Conceirge Medicine and Med School Reunions

Scale and being bigger doesn't necessarily make it better. And your business model is really. The whole thing is that it's a small business and that it's. You and the patients don't want to see another doctor.

Yeah. Yeah. I mean, it's, you know, you could say, like, Dad's Walmart, and I'm Neiman Marcus.

Hi, everybody, and welcome to the podcast. This is Generations md. My name is Stephanie, and I'm joined here by my colleague, Dr. Sarah Davis, who's also my. My mother. Hi.

Hi.

Welcome back to Houston.

Excited to be here.

We are here live from Houston, Texas.

Live. Yes.

Well, we're not live at all, but yeah.

So actually our last podcast was done in Houston, Texas, as well, with dad, and just. I do have, like, a few reflections on that podcast. If you haven't listened to it, go back and listen to our latest podcast with Dr. Matt Davis, where we talk about the business side of medicine. He. If you recall, he. He was the worst podcast guest ever on his first. He was terrible the first time we met him on. But he is much. He was. He was better the second time, and I think he was even better the third.

Yeah. Our most reoccurring guess was originally our worst guess.

Wow. See, there's, you know, room for improvement.

If we had Generations MD podcast awards, we would give most improved to Dr. Matthew Davis.

But, yeah, it was. I thought he did a very good job, and I thought he did a good job explaining that the business side of medicine is not nearly as complicated as people think that it is. But one of the things that I think is something that people don't really think about when they're starting a practice, and that I'm not sure how much he thought about it in the beginning and then he thought about it more and more as time went on, is the idea of scale. So that's something, you know, when you're doing a business, starting up any other type of business, you're always talking about scale. Now, how fast can you scale? And it's a really important thing because you wouldn't have a business that's just one little location. Unless you're me, unless you're a doctor, in which case, a lot of times we don't necessarily think, okay, and then we'll bring on more doctors or more nurse practitioners or PAs, and then more staff and more locations. And certainly a lot of places do that. But it's not necessarily something that people really think about. But I think it is. It's a good thing if you're starting A practice somewhere to already sort of have that in mind of what those goals are and how big you really want it to be. Because there's some things that are really helpful when you're bigger and some things that are worse when you're bigger. So it's a whole different set of problems that you can get. But when I was listening to him talk, I was thinking, like, man, I should have Park City's personal physicians on every corner.

Well, that's. I mean, so just kind of backing up. So my dad has grown this big business with a lot of different providers and versus you, who has a small business, and it's just you and one other employee. You do concierge medicine. It's just a totally different business model. But when you started, you named your practice Park City's Personal Physicians because you had the intention of scaling up, right?

Well, I thought I'd have a second doctor. I built the office to have two physician offices and two exam rooms. And yes, and I had it plural physicians, but it's been 23 years, and it's just physician.

What did that, like, why were you like, okay, yeah, I need to have two doctors? You just think you wouldn't be able to build something on your own that was going to be substantial or.

Well, what I thought was, and it is kind of true. I mean, if you had a second doctor in there, it would be helpful because you could really share call better. That's always going to make it a little bit easier. You can see each other's patients when the other person isn't in the office. So that was kind of what I imagined. But as I started to, you know, get more patients, grow the business, and then I did interview, or even in those first few years, I interviewed a few different doctors to potentially bring them on. And I probably didn't interview enough people to find the right person. But everybody I interviewed was basically like, they wanted to just come on board, have me pay them a salary, and they were just going to sort of sit there and wait for the patients to arrive. And I was like, no, I'm not going to pay you just to sit around here. Like, you have to actually go and, like, be building your own practice. You've got to, like, do the stuff like I was doing to try to bring those people in. And there. I didn't get a sense that any of the people that I talked to were gonna do that. And so I was like, well, I don't need. That would just be dead weight for me. I'm just sort of Paying somebody else when I don't really need it that badly. So then I ended up finding somebody who had a practice somewhat similar to mine. And then we just shared call for many years. And it, you know, is it ended up. Most of the time when I'm out of town, you know, my patients just either wait for me to get back or, you know, or, I mean, they could see the physician on call, but they never want to. Yeah, usually like, I'll just wait and just backing up a little because we kind of skipped ahead of like, what is a concierge practice. We've sort of alluded to it on this podcast, but I don't know if we've ever really explained it. You know, basically I have a very, very limited number of patients. I don't take any insurance for any of the payments. The patients pay an annual fee. And then they have access to me basically 24 hours a day, seven days a week. I don't promise I'm going to come see them on a Sunday afternoon, but if they're having an issue, they can call me and say, oh, you know, I'm not sure, is this an emergency? Do I need to go to the emergency room? Or can this wait till next week? Or sometimes they say, you know, somebody has like a bladder infection or something and, you know, it happens on a Saturday. And they say, oh, you know, can you call me in an antibiotic? You know, I get these bladder infections and there's no reason for them to have to go to an urgent care or something. I can just kind of get it taken care of right away. But the other thing that people really like about it is because I'm not tied to whatever insurance company they have. I have these patients that have been with me for a long, long time. I opened my practice in 2002 when you were one. So I always know how many years I've been in practice is just one less than Stephanie's age or you remember.

