The Secrets to a Remarkable Practice with Dr. Stephen Franson
In this episode of the Makin’ Moves podcast, host Travis Stewart interviews Dr. Stephen Franson (represented by Brad Stone) about the systematic approach behind building a high‑performing chiropractic practice. The conversation walks through the entire practice lifecycle – from the initial empathetic connection that builds trust, through a four‑step conversion formula (problem, goal, path, plan) that shifts the business from selling services to solving patient problems, to the importance of changing patients’ belief systems before physiological results take hold. Franson outlines the “Better Results Faster” workshop and the “Dirty Dozen” concepts that drive retention, and explains the “Four Seasons” framework (launch, build, scale, exit) with its five operational domains (attraction, conversion, retention, team building, collections). He introduces the Rubik’s Cube model – six interlocking pillars (vision, leadership, systems, people, training, energy) – for scaling, and details a team‑building system based on the “Four Rights” (right people, right seats, right work, right way) anchored by core values and A‑player hiring. The episode also covers metrics such as Patient Visit Average (PVA) and Collection Visit Average (CVA), and presents a comprehensive exit strategy that includes a roadmap checklist and a value‑driver checklist to make a practice sellable. Throughout, Franson emphasizes an optimistic, mission‑driven mindset and provides concrete, reproducible processes for chiropractors seeking durable, scalable, and transferable businesses.
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Hey, Makin' Moves! I'm Dr. Stephen Franson from The Remarkable Practice. Welcome to my crib.
What is up, everybody? Welcome back to Makin' Moves, a podcast for chiropractors looking to grow both personally and professionally. And I'm dedicated to bringing you content from the trenches, from high-level entrepreneurs and/or chiropractic GOATs that can help you fast-track your way to success, giving you implementable and tangible strategies and tactics that you can sink your teeth into to grow your practice today. I'm sitting here with one of the chiropractic GOATs, in my opinion, Dr. Stephen Franson, and I feel so fortunate to be sitting down right here with you right now.
Man, you're so welcome. It's just awesome having you guys here.
Rerecording a podcast. It's a story for another time. This podcast is called Making Moves, but I think it could be retitled Overcome because that's what we've had to do.
All in, baby.
We're all in. This trip has been nothing but hardship and just deeper learning. You know, we came out here to shoot a podcast. We came out here to have a conversation mainly for the benefit of the learners or the listeners. And I think I've been the biggest beneficiary of this trip.
Awesome, man.
and it's just been a blessing to come out here and see how you organize your remarkable life, how you live what you teach, and you've been just giving us the most hospitality-based experience that we could ever expect.
It's our pleasure, man.
We got to have dinner with the Franson family last night.
The whole family.
The whole family. It was incredible. Your sister Kim, just awesome person. The entire family was amazing. The night before that, you took us down to Portsmouth We had some really great clam chowder. We had the haddock, the Irish mashed potatoes. And the entire time you have been willing to provide us insight into not only how you operate, but all of the stories and experiences that may help us to improve our operations, you know, to fast-track our success and maybe just not make some of the mistakes that you did along the way. And so I just I just want to again share my appreciation for you and also say that one thing that I'm going to be taking with me is the hospitality that you gave and that you shared with us. And you kept telling me, "You're welcome." And you're literally welcome, you know, and I felt that. It wasn't just a formality, you know, "You're welcome." You were telling me, "You are welcome." And not only did you say it, but I know that you mean it.
Yeah, man. Well, you got to meet my parents last night, and you know that that's where it all started.
So yeah, absolutely. So I'm gonna be— I'm gonna take that with me as well, you know. And anybody that I can welcome into my life and, and bring along for the ride and show them what, what the chiropractic journey and the chiropractic lifestyle has done for me and my family, I'm gonna pay that forward. So thank you for that. Yeah, well, without further ado, um, let's, let's dive in. You know, we have a lot of really great topics, I think, to cover over these next 90 minutes. And I, I think that we, we may be doing it, uh, pretty quickly because Like you like to say, we're gonna try to shove 20 pounds of shit into a 10-pound sack. So I think we're gonna do that today, but it's gonna be incredible. Just wanna start by, you know, this book right here, which is the reason why I'm here, to be honest, is this book. I bought this book, received it in the mail, and then you guys sent me one actually after I had signed up for the CEO Program. But I read the top of the COVID page of the book and it really struck an emotional chord within me. And it says, "You can create a remarkable practice as part of a remarkable life, not instead of one." And that really hit me because as a practitioner now for 3.5 years in a practice, graduated August of 2020, opened my practice during the middle or the onset of COVID and kind of working through the first 2.5 years of my practice during a pandemic in Boulder, Colorado. Really restricted, really locked down, I was having to sacrifice what I thought was going to be a remarkable life in an attempt to build a remarkable practice.
Yes.
And I burned out really quickly. And it started to drive a wedge in between my relationship between myself and my wife, between myself and myself. I was, you know, sacrificing my physical health, emotional health, spiritual health, and all of that was the intention of building a a successful practice.
Yes.
And, you know, 3 years too late, I believe, I ran into TRP, and that first line really set me on my path to sitting here with you today. So I just want to say thank you, first off, for what you already have done for me there, but also want you to expand on what that means to you.
Hearing that story from you and hearing the impact that we had, it was just— you made writing the book worth it. So that's I appreciate it. I never get tired of hearing feedback like that. So that tagline is everything for us. It's about creating a remarkable practice as part of a remarkable life, not instead of one. So very often people drop off that end of that phrase, and it's not instead of one because at the end of the day, there's too much brokenness in the profession. I think this is true for all business owners and for entrepreneurs. Has a tendency to build a successful business, which is really probably a busy business or a busy practice, but at too high of a cost, right? So very typically you'll see people that they, you know, they at the expense of their health or their expense of their joy or at the expense of their marriage or not knowing their children, you know, they're physically breaking down, they lose their purpose and it's just, it's at too great of a price. And that to me just seemed incongruent, you know, with what we were teaching as far as the truth around the chiropractic principle. And, um, you know, I love to say that remarkable does not imply perfect. I want to make sure that people hear that, right? So, um, everyone walks with a limp, right? So this guy certainly comes limping into this conversation. So I want to make sure that, you know, there's so many leaders or thought leaders or influencers or whatever, they put on airs of like Perfection. Remarkable does not imply perfect, and you've been living life with us, so you see that that's absolutely true. The reality is, is that we teach from scar tissue, right? So everything that I created with the Remarkable Practice, our systems, everything we teach, is it's, it's coming from not just the success that we've enjoyed, but the spectacular failures that we've experienced. And you learn so much more in the struggle and in the failure if you're paying attention. Win or learn, right? They say in the Navy SEALs, right? So failure is not an option, it's guaranteed. So if you walk into this whole game thinking you're going to try to avoid failure, that's a terrible attitude, right? So failure is part of success. It's intrinsic to success. It, it will not— success— you will not achieve or enjoy success and sustainable success without multiple failures. So Ultimately, what I'm trying to do with The Remarkable Practice, that book, and our coaching business is to help you see around corners, help you avoid the foolish mistakes that we made, right? So telling you, you know, do it this way, and here's the 6 reasons why you should do it this way, and don't do it these 10 different ways, and here's 100 reasons why you shouldn't, right? So if we can keep people from stepping in it and save you some of the pain and the brain damage that comes from the mistakes associated with business, We just want to compress time, save you time, pull the money forward, pull the success forward, and give you an opportunity to have your cake and eat it too, right? So, you know, I'm contrarian by nature, so the fastest way to get me to do anything is to tell me it can't be done. And so I think the question we should be asking is, how can we have our cake and eat it too? It changes your perspective and it creates a thought exercise And I feel like that's what we've outlined in the Remarco Practice System.
Yeah, no, that's great. I mean, I, uh, I can definitely attest to all the things that you said, coming out and trying to reinvent the wheel and, and kind of piece together. I think, as you said, Frankenstein-ing my systems, you know, something I learned over here, something I learned over here, trying to piece it together like gears in a watch, you know, and thinking that I had done something that no one had ever done before. And then, uh, 3 and a half years in, seeing that I had done something that nobody wanted to do before, um, because it's really challenging to do, you know. And I think as we've said several times throughout our past 2 days, is business is a game and a sport. And so now understanding that there are better ways to play this game, you know, and I can use my competitive spirit, I can use my energy and my zest to help grow and expand the impact that we're making, not necessarily to survive. And so I think that's something that we're going to talk through here today. I do want to say that, you know, what really was, was so attractive about the Remarkable Practice to me is the way that you have organized and constructed all of the systems within TRP. I myself am a very visual person and I like to see things in frameworks, and frameworks just make sense to me because it provides me a blueprint. I can reverse engineer all the action steps and then I just have to execute on those action steps, right, to get to a clear, definitive goal. And so I was trying to create all of that and map all of that from scratch, you know, and just like I said, pulling it from different resources. And then I found TRP and the way that you outlined not only the internal or intrinsic systems for chiropractic practices, but also the seasons or the life cycle of a chiropractor just made so much sense to me. And the way that you broke it down was launch, build, scale, and exit. And then you had the 5 domains within each of those 4 seasons, which was attraction, conversion, retention, team building, and collections. And so now taking that, that 4 seasons and then adding the 5 domains in and then kind of extrapolating off of that, creating extension arms and laying out, uh, really bulletproof processes, procedures, and systems that have been tried and true, you know, tried and true over thousands and thousands of other chiropractors. I'm excited to hear you break those down for not only myself but also the listeners today. So if you can just give me a brief overview of those 4 phases of practice, if you don't mind.
Yeah, so that's, that's a great frame because it organizes conversations just like this. I want to make sure that we pre-frame this conversation before we just get into the data.
Sure.
