal is from it. It's always still going to be easier just to go into this brick and mortar practice and see your patients things nature. But the return on the investment for me for mobile is greater. And as I mentioned earlier, I started this business because I didn't want to drop 1.5 million and then hope, hope people are going to come to me, you know, hope it's going to work out, hope that the economy doesn't tank tomorrow. You know, one thing I can say about my business, it is very recession proof. I can literally take these Assets to wherever is necessary to make money. And there's always going to be somebody that's going to need that service. And so, and so those, those are some of the things that I would say is come up with a plan. Who's your target market? What, what are you going to focus on? Make sure that regulation wise things are set up and then don't go it alone. We're always looking for partners, partner with somebody that's now done this for eight years. It's been eight years. I mean it's been a while. And so, you know, I have learned a lot and there's no niche in mobile that I haven't done. I've done nursing homes, jails, direct to consumer, you name it, I've accomplished it. And however you dream of doing it, I think I could be a great partner but also assist you in not having some of the pitfalls I've had along the way.

You're sitting in front of a regulator's, let's call it dosh. You're sitting in front and you get to remove one regulation. What would it be?

I think, I think my biggest thing is let's let everybody work to their maximum skill level. You know, we have 200,000 dentists but we have 200,000 hygienists that want to have some degree of partnership and want to be able to work somewhat independently. My hygienists love working for me because they have more autonomy and schedule because I don't have as much fixed overhead to where I say no, you got to be here four or five days a week. Right? So if we provide these type of scenarios for our partners, hygienists, assistants, whomever, you have a happier workforce and we do more good within the community. So I'm like, let's cut the regulations to where this state, they can't do this. This state you can because all that's hurting is the patients at the end of the day. And I also think that having a mid level dental therapist that are able to be within all these states to where the simple occlusals and some of the other things that honestly it's hard me to configure in my schedule because from a productivity standpoint it's not as effective. Let's let that mid level individual do that service.

We got over 50% of people who don't get dental care. Let's expand the market, right? The overall tam, you're in a unique place where you're serving the underserved, you're working on Technology. Where's the market five to 10 years from now? What's happening? You're integrating AI. You've been integrating 3D printing, all these different aspects. If, if you could tell everyone, like, okay, in five to 10 years, guys, I think this is where things are at.

Yeah. I think, you know, we all see Elon Musk has these robots that think will be our assistants. And we, when we. And we have to be very concerned about will these robots actually be doing some of the tests that we're currently doing right now. Right. Yeah. I think that's going to be where the market goes because the AI and the AI also has already done an amazing job from when I started using it. Like, I've been using AI agents for two years. I've been using AI inside my X rays for about the same period of time. And just seeing how rapidly the technology has improved and how even the AI agent, when I first started using it, people would hang up on it because they could tell it wasn't a real human. And people aren't as it's more difficult for them to determine that is not a human. Those are the things that I think will happen. It's going to be way more technology. I feel like, you know, when my first practice, when I graduated, it had dip tanks in 1999. And to think that now I have AI agents and AI helping diagnose and find carries is amazing in my career. And I think you would probably say the same thing, right?

Yeah. And I think when people get nervous about that, remember there are things like creativity, relationships and leadership that are very hard for technology to take on. And so when you talk about kind of living or working at the highest level of your license, I think as a human, live at the highest level of your license. Right. Be. Be creative, lead, go solve problems. I mean, that's incredible opportunity. And then you'll have this AI able to work for you to.

So tools, wonderful. Yeah, yeah, there's tools. At the end of the day, people come to me or, or any doctor on this call, not necessarily because your mod is perfect, but because of your personality and who you are. And so people are still going to want to interact with people. Yeah. And so I'm not concerned about that.

Quan, anything else you want to leave for us? This has been awesome. I appreciate your entrepreneurship also. Just your vulnerability and openness around this. You've had quite the journey and you've stuck with it and you're doing something that really is wonderful. You know, you're providing access to an underserved market, but the innovation that's coming out of that. I don't think if you, if you haven't worked in Medicaid, you don't realize that some of the most difficult operational structures that have to be built in dentistry actually come out of working in that Medicaid market. The technology innovations come out of that Medicaid market. So you really are kind of on the forefront of what will bleed over into these other areas. So I really appreciate you being on and sharing it.

Appreciate the opportunity.

Guys, if someone wants to reach out to you, maybe they're interested, maybe they just need advice or whatever. They're interested in some kind of partnership. What's the best way to go?

Email K W A N e at K A R E dot MOBI would be the best way to make Contact with me. LinkedIn. Connect with me on LinkedIn as well. But definitely love the do, man. I've been around the deal now since Darren used to let me sneak in when I only had one van back in 2018. So. So it's been a great partnership and I appreciate you spotlighting me today.

Yeah, great to have you, Kwan. Appreciate having everybody here and those who are listening reach out to Quan. Until next time, keep smiling. 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 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.