My age from your practice?

From my practice, that's right. So I've been doing it for a long time and many, many of my patients have been with me since the early years. And so I've watched these kids grow up and have get married, have kids of their own. They become patients. I have people who are middle aged and I take care of their aging parents. I do, you know, the whole gamut of family medicine, which is super, super fun. And it's really fun having the, just that longevity of these people in the practice that I know really well. They know me really well, and so when something happens, you know, it's just. It's very easy because I'm like, oh, yeah, well, I remember when you. That hap. That thing happened to you a few years ago, you know, like. And remember it was this. So we got to be extra careful and do A, B and C. And so anyway, it just, it's very. It's very helpful knowing my patients. Really, really well. The other thing that is helpful knowing your patients is, you know, which people never complain about anything. And those people say, oh, you know, I'm having like this, a little bit of a, you know, abdominal pain. And you say, come in right now. You know, I'm sure this is probably going to be like a surgical emergency or something, because they just never complain about anything. And so if they're even calling me, I know it's going to be that it has to be something really bad for them to do that. And so that's really helpful too, because those people, if you, you know, if somebody else was seeing them that didn't know them, they'd be like, oh, yeah, you know, he didn't seem concerned about it. But. So all that to say that I really enjoy what I do. But when I first started doing it, nobody else was doing practices like this. It was a brand new concept. I was on the news and in the newspaper, and there was, I mean, there were a couple other practices in other parts of the country, but there was nobody in Dallas that was doing it. And in fact, I met with various people who tried to give me business advice, and they all told me it was never going to work. They're like, well, but people already pay for medical insurance. Why are they going to pay for this? And I was like, you know, people pay for all kinds of things. I mean, people could buy a, you know, a Honda Civic, yet they spend money on a Lexus. You know, why do they do that? Well, because that they see more value in whatever that is that's costing them more money. So. So I felt like, I think people are going to do this and there's really no way to do focus groups or really figure it out if it was going to work other than just hanging out my shingle and saying, all right, I'm open, this is what it is. And people started coming in.

Yeah, I mean, I think it's a good contrast to kind of what we talked about last week, that when we were talking about growing your business and we were talking about scale, and for you, scale and being bigger doesn't necessarily make it better. And your business model is really, the whole thing is that it's a small business and that it's. You and the patients don't want to see another doctor.

Yeah, yeah. I mean, it's, you know, you could say like, Dad's Walmart and I'm Neiman Marcus. But, you know, so, you know, it doesn't mean that it's completely unscalable. I did think, you know, I could have done some sort of franchise model early on, but again, I would have had to hire other doctors to do the doctoring. And I just kind of felt like the main reason that people came to me was because they wanted to see me and that. And it doesn't mean that, you know, other doctors can do things similarly and their patients will want to see them. But then. Then what do they need me for running their business? You know, they can open up their own business doing that, which many, many people have done. And there's lots of practices like mine all over the place now in various degrees. You know, some of them are bigger practices where the annual is less and the. And the level of service is less and some of them are higher and it's, you know, there's all range of different ways to do it. But at the time I. And I still kind of stand by that. Like, I don't know if I were gonna open up another practice and say Park City's personal physicians, you know, run by. And the doctor is, you know, John Smith. I don't know. Just seems like John Smith could just be John Smith practice.

Yeah. And also it'd be like, okay, what's the point? Yeah, like, unless you are unhappy with your compensation and you. I don't know, sometimes it's like, okay. Or like you have the energy and the will to go and do that. You kind of just have to weigh like the pros and cons. And I'm sure like in different phases of your life that's look different. Like when we were kids, you were a lot more busy and now you're like, oh, well, I could have done all that, but.