Right, so I want I want to make sure that people hear the heart around what we're trying to help them achieve in their life. And you hear the word success used quite a bit. And I'm very careful around this word, right? Because I was yoked with somebody else's definition of success early on in my career because no one stopped and asked me what my idea of success was and made me do the work to unearth what truly is most important to me and to Camila and I as a couple and to running not just a business but a family and running a life together. So I think it's very important that we start there. And my pastor said something once that really struck me which I needed to hear at exactly the time that I heard it which is, "Be very careful how you define success because you're going to spend your lifetime pursuing it." And I needed to hear that. So we're very careful not to project on our clients or on chiropractors or anybody that we have the opportunity to work with, we don't project an idea or our idea of success. I don't tell people what success looks like, but I will tell you where success lives.
Yeah.
And I think that's very important, right? So success lives when you have alignment between 3 very important components. The first is your core values, the second is your vision story of success, and your third is your behavior. So, your core values are the things that are most important to you, right? So, the core values are the things that you have to do the inside work. You've got to unearth like what's really most important to me. Not an aspirational exercise of I think these are the answers. Like the beauty pageant answers that everybody gives around, "Oh, I should say these things out loud because somebody's asking me what's most important to me." It's like literally what is most important to you? Now, if you audit your schedule, your time, energy, focus, and money, each one of those limited resources has an economy. And your time, how you spend your time, how you invest your money, where is your focus and where does your energy go? That's going to reveal, that's going to tell you, it'll help you unearth what are my real core values.
Yeah.
Right. And most people won't do that work. There's brushing and then there's flossing. This is flossing, right? This is the deep work, right? And most people roll their eyes like, is he really going to talk about mission, vision, purpose, core? Yes. Because every successful person that I've ever known and I study successful people and I look for commonalities, and I'm sure this is true for you and for everybody listening, is they have done the work on core values, on purpose, on mission, on vision story, right? They've done the hard work so that they have clarity around not just who they are, but why they're here and what they're doing and what success looks like, right? That start— that exercise starts with core values. So then you have your purpose, which is your why, and your mission, which is how are you going to serve your purpose to manifest your vision. And your vision story is where are we going, like what are we creating, what's your ultimate view of success for you, like what does success mean to you through the lens of your core values. So once you have a clear— once you have clarity, and this is, this is fluid and dynamic, right, like your vision story is fluid and dynamic, and you've got to give yourself grace to allow that. That's a very healthy and natural thing, you know. Think about your life, you know, before you You started, decided to become a chiropractor, you had a vision story for your life, even if you weren't able to articulate it. And then you discovered chiropractic and your vision story changed. And then you get into practice and your vision story changed. Or before you met your wife, you had a vision story of your life and then you met your wife and that changed the story. And then you had kids and your vision story expanded and changed, right? So that's a dynamic thing. Core values are a forearm tattoo. Core values don't change, right? So you've gotta do that hard work to determine what would be the forearm tattoo with the list of these are the things that are most important to me. That becomes that reference point.
[Speaker:RYAN DESANTI] Yeah.
[Speaker] So once you have your vision story of success, like where am I going ultimately, then you can reverse engineer and say, well, where do I want to be in 3 years? And then in order for that to be a possibility, where do I need to be in 1 year? So you have a vision story of what success looks like to you. The third component is the tough one, which is behaviors. How do you then choose to invest your time, energy, focus, and money? Given that you've identified what's most important to you, Given that you've identified what success looks like to you, then you have to align your behaviors of how do you choose to invest your time, your energy, your focus, and your money. When you have alignment, like God is good, right? The word is alignment, right? When you have alignment between those 3 elements, that's where you find peace and joy and ease and sustainable success. Wherever there's any misalignment between those 3 things, That's where you have stress. That's where you have breakdown. That's where you have destruction. If there's any contradiction between those, that's where you really see breakdown. You know the expression, the— your contradiction leads to destruction, and the degree of the destruction is a reflection of the degree of the contradiction, right? So that's what that means, is if you have a contradiction across those three things that need to be in alignment for you to enjoy sustainable success. So That's a, you know, my diatribe on how to keep success a very conscious and deliberate, deliberate process in your life that you continually revisit. Am I, am I clear on my core values? Are we, if we're doing life together as a husband and wife or business partner, are we clear on our vision story? Do we agree on these things, right? So are we clear on the vision story? Is it part of a regular dialogue so we keep clarity? Clarity is the greatest accelerant. And you know this is true because wherever you lack clarity, it slows things down, right? So clarity is the greatest accelerant. Are we clear? Can we tell a clear and compelling story so that we can convey to others what does success look like so we can recruit them into helping us manifest that, right? So that vision story has to be crystal and it has to be a compelling story so people stop what they're doing and be like, I want to get in that boat. And they have to buy into that vision story if we're talking business. Or partnerships, even a marriage. And then it's the behaviors. Get those behaviors lined up, how you choose to invest your time, energy, focus, and money.
It's the lighthouse, you know. I think that that is, uh, that's something that, that was pretty profound to me whenever I first started coaching with, with Dr. Eric in TRP, the CEO. Big E. Yep, uh, the CEO program is— I, I had done the, the mission, vision, core values, uh, before, but I had done it in a way that Now looking back, it was brushing. You know, I had went through and I kind of picked out all of the buzzwords that everybody likes to throw down in their core values list that everybody seems to roll their eyes at. You know, they get that sheet and maybe this resource or this exercise had been prompted to you before, and it's mission, vision, core values, and you just kind of fill it in with words that feel right in the moment. That's pretty superficial. And then you throw in your 6 core values whether it be attention to detail, excellence in all we do, uh, innovative, you know, whatever that looks like. And then we were prompted to, to do this core values exercise again, and I had not only a video from you and Dr. Pete but also, um, Dr. Eric to kind of outline that for me. And Sarah and I sat down and did it together, and now we did it through a different lens. Yeah, it's like we have time, energy, focus, and money as our 4 limited resources. Where right now in our life and over the past 12 years of our relationship have we prioritized spending our time, focus, energy, and money? And how do we envision ourselves prioritizing all 4 of those limited resources in the future? And that's how we created our core values. It was in our faith. It was in our fitness. It was in our financial abundance. It was in our family. It was in our freedom. And so now we had our 5 core values that all of our behaviors were filtered through. Every decision that we make from this point forward will be filtered through those 5 core values. Does it add, uh, an opportunity for more financial abundance? Does it provide more freedom? Is it prioritizing our health and well-being first? Does it give us more time to spend with our family, to connect with our family, to grow our family? If the answer to any of those questions are no and/or it's not weighted properly in the order of priority, then the answer from us is no. And so I think that that right there can be something that is taken home and implemented tomorrow. It's not about typing in core values into Google and finding the top 100 buzzwords. And then throwing them down on a piece of paper. It's truly auditing your life and your values and your vision and creating true core values by which you filter all of your actions and behaviors.
That's right. It's a decision-making lens. And when you really settle down and you get to it, when you really land on them, uh, you'll— your yeses will come very quickly and your nos will come even faster, right? So I love that you went on the prioritization because that That list is— it's not just a laundry list. There's a meaningful order to it, right? So, for Camille and I, for our life, for our family, our top 3 core values are freedom, peace of mind, and abundance in that order, right? So, the priority is freedom. The second priority is peace of mind. The third is abundance. And when we did this exercise, we teach it, you should do this exercise as a couple, you should do it alone together. In other words, let your spouse fill out their list of what are their priorities. Then these are— put it in order of priority. What are your core values? I'm going to do that. Then come together. If you're going to merge your lives, you should merge those lists and say, "All right. Let's talk these down and say that, you know, let's land on a list for our family." Right? So, mine were things like, you know, I wanted abundance and I wanted influence and I wanted to have the success associated with growth and expansion and the mission, like had all of this. And I asked her, so what do you have, honey? And she was like, peace of mind, peace of mind, peace of mind, peace of mind, peace of mind. And I'm looking at her, I'm like, so you're saying peace of mind's important? So she's like, all of those things on your list, they just mean peace of mind to me.
They give me peace of mind, yeah.
And I was like, Raj of that, right? So we landed on freedom, peace of mind, and abundance, significance, and contribution. So that's how we ended up. And at the end of the day, if you look at that order, we use our abundance to buy our freedom and buy our peace of mind. So the way we use our abundance is investing in increasing our freedom and increasing our peace of mind. So the order really matters.
That's good. Yeah, just very quickly to close this thought, we did the same thing. So we went, you know, together or apart and then together. And apart, I came up with the 5 F's, you know, which felt cool and it resonated and it was in alignment. And then I went to Sarah and she gave me like a 3-page, you know, dissertation and it was exactly to the T if we took that and chunked it down, the 5 F's. Yes. You know. So that was really cool, is to see that even though we both were engineered to come up with our core values differently, we had the exact same core values.
So it's an interesting exercise to go through. And the way I teach it is you have your core valuables and you have your core values. So the core valuables are the things that you're trying to protect.
Mm-hmm. Okay.
So the Franzen Five, is your faith, your fitness— excuse me— your family, your fitness, your finances, and your fun. So those are our 5 Fs. Yeah. So those are our core valuables, okay, that we want to guard and protect in our decision-making processes.
Yeah.
And our core values are the lens through which we make the decisions.
Okay, really good. Um, well, let's, uh, let's get into the Four Seasons now that we've set the stage a little bit. We've talked about what success looks like. And just to reiterate, uh, to, to give you the opportunity to take this home with you, be careful how you define success because you'll spend a lifetime chasing it. So right now we're beginning with the end in mind. We're, we're looking at the vision story, the success story that we want to achieve, and the, the journey and the life that we want to live along the way. And so now we're looking at it from another layer deep, which is What do those 4 phases actually look like? And can you lay out those 4 phases for me?
All right. So we created this construct called the Four Seasons of the chiropractic career to organize conversations like this. But it's also how we organize all of our material, our courses, our programs, all of our clients, our coaches, our experts are organized into these 4 seasons, right? So the arc of the chiropractic career, there's 4 seasons available to you. The first is launch. The second is build. The third is scale. And the fourth is exit. So if you launch, build, scale, and exit across the arc of the career, launch is the first year in, in business, right? So when you've launched a practice and you own your practice and you own a business, that first year in business is called launch. The second year of business practice and beyond is called build. When you're an established practice and an established practitioner, an established business and you are looking to build the practice, right? So you happen to be the owner-operator, so you are a self-employed entrepreneur, you're a sole practitioner, you own the practice, but you are the one that's head down, bum up, adjusting the patients. So you own your job, right? So you love your job, right? So, but you— but it's a job and you recognize it is, it is a job, right? So scale is when you bring in other doctors, other providers, right? So either through partnership or more likely through associates, right? So, uh, when you are bringing in other providers, you take that concept of scalability and you bring it to durability, right? You've actually taken the job and turned it into a business when you go into scale. So the difference between a job and a business is businesses are scalable, they're durable, and they're eventually transferable, right? So there'll be transferable value. In other words, somebody who's a sophisticated business person can see the transferable value in the business and want to buy that business, right? So, scalability, everybody understands and they talk— everybody talks about scalability right now and that's wonderful, that's great. Scalability is when you can give more, love more, serve more, make a bigger impact and make a bigger income but everything doesn't have to be done by you, right? It's not a pound of your flesh, an hour of your time. You learn how to leverage other people, systems, processes, communications, technology, right? That's all about leveraging. Right? So durability is the next level, which was where you're able to give more, love more, serve more, make a bigger impact and a bigger income even in your absence. Right? So what it suggests is you can claw back your time, right? You can get your life back, right? So in other words, make it home for dinnertime, bath time, bedtime, right? So, uh, take— get your weekends back, maybe take vacations, right? The most expensive vacations you'll ever take are the ones where you have to shut down your business to go on them. You want to pay for your vacations twice? Shut down your business, right? So durability implies that you can continue to add value even in your absence. So obviously implies that you've got leveraged operations. You can do attraction, conversion, retention, team building, and collections even in your absence, right? So leveraged operations is one of the criteria for the remarkable business. And the compelling question we always ask is, Travis, what would happen if you took 90 days off? In your business? What would break? Would lead gen break? Attraction marketing? Would conversions break? Would you guys still be able to compel people to invest in their care plans? Would retention break? Can you deliver the chiropractic care? Are there multiple providers, or have you created leverage here? Or with team building, could you still find people, interview people, hire them, onboard them, train them, equip them, develop them? Is— or is that— is that leveraged? Or how about the money? Are you— is it all up to you to drive the revenues, right? So leveraged operations is the key component to durability, right? And as I said, transferability. One day you're going to sell your business, right? So you're going to hopefully, hopefully sell your practice. Transferability implies that somebody else would see the value and they'd want to buy it, right? So this is the exit, right? So death, taxes, and exiting, those are the 3 things that are guaranteed, right? So the exit season is when you're looking to make a graceful and profitable exit. So you want to find that right buyer, continue your legacy, make sure that your patients are well taken care of. Right. And then you can claw back value for the great value that you've created in the business.
Yeah, really good. Really good. I think what I enjoy so much about this is that they're not just those overarching concepts, but there's just so much detail embedded in each of them. And, you know, again, just kind of retouching on getting involved in the CEO program. First off, leverage is a word that a lot of people use. They like to use it now, it's a buzzword. Scaling is a word that a lot of people use, it's a buzzword. Systems is a word that a lot of people like to use and it's a buzzword. And, you know, I even used those words, I think, improperly prior to kind of understanding them on a deeper level. And those are the first few questions that were asked to me, that were prompted to me. You know, like, if you decided to take off 90 days, what would break? And I think that was a cold shower, you know? Because I immediately saw like, wow, my systems that I built in my practice that were built around me and my wife were built for me. And so I think a lot of what I've learned from you guys is that leverage— building leverage and durability in the practice is building systems for your team to thrive in, not necessarily building the systems around you and your expertise.
That's right.
And that's something that I've been challenged with recently because We built a very unique system, an operating system and product and product delivery system and attraction system. But a lot of that was built around myself and my wife. And as you know, we just had our first child, Theo, 8 weeks ago, which was the best moment of my life by far. But that took Sarah out of the practice.
Yeah.
And to be honest, it started to pull me away from the practice.
Yeah.
And so my team, you know, thanks I'm so thankful for them. Dr. Emily, Dr. Michael, and Tanya, they stepped up and they absolutely crushed it whenever I was gone. But I went in one Friday, and it was after it had been a pretty busy week, and I was like, how did it go, guys? How'd you do? And each of them were like, it was good, we did well. But all of them just looked absolutely smoked. Smoked. And so that was a wake-up call for me.
Yes.
It was like they did it and they crushed it because of their undying loyalty and their character and their effort that they put forward, but it wasn't efficient energetically. Right. You know, we talk about energy as an economy, and it took so much of their energy to be able to perform my systems well.
That's right.
And so that was just a moment that kind of led to a crisis that we've been talking about, you know, since I've been here, that you've provided a lot of value on, but trying to go in and manipulate, modify, and restructure things to set them up for success, not just myself.
So what you experienced was such a blessing because you're getting to see around a corner that you probably would not have seen. Right. So beyond the blessing of the baby, getting you out of that practice, putting your team into the pilot seat, trying to fly your jet that was built for you is a wake-up call. And you said it, they survived, but that's not the same thing. Survival is not thrival.
Right. So that's coming out of their ears.
Yeah. It's not the same. You know that it was not sustainable. Sustainable. Like, they couldn't do that forever, never, amen, right? And that would be even to hold the level, never mind grow, right? So the reality is, is that growth happens in the margin. And when you're operating at better than 95% of all— it takes everything you got to make it happen, right? 98, 99, 100%. When people start getting overwhelmed on your team, they start pumping the brakes. So you have to know that that's happening as a business owner. It's like, you've got to pay attention to your team. If they're sensing overwhelm, they pump the brakes. So best case scenario, you lose momentum of growth. Worst case scenario, you actually start to contract. Yeah, you'll atrophy. So ultimately, you're learning the lesson I learned the hard way myself. You learned it faster than me. It took me 10 years. My grandfather always says the human skull is the thickest quarter inch on the planet, right? So it took me 10 years. Like, I made all those mistakes. I painted myself in the corner. It was the Franson Show, you know, in our practice. We're a husband and wife team. And it didn't really reveal itself until, you know, Camilla got pregnant and we had baby, our first baby, my son Samuel. And then, you know, she was pulling away. And next thing you know, you know, I built up the associate doctor program to the point where we had help. So I was just like, you know, you can go. But I was still like getting so overwhelmed that I literally stopped one time and looked around like, I don't even want to grow the practice anymore. And she looked at me like, what? And that's when I knew that we had hit a breaking point. And it wasn't that I hadn't established scale because I had started to scale. It's just that I hadn't created durability. Yeah, right. And that's the big— that's the— I hope everybody's takeaway on this is that that is different than scalability, right? So, um, the next 13 years in practice, I had spent— I spent unwinding what I had created that way, the culture of that, and rebuilding the practice in such a way that it was a totally different animal. And I got it down to like where I was in there, you know, one shift a week on Tuesday mornings. Not because I don't love being a chiropractor and being in practice. Every single day I was in practice, 26 years in practice, I knew I was doing exactly what God hardwired me to do. Exactly. I used to say it all the time, I am completely built for this. I love chiropractic and I love being a chiropractor. So I didn't move away from something that I didn't love. It's just that we had maxed out, you know. We were doing constant work, seeing 350 patients a day, scoping, gowning. I mean, could not have moved faster for 15 years. I mean, it was just— we had like— I was just like, I was feeling the four walls, and I'm like, I'm young and strong, and I'm like, is this what I'm going to do for the right— like, I don't— what, what met— what is it, $1,100 a week? Is it $1,200 a week? When is— what's— I'm going to start working Sundays? Like, what is happening here? Like, what am I doing? And I felt those four walls, and that's where we started the coaching program, was I I had 39 associate doctors, and during that 39 associate doctor training process, I recognized that there's— everybody's a little different, right? So they're, they're doing the same systems that I'm doing, and they're saying the same things I'm saying, but they're not getting the same results. And it was just really a learning experience to recognize, like, oh really, there's categorically 3 different types of chiropractors. There's caregivers, there's business builders, and there's entrepreneurs, right? So we identified that and I learned that those are like 3 different roles in the business, right? It's like the difference between a righty and a lefty, right? It's a cognitive profile. It's how they're hardwired, right? You can't make a lefty try to be a righty or a righty try to be a lefty, period. And there's really 2 different types of leadership styles, really 2 different approaches to conversion is where it's revealed the most. Are you more of a persuasive influential with a lot of personal power style? Or are you more of an empathetic connector converter style?
Yeah.
And what I recognized was most chiropractors are empathetic connector converters, especially those that wanted to be associates. Yeah. So that's good. My system was set up for my personality as a persuasive influential leader.
Same.
And they were trying to be me and do— and it didn't work. So I had to break it all down and rebuild it. So our Remarkable Practice system is built for that person to be an empathetic connector converter because it's most, for most chiropractors, better than 75%, their cognitive profile is to be a caregiver. So that's natural for them. And you can teach people that, you can train it. It's a system, it's a process, it's a set of provocative questions. It's literally a system with scripting, et cetera. You can train somebody how to do it and boom, everything took off. And that lesson that I learned from that was when you're an owner-operator, you hire people and build a team around you to support you. When you make the ascension from owner-operator to CEO, you build a team around— a team of experts, and you come around them and support them. Yeah, it's a totally different thing when you go from laborer to leader. Your team is totally different, right? That's a totally different approach. My job as the CEO is to create environments where people are more successful with me than without me. And I serve my team. My team is there serving our clients, and they were serving the patients, and now they serve our coaching clients. I serve my team. My team— I take care of the team, the team takes care of the customer.