That's right. But I didn't have a bandwidth.

Yeah, exactly. So it's like, okay, like, I don't know.

Yeah, yeah, actually that's a great point. Plus it did become a bit intentional to keep it small and not to want to grow. When I saw the growing pains that dad had and I saw that he had to basically be supervising all these different doctors and he always called it herding cats because. Just trying to get lots of people who are very, very smart, but also think that they know everything about everything and trying to kind of get them to fall in line to do this particular plan, it's just.

Just.

It's just a lot of work. So that was kind. I was like, I don't. I don't. I don't really want to do that. Yeah. And. And also, like, to what end? I mean, I guess maybe I'd be sitting here, you know, a multi millionaire billionaire, but probably not.

Yeah. Like.

Yeah, what? Yeah. And truthfully, I really do. I really do enjoy what. What I do. And, you know, it's fun. I enjoy seeing my patients, so. And I do make a good living. So I don't know.

Yeah, I do think that's interesting. The point to Dad's point of trying to organize a lot of different doctors. Like, I didn't really ask him about that last week, but it is hard when you have all these people who want to be the boss and who are inclined to do that and who are very smart and have good leadership skills and everything that it takes to be a physician and. And then, you know, you're still a part of something else.

So, yeah, it's hard to have a group of all leaders. Right. You gotta have some followers in there. And. Yeah, it is. It can be challenging. And sometimes people don't always see what the bigger vision is because they get really buried in their small circle of problems. Right. Like, they're at their hospital and they're having whatever issues they're having there, and, you know, they're working hard, and so it's hard for them to see, like, okay, but this is a stepping stone on the way to this or this. And it's just hard to see the forest through the trees in those kind of circumstances.

Yeah. Yeah. Well, I think also just talk, just contrasting the two business models. Like, you have one employee, you have a small business, but it's very successful. Bigger is not always better. And I don't know, last week we were talking a lot about just being able to grow your own thing and build your own thing, and the hard work it takes. And you did all of that, but the scale is smaller, and there's different ways to do that. And I think that's an important emphasis on this podcast, is we're not telling everybody you need to go build a big business.

Yeah.

It's just opening people's eyes to different ways to have a career in medicine rather than just kind of what we're exposed to in school.

Yeah. And that's. I mean, that is a great point. It's not that. Yeah, that's not necessarily the answer. To build something bigger. And being small, there's, you know, there are certainly advantages. I mean, all. Everything's smaller. You know, the amount of money that comes in is smaller, but the amount of money going out is smaller, too. And so, you know, if you make some financial mistakes, those are smaller as well and as long. And because I do have a lot of control over my costs, I can keep that, you know, fairly reasonable and minimal, which makes it so I don't have to take on hundreds and hundreds of patients to make it work. There's some things that, you know, are helpful. Like if you are trying to negotiate, oh, let's say you have somebody come in and do, like, ultrasounds on your patients or something. And, you know, if. If you want. If you want them to do that, they're only going to come do that if you have a bunch of patients for it. So, you know, some of those things like, okay, I can't really. I can't really negotiate something like that, but it's not that critical anyway.

Do you have any regrets for starting your practice or, like, in anything that you did early on that you're like, oh, I wish I did that differently?

No, you know, I really don't. I did reflect a little bit on this recently because I was talking to a woman who started her practice five years ago, and hers is similar to mine, and she was telling me different things that she was doing. And I was like, oh, yeah, I used to do that. I don't do that anymore. Things like offering discounted pricing to certain people for various reasons. I do give discounted pricing to my patients who've been with me for a long time, because I feel like, particularly my early adopters, I think that, like, they took a chance that this was going to work, they took a chance on me. And so, you know, I feel that that's fair to keep them at a lower price point than the people who are just jumping on board now. There's other people that will want discounts for various reasons. And I used to do it sometimes, and it just never, ever works out somehow either. They. Because they're paying less, they don't seem to value you as much. I don't know, like, I don't know what that is. You buy something on sale, you don't value some. You don't value it as much as if you'd paid full price. I'm not really sure. A lot of those people, I kind of thought, well, I'll give them a discount and then they'll stay with me longer. And they didn't stay longer and they weren't like grateful or anything else. I was like, yeah, I'm not going to do that anymore. I'm trying to think. Yeah, there were just various other things that she was, oh, like just extremely demanding patience. People really wanting you to bend over backwards for them. And I was like, oh yeah, I don't, I don't, I don't do that anymore. Yeah, because same thing. It's never ever enough for those people. You think, you think to yourself, okay, if I work really, really hard for you, you know, we' to get you through this, this thing, I'm going to get you feeling better, whatever it is. And then they just want something more. They want you to do something else. And you finally have to say like, you know, I'm not your, you know, I'm not your personal assistant, I'm your doctor.

In a traditional practice. Can you fire patients the same way?

Yeah, okay, yeah, you can fire patients. You basically, you have to give them enough time to find a new physician, which, so depending where you are, that's sometimes a little bit tricky because sometimes if you're out in a rural area and there's not another physician, but in, yeah, like in Dallas you can establish yourself with another physician within a few weeks. And so yeah, you generally have to say like, okay, you're fired. You have, I'll take care of you for any emergencies during X period of time. I honestly haven't had to fire too many patients. I just usually have to say like they're asking me to do something and I just have to say, you know, I don't, that's, that's not what is. That's not what this is.

Yeah.

And then, but, and I would say most of the time once you kind of put that boundary up and then they're like, oh, okay, like they're, they're fine with it. You think that they're going to be really dissatisfied. And they aren't necessarily. They just didn't really know what, you know, what the rules were. And then you explain the rules and then, you know, it works out fine.

How did you deal with just like, I don't know. And do you still get criticism for having a pay for service?

You know, and I don't, I never really felt like I was criticized for it. I don't know, maybe people were criticizing me behind my back, but I, I didn't really feel like there was a lot of criticism I mean, I guess when I first opened and people would call and then they would hear the price and they would say, like, oh, gosh, you know, that's just. That's just too much money. But it was always ironic because it was the people who were driving off in like a hundred thousand dollars car that would. That were generally balking at the price. I'm like, okay, yeah, your, your purse costs more than the annual fee here. But so there were some people that didn't want to pay that. But, you know, again, it's like, that's fine if it's worth it to you or if it's not worth it to you. That's. That's up to you to decide.

I just think it's just this interesting rhetoric in medicine of being like, oh, well, okay, you came here because you want to help people and you want to do the most for society and like, you know, only taking care of people who can afford to pay your price, like, there's some injustice there, but like, everyone else in every other career isn't being the most, just like they're just doing their job and making money. So, I don't know.

I mean, I guess I feel like I really offer my patients excellent care, and so I feel really good about that. And I feel like if my practice, you know, if people paid a fraction of the fee or if I did a traditional insurance model and I saw, you know, 10 times as many patients, I don't. I wouldn't be doing as good of a job. Yes, I would be seeing more people, but not taking care of them as well. I don't know which is better. Take care of fewer people really well or more people. Kind of crappy for me. I'm not saying that's, you know, other people might be able to see all of those patients and do a really, really great job. I don't know. But this idea that somehow we should be accepting insurance payments, that that somehow makes us better or more noble. I think people really need to, you know, step back and take a look at that because, like, how is, how is taking insurance so noble?

Yeah. Yeah, exactly. Because there's, There's. It's not just this system that we have is not at all so. And people pick and choose what insurances they accept all the time. And many people don't have health insurance and that, like, you have to be.

Able to have a job and the whole system has so many problems in it that, like, you know, I, I can't worry about all of that. Yeah. I just have to say, like, I just have to feel good about what I'm doing. And as long as I feel good about that, then. Then I can kind of go on. I mean, I used to say to myself, okay, well, you know, I could do some more volunteer work here or there. When you guys were small, I didn't really have a lot of time to do that, but even I looked into that more recently. And the thing is, like, most of those clinics that are, you know, for like, indigenous patients and stuff, they. They don't really want somebody to come in and work like a half day every other week. What they really want is to have a full staff that works there all the time, and they want you to donate so that they can continue to operate, which I understand, but it's also like, you know, everybody thinks like, oh, I want to volunteer and do stuff. And they're like, yeah, we don't really want you, we just want your money.

Yeah, I feel like that's most things. And, yeah, like, I don't know, nonprofit organizations and. Yeah, I feel like that's majority of.

Yeah, it's just. It's more efficient for them to do that, do it that way. But, yeah, I mean, I guess I could see that. You know, you look back, so, you know, the doc, the doctor who took care of Michael Jackson when he died, this is what.

That was a crazy switch up.