Yeah, yeah, that's good. I think, um, I definitely experienced the, the cart pulling, you know, and not, not just, not just being the one that's pulling the cart, but also being the one that wanted to pull the cart. You know, it's like, I got this.
Oh yeah, I got it on my back.
Put it on my back. I can carry this. I can pull it. I will not tire out. I will persevere.
I'm all in on the bar. Let's see.
Yeah, absolutely dedicated until I reached my pain line, which is what we had just talked about. And then, and then once I began to understand that concept that we actually won't grow through or past our pain line, I realized why there was some moments that I can reflect on where it was almost intentional sabotage, self-sabotage. I was the one pumping the brakes intentionally, but subconsciously, because I didn't want to grow through that pain line because more—
survival— more work.
Yes. And so I think that's where the conversation of durability came into play, not just scalability, not just starting to bring in a few more associate doctors and then to work side by side so that I could continue to now put more weight on my back. And have more weight to pull, but also now creating durability that actually uses real leverage so that those operations are carried out without me. Yeah. And then I can be in a supportive cast member role. And I think that's where now that pain line expands. And I guess there's always going to be that goalpost. So it's just once you kind of achieve that and maybe surpass through that season of problems, now we're talking about a new season. Of problems and challenges that are going to come. But that was, that was really good. I, I've really enjoyed that reframe for me so far and the systems and processes that you guys have laid out. Let's talk through the 4 seasons now. So let's, let's dive into launch. Let's, let's have you break down the blueprint for launch. I know you guys have a Remarkable Launch program, which I wish I would have been in, to be honest, because I launched and I'll never regret any of the things that I did because it's It is absolutely 100% what created the person that I am today, what provided me with the experience, the experiential wisdom and knowledge that I have. I always like to say I wear my scars like medals, and I have a lot of them. And I have a lot of those scars because of the way that I did things, the choices that I made. However, I do, looking back, think that my, my path could have been a lot more easeful, maybe not easier. But easeful. I think that we're built in challenges, we're built through hardship, but those are things that you're not going to eliminate for people anyway. They're going to have their own challenges, they're going to have their own hardships. So if you could break down the blueprints— the blueprint for me in bullet point fashion and just kind of let us know, like, what are you guys prioritizing to ensure a remarkable launch?
So I love that we're going to unpack these, um, and, uh, I just want to add that the struggle and the hardships are just part of it, right? So we just have to make sure that we— I'm not trying to normalize, um, the, the hardships to the point where, you know, you're setting yourself up for these expectations and you're looking for your next hardship. Yeah, but you are looking for your next struggle, right? So we should— an on-purpose, on-mission person is always looking for their— the next hard thing to do, right? So it's one of those things that I think that that's what's developing the grit that it takes to be a really successful chiropractor. So just don't be afraid of those things. It's just like, I do hard things, right? So when you get on the other side of that and you are stronger, right? So I think the struggle is such an important part of the journey. So when people feel the struggle, just gotta shift your attitude around and be able to say, oh good, great, okay, good. This is the hard thing. This is where most people quit. I'm going right through this, over it, around it, Whatever, and just make struggle your friend and recognize it's just like when we were in the Hell Barn yesterday. Those Atlas balls, it was a struggle, right? Fighting gravity like that. It's like, good, right? That's why we did it. We chose to put ourselves in that environment. And when you look at whatever you're doing, whatever project or going into the day, the shift, the week, this year, whatever, it's a workout. And you walk in there intentionally and you're there to fight gravity, right? And that's where all the muscles grow, so. Let's talk about Launch. So yeah, we have the Remarkable Launch Program, which we designed for those doctors who are looking to open a practice. So if you want to go and open a practice, whether you graduated, you know, 2 weeks ago or 12 years ago, when you're ready to open a practice, the Launch Program is like a paint-by-numbers, soup-to-nuts, roadmap that tells you exactly what to do and how to do it with all the resources. So the 5— there are 5 phases to launch that we teach. So the first is your vision, right? So getting super clear on what, what does success look like to you? Like, what is your practice vision? How do you love to practice? What problems do you solve? What type of people do you love to work with? How do you want to spend your time? What do you love doing, right? Like getting super clear on This is what I want the look and feel of this practice to be like, right? So there's so much to be said to the vibe of a practice. Like when you walk in, you like get a sense of this place. What does it look like, sound like, smell like? Like get a sense of what does success look like to you, right? So starting with a really, really clear vision and give yourself the grace of knowing that that's gonna evolve. It's gonna be dynamic, it's gonna be fluid, but constantly be challenging yourself to work on that, journal it, Create your vision board. Just get clear, as clear as possible. Then number 2 is your search, which is figuring out where do you want to practice? Where in the world? Where in the country? Where in the state? Do you want to be in a suburban setting or do you want to be in an urban setting? Do you want to be in a professional building or a strip mall, or do you want to be in a standalone building? Do you want to be next attached to a CrossFit box? What do you want? Your, your practice facility to be like the search for where your ideal office suite is, right? So there's the search process, uh, then it's your design, right? Designing the place and doing your floor plan and your layout. And, and that really actually goes all the way through to like your digital footprint, right? So everything about your design, designing the business and designing the practice, uh, that whole look and feel concept. But the function drives the flow. Right, the flow drives the design. So we want to make sure that we're setting the practice up so we know how we practice so that we can actually design the facility that will be efficient and structure dictates function. So 100%, yep, right. So, so many people get all jacked up, um, with their office space and their design because they just didn't think it through as to, you know, what was it like. And I know we took the Sawzall out 3 different times when I was in over a 15-year period, just knocking down walls, cutting doorways, expanding the hot seat area, and, you know, taking on the next suite next door to build out a patient education center. I mean, it was just crazy.
Yeah.
You know, but it was awesome, and it was evolving as the vision was evolving.
Yeah.
And then it's the build-out, right? So it's your build-out, and that is the actual physical plant build-out. And then there's your launch, which is, you know, your marketing up until your soft launch, and then your grand opening, etc., and then your first 12 months in practice.
Yeah, yeah, that's good. I would say that, you know, looking into these 4 phases here, like, first off, vision casting— I think we did a good job of that. The search, not necessarily. I think I made 3— I've made 3 major mistakes in my career thus far, and one of them being location. And I think location is everything. We made a poor decision to move into an undeveloped area, or a newly developed area that we thought we were beating the developers development. We were going to have a lot of traffic that was to come in the next few years. That's how the city had laid out the plans. And those plans, like you have said several times this weekend, everything takes more time and is harder than what you expected or anticipated. So all of that expansion has been pushed back, that development's been pushed back. So we're kind of in a, in a, um, the outskirts. Yeah, of the outskirts, you know. So we just don't have heavy traffic right now, which has been challenging. And that's, that's one thing that, that I would have changed for sure— location, location, location. But you, you also said one other thing the other day that, that I want to drop here as a golden nugget. You said to live where you want to live because you'll always drive to work. And so even that, that's not necessarily embedded in the Remarkable Launch program, I do think that it, it matters for young chiropractors that may be uprooting from, from school and then they're moving halfway across the country to go practice where they want to practice, but also reminding them to live where you want to live. And so you mentioned living here, beautiful property, Hampton, New Hampshire, and then practicing in Boston. And I see why you live here, because this is just a beautiful paradise that, that you have built and obtained here, but you practiced an hour away. And so I've always thought, like, why would anyone want to, you know, drive an hour to and from work? But it makes so much sense now. You're always going to drive to work. There's always a commute, so you might as well live where you want to live.
That's right.
That's a good point.
Yeah, um, you know, we are beach people, uh, we're surfers as a family, so I knew that if I worked all week long and there was a great swell on the weekend, I'd end up leaving my family for the weekend and go to the beach to go surfing. And that was— I was like, I don't want to be that selfish dad, right? So we live where we surf and You know, the beach is right over there and having the ability to get up even when my kids are young and I could get up, do a sunrise surf and be back before they even get out of bed. And I'm going to be a better dad all day long. I'm so energized and stoked because I just had a great morning, a great start to my day. And you know, it's like, what are we going to do the rest of the day now, right? So that to me was worth the 1-hour commute. And the commute, that commute's long. You know, that's a longish commute. I think probably 40 minutes would probably be ideal. But the blessing in that was I got to listen to every book ever written over 20 years, 22 years of driving back and forth. You name it, I've read the book, I've listened to it. And I would usually buy a book and take my notes in the book as I was listening to it. You can read books pretty fast that way. That was just a hack. There's always a trade-off, you know. So, you know, is it great to be in your community and be able to take care of everybody in your community that you coach the kids' baseball team and you and you meet new patients and new families that way? Yes. So I traded off on that, but I just made sure I was intentional about interjecting into the community or injecting ourselves into the community and, and really engaging and participating in the community. But when it came to go home, it was right up 95.
Yeah. Let's dive into build. So we've kind of talked through the launch phase now, and I know we left a lot of systems talk on the table, so I wanted to save that for the build phase because even though it is appropriate and I think in launch You know, you're going through the planning of your practice systems. You're not really in the trenches yet. I know you did talk through year 1, but even if we have to retrace a little bit, we can do that. But let's talk through the build phase. And I know the build phase now to be where you are the practitioner now that is kind of wearing all the hats. It's owner-operator. Owner-operator. And you have your 5 domains under The Four Seasons. And now let's take those 5 domains and speak to them under, under the build phase.
That's right. Okay, so when we talk about the 5 domains, these are the 5 domains of the practice. This attraction, marketing, lead generation, conversion, which is your sales process, right? Compelling people to invest their limited resources in your services to achieve their goals. This retention, which is delivery, right? It's delivering on your promises. So it's educating and adjusting patients. Making sure people get better health outcomes and a great health experience. Then there's team building— surround yourself with a world-class team of A players, A players only. And then there's the finances, the money collections, right? So no money, no mission. So, uh, just making sure you get all 5 of those domains right and know that all 5 of those domains live under each of the 4 seasons. But the attraction conversation is different in launch than it is in build. The conversion conversation is different in build than it is in scale. The team building conversation in scale is different than it is in exit, right? So you have to understand that all 5 of these domains exist in all 4 of the seasons as you go through the arc of your career, but the conversation is different, right? So when you're talking to me about your conversion process and you have associate doctors, That's a different conversation than when you are the sole practitioner trying to learn a conversion process, right? So there's two entirely different things, right? So yeah, our conversion process, we have our conversion and retention systems, right? So they complement each other. And very often those can feel disjointed with many systems, but our system is attract to convert and convert to retain. So we're very intentional about that. At risk of projecting. For me, it's all about retention, right? So ultimately, I know the value of regular chiropractic care over time. I understand the concept of compounding wellness versus compounding sickness. If you are subluxated throughout your life, you're going to have compounding sickness. If you are subluxation-free and getting checked and adjusted regularly throughout life, you're gonna enjoy compounding wellness. So the longer you stay sick, the sicker you get. Everybody gets that, right? So the longer you, conversely, the longer you stay well, the healthier you get, right? So that is the premise around how we set up all of our systems, right? So we attract to convert and convert to retain. So our conversion process really tees up retention so that retention becomes natural, right? It becomes, I won't say automatic, that's probably too strong of a word, but if you really do the system properly, it becomes nearly automatic. You know, so this is the key to it is doing that day 1, 2, 3, 4 process properly so that week 1, 2, 3, 4, month 1, 2, 3, 4, year 1, 2, 3, 4 goes so well for a 44-year-old or a family of 4 or a 4-year-old, right? You have to have total clarity around exactly what that looks like.
Yeah.
So, conversion. Conversion is day 1, 2, 3, 4. Day 1 is all about connection and discovery. Day 2 is all about ownership, taking ownership of the Four Agreements. Day 3 is about expectations and agreements. And Day 4 is about paradigm shifting and recruiting to the mission.
Yeah, that's good. Let's, uh, let's, let's— we're going to unpack that. I just want to very, very briefly touch on this just because I think it's a big problem or a big perceived problem in our profession. Um, and now with us, with Making Moves Chiro Ads Academy, we get to talk to chiros all the time and we ask them questions about what may be bottlenecking their growth. And, uh, typically the, the answer that we get more commonly than not is I just need more new patients. Has that been your experience as well?
100%. So regardless of where your business is, the size of your practice, and I do use those words distinctly, okay? So I wanna make sure you guys know that I'm intentional when I say practice and I repeat myself and say business. Because those are two sides of the same coin. There's a difference between your practice and your business, right? So from my experience, chiropractors don't lay awake at night worrying about their practice. They lay awake at night worrying about their business.
Yeah.
So we're very clear at TRP. We, we have drawn that distinction, and we coach and train those as two separate and distinct things. They're conjoined twins, but you have to appreciate them as two separate and distinct skill sets, knowledge bases, right? So things to focus on. So yeah, I mean, where did you want me to go with that? Um, what was the question?
Attraction.
Yeah, new patients.
New patients.
Yeah, sorry.
That's okay.
So new patients, you know, for most people when they, when they talk about new patients, regardless of what size their business or size their practice is, whether you're seeing 50 people a week, you're seeing 550 people a week, or 1,000 people, everybody wants more new patients, right? So at the end of the day, it's, you know, you should be wanting to see more new patients because of your purpose and your mission and your vision for what you're trying to create. So it should be a creative process and be mission-driven versus we need more new patients because we have so many patients dropping out of care and we're losing so many patients, right? So That's more of replacements than it is new patients.
Replacements.
Right? So that concept of like, oh yeah, I've got to be able to generate all these new patients into the office to continue to grow, it's because they're losing so many people in the process, right? So at the end of the day, if you can generate new patients when your house is on fire, you can generate more new patients when your house is on purpose. And I think that's the shift that people need to make. So yes, we want to increase the number of new patient leads, and we're very specific about how to do that, internal, external, digital marketing, but we have to fix our shit. We've got to stop losing the people that are part of the tribe and that are in the house, and this is again, is where retention becomes so critically important. So we have to make sure that we set up our systems so that people go from being believers to being understanders, right? So because when people understand chiropractic, you want chiropractic care, right? So you don't have to believe chiropractic, you can understand chiropractic. And when you understand it, you want it, right? And when you— once you develop wanting, people want to be under regular chiropractic care.
Yeah, let's talk through conversion. You know, I think I recently took my team to Nashville to the Conversion and Retention Immersion.
Yeah.
And it was one of the best investments that I've made in not only myself but my team. You know, us, us showing up there with 7 700 other people in that room, which is— this is, this is kind of crazy too, and I want to touch on this. Um, we were at dinner the other night in, in Portsmouth, and, uh, you kind of showed us right across, right across the port there. You're like, that hotel right there is where we held the first TRP immersion. And that was, you said, 7 years ago, was that correct? Yeah, 7 years ago. And how many people did you have at that immersion?
35.
And how many docs did you have?
32, 33.
How many docs?
7 teams.
7 teams. So 7— yeah, so 7 lead or owners with 7 teams of people that equaled to 35 people. I was in one of your immersions that was being put on this year. Right now there's one in Australia going on.
Right now.
With hundreds of chiropractors there. Yeah.
That's durability.
That's durability.
It's happening and we're here in New Hampshire.
There you go. And— oh, cool. We'll be there. And oh, I see.
No, you and I are here in New Hampshire. This year, you. Literally simultaneously, there is a couple hundred people in a room.
And we're here.
At a Remarkable Practice immersion in Sydney.
I thought you said it's happening in one year in New Hampshire. I was like, I'll be here. Back for the clam chowder, without a doubt. However, you know, you made that point. And again, for me to see that amount of growth, over just a few years is incredible. But, you know, you guys did a fantastic job of putting on a really well-organized and well-delivered immersion, and I had so many great takeaways. And I think obviously a lot of them were in the conversion retention process, and I think one of the kind of main takeaways that I had and my team had was beginning with the end in mind. And so taking that perspective, new patient, from skeptic or seeker. A lot of times the seekers are skeptical of chiropractic. We're their last-ditch effort.
Yeah.
And you're taking them from skeptic to believer in the conversion process, which you guys broke down to be day 1, day 2, day 3, and day 4, which is pretty great because day 3 and day 4 seem to hold just as much weight, if not more weight, than the actual day 1 connection and discovery. And then day 2, which is where the financial— the commitment happens. Yeah, but that's all— that's a lot of times where I see a lot of chiropractors stop.
Yeah.
And they think that that's the most important part of the entire conversion process. You guys said yes, and there's a day 3 and there's a day 4, which I'm glad for you to touch on. And then you go into retention, which is developing now the believer into the understander so that you can create lifetime chiropractic patients. So can you walk for me through the day 1, day 2, day 3, and day 4 process?
In 5 minutes? Sure.
Very brief.
Uh, yeah, which usually takes 2 days, right? So, uh, yeah, the day 1 process is all about connection and discovery. So, uh, every new patient that's ever walked into any of our practices or businesses, they only want 2 things. They want connection and direction, and they want it in that order.
Right?
So that's a really, really important thing to understand. Um, connection is an empathetic connection. In other words, making sure you make sure the other person feels heard, right? So making sure that that potential new patient, that prospect, that lead, that human being sitting in front of you, make sure that they feel heard and understood, right? So making that empathetic connection is the slow down to speed up, right? So making sure the person feels heard and understood, because once somebody feels heard, they're ready to listen. And once somebody feels understood, they're ready to understand. And then they want to hear direction, which is, you're an expert, tell me what to do, tell me what to start doing, stop doing. That's the direction piece of it— recommendations for care. So I used to suck at this because I knew what they needed to do, I knew what their problem was. You know, you're subluxated, like, give me my scope, give me my hands, I need some films, let's get after it, I can help you. Do you want— do you want to get well? Do you want to get over this? Like, I don't need to know— I need to know all your trauma history. I don't need to know you're allergic to cats. I just don't need all that, right? My inner, like, you know, I just want to charge and just help people. I want to get to fixing, right? Yeah. Well, that doesn't serve the patients well, right? So I shudder to think how many people, despite my greatest efforts, despite whatever success we enjoyed, how many people did we blow it with, right? So Anyway, so the connection piece of it is so critical, and I used to leapfrog right over it because it was, you know, I had— it was based on my experience and my philosophy and what I had seen and what I knew, right? I just need to get to the direction piece of it, but they didn't have that experience. They hadn't had that— those observations. It was not yet their philosophy, right? So I just, I just blew it and skipped right by that and blew blew past the connection piece and right into direction. So that was a big mistake. Learned it, learned the hard way and corrected it and systematized that because I'm not naturally empathetic, right? StrengthsFinders, right? The top 32 strengths. I think empathy is like 36 for me. So I needed to make it an academic experience because I needed to learn it because I want to help people. So I'm like, okay, this isn't for me. This is for them. Oh, okay. So I've got to communicate this way. So that we can actually speed up. Because conversion happens at the speed of trust.
[Speaker:RYAN DESANTI] Good.