Well, because that doctor had one patient, Michael, right?

Yeah. Taylor Swift just has. Has a doctor, a special doctor.

I'm Taylor Swift's doctor. Hipaa.

That'd be a crazy hippodra.

Oh, yeah. Okay. You know, I don't know, but I'm sure people like that, they do have to have a doctor who doesn't have a whole lot of patients and can probably see them in many locations and things. So I don't know, I can't come. Can't comment on that. But. But you know, you're just like, okay. And so I remember hearing that Michael and I could have these facts wrong, but it doesn't really matter that. But I remember hearing that he got paid a million dollars a year just to take care of Michael Jackson. And, you know, he didn't do it very well.

Yeah, yeah. He killed him, right?

Yeah. Yeah. So it's a bummer when a patient dies and it's your only patient.

Oh, my God. Did he go to jail? I think maybe he did. Yeah.

Yeah. I don't remember the. I don't remember the details, but, you know, you can be like, okay, like, having one patient, like, I don't know that's. That's getting pretty small in your concierge practice. But, yeah, again, I don't know. To each his own. But just don't. Don't prescribe medicines that really should only be prescribed for somebody in the ICU on a ventilator.

Yeah. Yeah. Well, recently you went to your 30th medical school reunion.

I did.

Oh, also, I saw your TikTok.

You changed it to.

To Dr. Davis, BGY 30.

Yeah.

That's funny.

Okay, thank you. To explain that to people. So, like, when you're. So when you finish medical school and you're in your first year of internship, you're called a PGY1. So that's postgraduate year one. And your second year, you're PGY2, PGY3. And just like, you know how, like, I don't, you know, normally people don't say how old they are, like, in months or something. People don't usually talk about their PGY year. But. So, yeah, I changed my TikTok handle to Dr. Davis, PGY30. But, yeah, had. It was so, so fun. I organized the whole thing as, you know, planned a happy hour Friday night and then a fun dinner Saturday night and tried to track down our class. You know, you guys don't understand this, but, like, when we graduated from medical school, we did not even have email addresses. Wow. So we didn't have email addresses. We didn't have, like, we didn't have cell phones. So it's not like you would have. And. And for, like, several years in there, even once you got a cell phone, every time you got a different new cell phone plan or switched companies or something, you had to get a new cell phone number. A new phone number. So you got a phone number. Like, every year you'd get a new phone number. And so. But, you know, like, you had a landline at your house, but once you moved from that house, you got a new phone number somewhere. So there's no. Like, obviously we didn't have any contact information for anybody unless you had, you know, seen them in recent years. So I had to search and search to try to find these people. I found some people on Facebook. I started calling people's offices.

I do have one question about that. So when you moved, would you have to call everybody and tell them that you were getting a new phone number?

Yeah.

Or you just. You kept a phone book, and then when you got that new phone number, you would give somebody a call and then you would say, hey, this is my new phone number.

Yeah, I guess so. Okay, I guess we did. Like, yeah, I moved. And so you called your people and told me you got a new phone number. But I think that our list of people that we called was not that big.

You didn't have a lot of friends.

Okay, think of your list. Now I'm sure you have big groups of people that you text and stuff, but how many people do you call regularly?

I don't know.

10? 10?

Yeah.

Okay, so you call your 10 people and give them your new phone number. Okay. Yeah. So everything else, it was just now sometimes you would like for my friends that I grew up with, they still had like my, my parents home phone number, so they might call that number sometimes. And if you ask my friends, and I still remember all my friends home telephone numbers.

Interesting. Interesting. That's crazy. I bet people like, or when you get older, you start to get some little dementia, you're gonna, you know, that hippocampus starts going away, but you're still going to be able to remember Jennifer's phone number. You'll just say it on repeat.

916-4544. Oh, no, don't, don't say it on the book. It's not. That doesn't work anymore.

Oh, oh.

8675309. That's. Sorry. That's a really dated.

Yeah, it's a song.

It's a song. Yeah.

Anyway, anyway, you had your, you had to organize this whole 30 year reunion.

Yes. And so we did. We got a good, we got a good crew there and it was super fun. And just like it'll be with you and your friends. Okay. Hopefully you guys can keep in touch a little bit easier. But you haven't seen these people in years and years and you see them and you just pick up like right where you left off.

Yeah, that's fun.

It's so fun. I also was lucky enough to get to see some of my friends, kids, two of them that are medical students, students at KU Medical center. And so got to hang out with them a little bit. They also brought some med students to our event Friday night and got to see them and they were just, you know, all super sweet.

It's just so funny. Like in like right now, I still just cannot imagine some of my friends being doctors.

Yeah.

Like, it's just so crazy that we're gonna be like. Yeah, like we're gonna be colleagues.

Yeah, it's crazy. It is crazy. And it's just this totally different slice. Like, you know, all of a sudden you see them in a professional selling setting and you're like, damn, they're like a real doctor. And then you go out with them that night, and they're just like, they used to be.

Do a lot of the people. Because you went to school in Kansas City do. Are there people in your class who, like, work together or any of that at all or. Not really.

Not that I know of. I can't really think of anybody that does. There. There may be some people. Well, other than my friends Jay and Suzanne that are married. That work together.

Yeah.

Their whole lives.

Yeah. Yeah. I don't know. I just think that's interesting.

But, yeah, it was kind of. It was weird, you know, just trying to track these people down. And I'm, like, calling their offices, and they're like, hi, would you like to see schedule? I'm like, no, this is Dr. Sarah Davis. I'm trying to get a hold of Dr. Smith. Our reunion's coming up. Blah, blah. Can you give them this message? And, you know, they were all real nice, but then I'm like, and here's my number. And you're just like, are they gonna get this message? Do they know that, like, I'm a real person? Yeah. And I kind of messed up, too, I think sometimes. I was calling and I was saying this Dr. Sarah Davis. Well, they don't know Dr. Davis. They know Dr. Blanc. That was my maiden name, so I probably should have said that, but.

Oh, was it hard to find people, too, who might have switched their names?

Yeah, a lot of people keep their maiden name somewhere in their name, so it's not so hard. But it is a little bit hard. And some people have been married multiple times and have a bunch of different names. And so, yeah, it's. You know, it is. It's hard to find people. And I'm hopeful that. I mean, I started a Google Doc that I sent around to everybody who was there, and I was like, put your information in here, and then please send it to anybody else you know, that, you know, couldn't make it. And let's keep this so that the next time it'll be a lot easier to track everybody down.

Yeah. But during the reunion, were you guys reflecting on your med school days? The good old days?

Lots of good old days. Talks. Yeah. I made a slideshow that had lots of pictures of us, and we had a lot of good times in med school. It was funny. Cause you look at that and you're like, oh, wow. Yeah, we did that luau party. We did that 70s party. We did. We're like, oh, that must have been Like a holiday party we did. There was something else. You're just like, oh, wow. We were doing lots of. Lots of fun stuff.

Do you remember it like that? Or do you. Was it kind of a reminder or like, do you remember just being in. What was it? Or major or whatever major?

Studying, you know, I remember having lots of fun in med school. I remember just really liking, you know, my friend and classmates. So. Yeah, I remember working hard, too, but I. I felt like there were really a lot of great people. And then it was just fun to see everybody back. And I was like, oh, my gosh. It's like they're just the same. They're still great people. And I think they are really great doctors too. And so it was real.

It was cool. Nice. Well, that's. That's lovely.

Yeah. If you're a doctor listening, go to your reunion. Yeah.

As my alumni representative for my school. Yeah, Go to your reunion.

Go to your reunion. You know, you never know. And it was. What was funny too is there's some people who came who weren't. I wasn't close friends with, but, you know, then we kind of start talking and then you're like, oh, yeah, I remember that. I remember that. Yeah. And then we started like a big group text and, you know, it was like, just really, really rekindling everything.

How big Was your class?

175. But 1/3 of those people went to Wichita for third and fourth year, so. And we really didn't see them again until, like, graduation. Well, how big is your class?

240.

Okay. Not that much bigger.

Yeah.

Anything going on with you? Yeah.

Yeah. So, everyone, I have a big neuro test. If you're listening to this on the date that it comes out, then the next day. So wish me luck. I will take all of the luck and prayers I can get.

Is that your studying plan? Well, luck and prayers, I'm not gonna count it out.

Doesn't hurt.

It doesn't hurt. It doesn't hurt. You just. You don't want to really, like, count on that as your only plan.

Yeah. Well, it doesn't hurt. But anyway, thanks guys, for listening. If you have any questions, you can email us@askenerations mdmail.com you can find us on Instagram and TikTok generations MD and we will talk to you guys soon. Goodbye. Bye.