[Speaker:BRAD_STONE] Okay? So if you do not establish trust, everything slows down. So I knew the fastest way to get to speed was to slow down, which is so counterintuitive. That's the paradox that people have to understand. Once you get to trust, whoo, everything speeds up forever with that person until you break trust. So that was the key to day 1. Day 2 is about ownership. They've got to take ownership of the Four Agreements. We have to agree on that, is that there is a problem and what that problem is, right? So the life effect— my health has gone sideways, it's jacking up my life. We have to agree on the problem. Then we have to agree on the goal. What's the objective? What are we trying to do together, right? So we have to agree on the destination. You know, we're going to go here, then we're going to go here, then we're going to go here. We're going to go— you're here at point A, you want to go to point X, Y, and Z. Not I want you to go, you want to So, you have to learn how to be Socratic and how to provoke the truth from people. Because when you say something to somebody, it means something. When they say it to you, it means everything. So, you've got to get them to tell you what are they trying to accomplish. And you've got to be able to ask the right provocative questions. So, we have a system of questions that you ask in this order to build trust and unearth what are their objectives and what are their goals. Immediate goal, short-term goal, long-term goal. And you're gonna base your recommendations on that. Okay, so ultimately you wanna be a GPS system. At one point you're gonna look at the patient and say, okay, Travis, I'm ready to give you my recommendations for care. It's important that you understand how I've arrived at these recommendations for you. Frame it. Okay, doc, your recommendations are based on two things, your goals and my findings. Your goals, you told me what you're trying to accomplish, immediate goal, short-term goal, long-term goal. And these findings that we just reviewed, They come together and they tell us exactly what you need to do to get what you want. Do you hear that? So now it's a GPS system. The exam results are point A. This is you. You brought you here. You've been driving your whole life. This is where you got you. This is you on the GPS system. I asked you a bunch of questions. Where do you want to go? I want to go here immediately, here in short term, here in the long term. So that's point X, Y, and Z. So now we put it into the GPS system and it spits out directions and this is what you need to do to get what you want. So you can stand back and you can come alongside them on their journey as the shepherd. All right? So they've got to take ownership over their goals. So problem, goals, then it's path and plan. The path is the path. These are my recommendations for care. This is what— I don't make suggestions. I make recommendations based on where you are and where you want to go. This is what you need to do to get what you want, right? That's recommendations for care. And then the plan, the plan is the bill. It's the financial piece of it. Once you establish the value and establish wanting, it's just what it costs. If you do not establish value, then cost is the only context that a person has. So you have to make sure you see it's problem, goal, path, plan in that order. It's a conversion formula. And once you establish value, People focus on value, not cost. If you don't establish the value, then all they focus on is cost. So if you feel like you've— you're selling care, you didn't make the empathetic connection, right? If you feel like they're just cost-focused and you're hearing, oh, this is expensive, you didn't establish value, right? So there is a formula that we teach that we follow so that is totally trainable and reproducible regardless of your personality. Regardless of your confidence and your swagger and your personal power, like all the things that most people rely on to try to sell people, you just gotta shift from selling to solving. As soon as you take that perspective of people, the purpose of a business is to solve a problem for another person, you'll understand that that's how we add value. You go from selling to solving and people just say, yes. So that's the commitment. So day 1, day 2, commitment happens on day 2. They commit to the care plan, they say yes to the payment plan, they strike the credit card, they get on the schedule book. Like, they're committed. They're not converted. True conversion happens when you change their belief system, right? So we want better health outcomes. That's why we're in this business. If you want better health outcomes, you better recognize that you can't do an outcome. Patients can't do an outcome. You do behaviors that drive outcomes, right? So bad behaviors drive bad outcomes. Good behaviors drive good outcomes. We all know this to be true. So you have to go upstream from outcomes and you got to say, I've got to change people's behavior. Well, if you've ever tried to just change people's modified behavior, it's very frustrating. It's usually short-lived, especially if you have, you know, kids or a husband. You recognize that trying to just change behavior doesn't work, right? So it can be very frustrating. We know upstream from behavior is belief system, the way we think. Belief systems organize behaviors, behaviors drive outcomes. So we have to go all the way upstream to the belief systems. We've gotta make sure that that is our job. We have to change the way they think. We have to change the way they think about their body, their health, their life, how they can influence their health and their life and their outcomes. And you gotta teach them that behaviors matter. They have to understand how influential they are. You've got to give people back hope. You tell them the truth, the whole truth, and nothing but the truth, which means you give them back personal responsibility as well. It's the double-edged sword. You give people back hope and personal responsibility. Chiropractic is a done-with-you program, not a done-for-you program. This is a partnership. So you have to partner with the patient. You gotta say, listen, this is your journey. You are the hero on this journey. I am your shepherd, right? I'm your sherpa. I'm your coach. And whether it's a hug, a high five, or a headlock, I will be next to you cheering you on, holding you accountable, encouraging you, delivering world-class chiropractic care, telling what you should start doing and stop doing. That's our role. So that all happens on day 3 and day 4. Day 3 is about expectations and agreements, which is training and shaping ideal patients so we can collect ideal patients. So that's beyond just office policies. It's setting expectations and agreements with your patients so that you can be a partnership. And you teach and train them on how to be ideal patients, every single detail. It happens on day 3 because they're ready, they're fresh, they're committed, they're having a holy shit moment because they just committed 4 months and 36 visits and $3,600. Holy shit, that's like a lot, right? So that moment is pregnant with attention. They're like trying to They're freaking out because their inner economist is like, how do I mitigate this risk I just took on? Right? So you step right in and that's when you say two things. 3 times a week means 3 times a week. Right? The people who never miss or change their appointments, they get our best work and they get the best results the fastest. They're happy. We're happy. Everybody's happy. Travis, the people that miss their appointments or change their appointments, they interfere with our work and they sabotage their results, slow everything down. They get frustrated. They're not happy. We're not happy. Nobody's happy. So 3 times a week means 3 times a week. Are you with me? Yeah. Second thing, I know you still have a lot of great questions for me. In fact, you don't even know what to ask me. Do you hear that? You don't even know what to ask me. Create curiosity. There's things you need to start doing and things you'll need to stop doing outside of here so you don't screw up my work, right? And slow down your results. For your convenience, I've organized all of that information for you in a new patient orientation called Better Results Faster. Your new patient orientation is scheduled for Wednesday night at 6:45. Okay? It's not an invitation. It's the next step in your process. Now, if you have a spouse, I'll say, "Now, if your house is anything like my house, you're probably going home and trying to explain to your wife everything that you've been learning here, right? She's probably asking you some questions you have a hard time answering. That's my job. I want you to bring her to that new patient orientation with you." so that she can ask me those questions and I'll answer them for you. Okay? So now the spouse is coming. So we've just slayed 2 dragons. Compliance, get them to follow their schedule so you can do your best work so they stay, pay, and refer. And get them to workshop so you can do everything else in the space and time that you create in workshop to shift their paradigm, equip them to get better results faster, and recruit them into the mission. That's day 4. So day 4 is better results faster workshop. Okay? It might not technically be the 4th day or the 4th visit. But we call it day 4 because it's the last step in the conversion process and it's the first step in the retention process. My standard is you should be delivering the workshop where they walk in the door as a believer and they walk out the door as an understander.
That's good. And you know, I heard you just continuing to reiterate the importance of the workshop and I will say that I, I know several chiropractors in the industry that have mentioned trying to do some type of new patient orientation and always having challenges, you know, getting people there. And you, uh, I think somebody may have even asked you that question or prompted you with that question at the immersion. And we were in, uh, the, the, the room for the leadership and management, the, the CEOs mainly, and the owners of the practice. And you had a few associate docs in the, uh in the audience, in the crowd. And you called them and you said, how many people during your time in our practice missed the new patient orientation? And they said zero. And so I think that was really cool because a lot of times you can say things from the stage or you can make comments. And a lot of times I'm sure a lot of chiropractors are rolling their eyes. They're like, yeah, right. There's no way. He had 100% attendance rate.
We had 100% attendance rate in the Better Results Faster workshop. Yeah, I never had a patient who did not go to the Better Results Faster workshop, and because I was committed to it, right? So there wasn't— it wasn't an invitation. Um, you know, you, you go, you take a patient through a process. They have a consultation. Does everybody have a consultation? Well, yeah. They have an examination. Does everybody have an examination?
Yeah.
Do they have a report of findings? Does everybody have a report of findings? Everybody? Yeah, everybody. Recommendations here? Yeah. Financials? Yeah. It's like, it's just the next step in the process. All of a sudden we turn it into this funky wonky thing that you feel like you have to invite them to. No, the next step is a new patient orientation. And the truth is, is that you don't have to go to the new patient orientation, but if you wanna be a patient here, you have to go to the new patient orientation. And the only way that you'll get the compliance is if you know, like you know, personally you know that this is absolutely critical. A person goes to the workshop to hear this message so that they can have their paradigm shift, so they can have their breakthrough. Because they don't have the breakthrough— if they have a physiological breakthrough before they have a philosophical breakthrough, they're gone. Yeah, like chiropractic works, people, great point, people get great results, right? So you have to change the way they think before the body changes the way it functions. Otherwise you just delivered on what they expected, right? They're just using chiropractic instead of using a drug, right? So they haven't made that paradigm shift shift yet, right? So that has to happen. And then you have to equip them to get better results faster. And then you want to recruit them to the mission so that they understand why you guys asking for referrals, etc., right? Those things have to happen. It's the hard easy. Everybody knows the truth. For everyone who goes to the Better Results Faster workshop, every single visit after that gets easier, right? So you do the hard part, make sure that they're at the workshop, deliver the workshop, do your workshop every week. That's the hard part. On the other side of that, it's easy because every single visit after that gets easier. Conversely, if you do not have a workshop or do not make people go to workshop, then every single visit after that gets harder. So you tried the easy way of not having the workshop or not making it mandatory or not making sure that people got there, and then every subsequent visit just gets harder and harder and harder over time. That's the easy hard.
All right, awesome. So dialed on attraction conversion, really great, really great points there, and you got into retention. So I think you left us with a lot of really great, uh, points to take home on retention. And that's— that is beginning with the end in mind. It's, it's taking that new patient from the skeptic to believer, the believer to understand, or using that the, the Better Results Faster workshop as the first point in retention, and then leveraging the information that you just taught them during your table talk sessions so that you can continue to create that paradigm shift.
I think that that's probably a point worth double-clicking on, is what you just said. So the key to going from, you know, seeker to believer is the conversion process. Yeah, going from believer to understander. There's 12 things everybody needs to know and they'll never leave chiropractic, right? So we call it the Dirty Dozen, right? So there's 12 concepts that people need to know and they'll never leave you. You You know, as I promised you, I'll give you the Dirty Dozen poster that you can have as a download so people can use it, right? So because it's so critical, um, it drives retention to— for people to understand these 12 things, they'll never leave you, right? So those 12 concepts you teach at the workshop, and you remind people what you taught them at the workshop with your table talk. For a lot of people, they find table talk is really hard, right? They're like, it's because they're trying to teach these concepts to people tableside. You don't teach them tableside. You create the space and time to take people on a journey where you're like shifting their belief system and their paradigm so they have a total different lens. Then you're breaking down that old bad, you know, their broken paradigm, the outside-in paradigm, building up the inside-out paradigm so they have that perspective. And then you teach them the Dirty Dozen. As you teach them the Dirty Dozen, they get the concepts, and then you remind them tableside. So we have the poster, that image that we'll give that you can literally tell the patient, listen, every time you're here, Travis, I'm going to check your spine, see you ready— where you're ready to be adjusted. I'm going to adjust you and deliver world-class chiropractic care, and I'm going to teach you something about your role in your health and healing. So you're working with me, not against me, outside here. Makes sense? What does that poster say right there? 12 things everybody needs to know to be healthy. I'm going to teach you those 12 things, okay? Every time you're here, I'm going to teach you one of those 12 things, Travis. What's the first one say, right? So now the patient is ticking to you, right? So you're, you're designed to be healthy is the first one, right? So it's— that's the patient is telling you what says you're designed to be healthy. Now you're in a table talk exchange where you're teaching a person that concept. You reminded them what they were taught at the workshop already, so it's a much lighter lift. So you're doing two things there. You're setting the expectation that every time you're here, I'm going to give you a, you know, a piece of knowledge, right? So I'm going to teach you something that will help you get the results that you want. So you're setting that expectation that every time you're here, this is what we're going to do. And then you do the big lift at the workshop. So now you're just reminding them tableside what you taught them at the workshop. That's, that's the key. The Dirty Dozen, 12 things everybody needs to know and they'll never leave chiropractic.
Yep. And I think, again, just driving home the point that you mentioned, if they have a physiological shift before before they have the philosophical shift, they're out the door.
That's right.
Chiropractic's really freaking good at addressing symptoms, and it does it very quickly.
That's right.
It's even better at addressing causes, but that takes time, as we know.
So I heard Coach CJ Mertz say that like, I don't know, 20 years ago or something, and I was like, that struck me like a lightning bolt. I'm like, yeah, whenever you hear patients go, yeah, our problem is people drop out of care because we get such awesome results. I love to hear that. It's like, yeah, and you're not getting them the ultimate results, the potential of lifetime compounding wellness, because you fix their stiff neck or their pain that they had shooting down their low back. They didn't make a philosophical shift. They're gonna just come— they're gonna go back to the life that was killing them, that outside-in approach to life. Yeah, and they're gonna come back and they're gonna use you whenever they have a crisis. That's— you're missing the opportunity, and I think the responsibility that we have as chiropractors to tell them the truth, the whole truth, and nothing but the truth.
Yeah, I heard Pat Gintempo one time talk about, uh, that, that we don't actually experience the deep enduring, uh, benefits of chiropractic until 12 months of continuous chiropractic care. And so I think that plays directly into this. And I, I do— before we transition here, I just I wanna leave a point that, you know, your guys' retention systems are dialed and I have a stat to kind of back that up here. You said from the stage, and this is something that I really took because I thought my aspirational goal of a, you know, a 60-visit PVA was exceptional. I was like, you know, let's get them under care for 60 visits and we've done an amazing job because the industry average is 12 visits. You mentioned that in your last 20 years of practice, you had a patient visit average, which is the average amount of times that a patient actually made it to your table or, or into the office, um, in an average visit per patient of 300. Can you speak to that just briefly?
Yeah, patient visit average is a retention metric, right? So sometimes people call patient visit average— that's like a collections metrics, but that's actually CVA, which collection visit average. PVA is how many, how many visits does any unique human being get in your practice over their lifetime? That's, that's PVA, patient visit average, right? And it's a retention study. So yeah, we had a PVA above 300 for more than 15 years in the practice, almost 20 years in the practice. And it just meant that the average person that started with us stayed with us, right? So, and they stayed over 300 visits. So you can imagine You know, that was, you know, we were, we were, we were delivering excellent chiropractic here and getting great results, but we had changing their paradigm. And they, they recognized that chiropractic is a lifestyle success strategy for healthy human beings. It's not limited to just a short-term treatment modality for a condition or a crisis. So once people adopt chiropractic as a lifestyle success strategy for healthy human beings, it becomes like fitness. It's like nobody's starts fitness thinking it's like, I'm gonna work out for a while, get in shape, and then I'm gonna stop, and then once I get out of shape again, I'll start working out. People don't at least start with that intention. We can at least elevate chiropractic to the point where people recognize it's like diet style, it's my thought life, it's my sleep patterns, it's my chiropractic care.
Yeah, great. Let's move into scale. So we've moved through launch, we've moved through build, let's touch on scale. And from my understanding, in order to scale the practice in a remarkable way, you need 6 critical areas. And if you want to touch on those 6 critical areas or just whatever you think is pertinent to the scale conversation.
Yeah, I think you're referring to the Rubik's Cube model. So that really applies to all seasons, launch, build, scale, and exit, the Rubik's Cube. But it's another one of our operational constructs to use. It's like a troubleshooting tool, right? So if something is, if you're in a creative process building something or you're assessing something or auditing something to see if it's performing well or not, we use the Rubik's Cube Rubik's Cube analogy. It's a great metaphor. You know, practice in business is a puzzle, right? So being successful in practice or being successful in business is like solving a puzzle. And I say that it's not like a jigsaw puzzle where it's like a unidimensional flat, 300 pieces, line them up, it looks like the box cover, awesome, we won.
Last piece.
I wish it was like that, right? It's far more complex than that, right? So I think the Rubik's Cube is a great analogy for it, and, and the metaphor that I like to use is there's 6 sides to the Rubik's Cube, and you got to solve all 6 sides in order to win the puzzle, right, to solve the puzzle. So, um, same thing with business. I think that there are 6 sides to the Rubik's Cube of the business, of the puzzle of practice success, and those 6 sides, I believe, in this order, must be solved in this order. It's vision casting, it's the vision, it's leadership, it's systems, It's people, it's training, and it's energy, right? Those are the 6 sides of the Rubik's Cube. Vision, as we've said, is what does success look like to you? Leadership is who do you need to become as a leader to be able to attract and sustainably lead the next iteration of your business? What attributes do you need to develop like muscles to become that next iteration of you? Then it's systems. You have to systematize everything, right? Attraction, conversion, retention, team building, and collections. If it's not systematized, you can't delegate. And if you don't delegate, you own a job, not a business, right? So everything has to be systematized for quality assurance, reproducibility, scalability, and durability. Then there's team, which is the hardest one. It's the people. Surrounding yourself with a world-class team of A players, and it's A players only, hard stop. So we can talk a little bit more about team building. I think that's probably a rich topic to dive into. I think so. But once you have that great team of A players and you have the right people in the right seats doing the right work the right way, it's all about training them. Training, equipping, and developing your people. It's the best investment. It gives you the number one ROI for the time, energy, focus, and money that you invest in training and equipping your team, including you. You're on the team. It's not you and your team. You're on the team. 99% of problems— excuse me, 95% of problems are people problems. That's Jeff Smart from Top Grading. Uh, 95% of your problems are people problems, right? And we know that that's true. Everybody listening to this right now is nodding their head. Right? So, it's all about getting the right people in the right seats, doing the right work the right way. The 4 rights. And then once you have them trained up and equipped and developed, then it's energy. As the CEO, Chief Energy Officer, our job is to be marshaling the energy and the resources of everyone on the team of the business. So, our job as CEO is to recognize that the business is a living organism, right? So, the practice, the business is a living organ— it's an energetic organism. Everybody, everybody knows this. Nobody will deny it. It's energy, right? So when the energy is up, business is up. When the energy is flat, business is flat. When the energy is down, business is down. Right. So this is an energetic organism. And as the chief energy officer, the CEO, our job is to always be taking the temperature, right? We need to be aware of where is the energy and is it up? Is it on track? Is it flat? Is it down? And what do we need to do about it?
Yeah, team building. I mean, obviously it's, It's one of the most important aspects. Like you said, and I was going to quote you, according to TopGrading, the world's leading HR experts in business, 95% of your problems are people problems. What are the major keys to building a remarkable team?
So we call it the 4 rights. It's getting the right people in the right seats, doing the right work the right way. So the right people, there's 3 criteria. A-players only, right? So we could spend an hour talking about A-players, but everybody knows what an A-player is versus a B, C. We don't even need to talk about Ds and Fs. D's and F's are easy to get rid of. B's are really hard to get rid of, right? So A players only, period, hard stop. It's the first turn out of the driveway, right? So if you're, if you're coming out of your driveway trying to get someplace and you're supposed to turn right out of the driveway and you turn left, you're screwed, right? You can do everything right after that, but you're not going to end up where you were trying to get, right? So it's the first turn out of the driveway, A players only, no stories, no excuses. Yeah, right. And then it's— they share your core values. They don't agree with your core values. They don't think it's a nice list. They're not inspired by it. They share and demonstrate your core values. Core values are the bouncer of the business. They determine who gets in the club, who does not get in the club, who gets thrown out of the club. We hire and fire by our core values. The core values are a code of conduct. This is what you can expect from me and everyone on this team, and this is what everybody on this team is going to expect from you. The The Remarkable Practice core values are: we're mission-driven, servant-hearted, innovative, we hustle, we get shit done, and we're remarkable, right? If you don't share those qualities, if you don't share those core values and demonstrate those core values, you ain't gonna fit in. You're not gonna fit in here. You're not gonna make it, right? So we give people an opportunity to not take the position or pull themselves out of the business. And then vision story. They have to buy into the vision of the business. They have to understand and buy into, energized, compelled to say, that has to happen. I am in, I'm all in, or I'm out, right? They've got to buy into your vision story. Then it's get them in the right seats. There's different roles in a business as much as there's different roles in a band or on a football team, right? So if you know, you know, on a football team, you know, you got a quarterback, you got a center, you got a wideout, you got a tight end. Right? You got a kicker, and that's just offense, right? These are, you know, offensive lineman is a different species than a wide receiver. I mean, it's just a different— the job of an offensive lineman calls for a certain genius, and God only makes geniuses. Calls for a certain set of physical traits, but it's also experience and skill sets and attributes, right? So you start switching people out of those roles, uh, we don't just lose games, people die, right? So it's like You have to know what are the positions in my chiropractic business. Check-in CA, check-out CA, tech CA, new patient concierge, caregiver DC, business builder DC, office manager, COO, CEO. Know the roles of the business and know the genius that each role calls for, right? And then it's get them to do the right work. Using scorecards and KPIs creates focus, and focus is what makes the difference between busyness and productivity. None of us want to be busier. Stop saying I want to be busier. No, you don't. And your team doesn't want to be busier. You want to be more productive. Focus is what makes the difference between busyness and productivity. So that accountability that's created by KPIs and goals on a scorecard and you lead your team, that's where you're going to see your business become more productive and more profitable. And then finally, the right way, which is investing in training and equipping, developing your people. Okay? So, it's the best return of investment on your time, energy, focus, and money. I say that because people, they totally undertrain, they totally underinvest. Everybody wants to talk about new patients. Marketing is a distant second as far as the return you're gonna get on your investment of your monies. I hear people all the time, oh man, I don't want to train up my people and take all that time and energy, focus and money training up and developing my team, whether it's a CA or it's an associate doctor. What happens if I train them up and then they leave? It's like, what happens if you don't train them up and they stay?
Yeah, cold shower moment. That's good. Said that a lot. Let's, uh, let's bring it home.
Yeah, man.
You know, we've got— we're on a little timeline here. We're going to be— yeah, you got to get to the airport.
All right, let's talk about it pretty quickly.
Let's talk about exit.
So just— I'm going to put a bow on it just by saying this: death taxes and exiting. Everybody exits, right? So the cold showers associated with this are many, right? So for example, 82% of businesses never even sell. They shutter, they close. That's terrible. That's a terrible statistic. In chiropractic, what we're seeing is a 2x rate at which people are exiting their businesses, and it's a confluence of 3 factors. Number 1, the post-COVID catastrophe hangover. Number 2, the pig in the python effect of the aging baby boomer population moving along this timeline. People are aging out of the profession. And number 3, this impending economic uncertainty that's going on in the world right now, it's a strain that people are like, you know what, I was gonna stay another 5 years, but I just can't, I can't go through that again, right? So the confluence of those 3 things at that nexus has 2x the rate at which people are exiting, wrapping out, transitioning out of their practice. Typically, I'll just talk about the United States metrics, 'cause it's the highest concentration of chiropractors in the world. But this is a global problem. There's typically, you'll typically see 1,000 practitioners a year transitioning out of practice. That's doubled, so now that's 2x'd to 2,000 practices a year plus are transitioning out of practice. We're gonna lose 10,000 chiropractic practices over the next 5 years if we're not careful. Okay, so this is why I'm very passionate about exit and giving these doctors who want to transition out options to not transition out or give them a soft landing so that they can actually sell their business, exit their business, you pass it on and continue the legacy.
Yeah.
So somebody else has a place that they can continue your momentum. I love acquisition versus de novo startup. I love that model. I'm a big passionate believer in that. Buy momentum, buy revenue, buy patience, buy profit. Right. And so that's a whole different conversation. That's our Remarkable Acquisition Program. But Remarkable The Remarkable Exit Program teaches people how to make a graceful and profitable exit, right? So long story short, it's an oak tree conversation, right? So when's the best time to plant an oak tree? 50 years ago. When's the next best time to plant an oak tree? Today, right? So this is the conversation people might be kind of rolling their eyes right now and being like, I'm not gonna exit my practice, I'm trying to get my practice going. It's like, listen, how many people know the phrase begin with the end in mind. This is a begin with the end in mind opportunity for you, right? So if you begin with the end in mind, understanding one day I'm going to want to sell this practice, I want to create an enterprise that has real transferable value. Owners of businesses get paid 3 times. Number 1, the salary for the work that you do. Number 2, distributions of profits based on your equity. And number 3, when you sell the business, there's a transaction at the end and you get the winnings from selling your business. That's the 3rd time. Will you spend your whole career building that number? This is not a someday thing. This is a Monday thing, right? In other words, it's a cultural construct to build it to sell it. Building a business that you'll never regret having built a business to sell it because it's way more productive to run a business that's built to sell. It's way more profitable. It's way more fulfilling and it's way more fun to run a business that you built to sell. So I just want to speak into everybody right now and just recognize that there are— there's— when it comes to selling your practice, listen to this, it's just like selling a home. Like when you go to sell a home, there's 2 checklists. There's one checklist, it's like, it's a— they call it a roadmap, right? There's a roadmap for selling a home, right? That these are things you have to do. Then there's a second checklist of things that you could do, and I say should do, to increase the attractiveness of the home for sale, right? When you increase the attractiveness attractiveness of the home for sale, what happens? You increase the chance of it ever selling. You attract an ideal buyer, you get the highest price point, you will reduce the time it takes, you'll reduce the stress, right? Like, it's just making that house more attractive. There's a list of things you could do. Hey, fix the roof. Hey, redo the master bedroom. Hey, put a coat of paint on this thing. Fix that broken mailbox in the front steps, right? So like, there's that list, you're like, okay, I'm going to do these things to increase the value of the property. Same thing when you go to sell a business. When you go to sell a business, there's 2 checklists. There's one checklist that's a roadmap. These are the things that you have to do when you go to sell the business. It's a sequence. Do 1, 2, 3, 4. You got to do these things. There's a second checklist which is we call the value drivers. We have a value drivers cheat sheet that actually lists 20 different things that you could do and should do to Increase the attractiveness. Make your business more attractive to your ideal buyer. When you go through this checklist of things, as you're developing and building your business, whether you're gonna exit in 3 years or 30 years, this checklist is saying, okay, I need to have these things in place so my enterprise value is up. So I'm attractive to my ideal buyer, right? So it's gonna increase the chance that you'll ever be able to exit the practice and sell it for real money. You're gonna attract your ideal buyer. And maybe multiple ideal buyers. So now you've started a horse race and people will be competing to buy your business, right? So that's going to increase the asking price and sale price. It's going to compress the time and reduce the stress that it takes to sell your business. If you begin with the end in mind and recognize this is an oak tree conversation— when's the best time to plant an oak tree? 50 years ago. When's the next best time? Start today.
Man, you broke that down for me the other night, and I think that this may have been even more clear and concise, um, explanation on that. And that's just remarkable. Uh, you also kind of talk through some of the other aspects of the exiting process that really just kind of expanded my understanding of not necessarily the complexity of business, but the layers of business and the layers of business understanding. And so obviously I'm not going to have you go into that here, but if anybody here is listening and want to understand how to increase the, the valuation of your practice, um, how to start looking at the, the EBITDA versus the seller's discretionary earnings and all of those things that you've talked through, I think that you should certainly, uh, go— can we leave a link in the description?
Yeah, we'll put a link for, uh, the Remarkable Practice in general and for the Remarkable Exit Program. If you want to talk that down with me, I'm happy to do that. Um, and then I, I think our Remarkable CEO podcast— I mean, if they're listening to this, they're podcast listeners. Yeah, but you know, Dr. Pete Camiolo and I have been— we've had our podcast for 5 years. It's chiropractic's number one business podcast. It's fantastic. I mean, I'm biased, but I love the content. If you liked this interview, it's chock-a-block.
That's right.
You know, so every Tuesday we put out about half an hour of content just like this. So remarkable CEO podcast for chiropractic.
I've got all the episodes downloaded in my Spotify podcast.
Yeah, man.
So huge fan. Let's do a quick outro because we got to wrap this up and I got to get to the airport. I appreciate your time. I mean, what you walked us through is incredible. The 4 seasons of, of the chiropractic or chiropractic practitioner's practice: launch, build, scale, and exit. The 5 domains within each of those 4 seasons: the attraction, conversion, retention, team building, and collections. Teaching us how to build a practice that is scalable, durable, and transferable. So we just went through the entire life cycle of a practice here in 90 minutes or more, I guess. And just barely scratched the surface. And the amount of value that you provided in this amount of time is exceptional. The amount of value that you have organized in TRP is remarkable.
Thanks, man.
Thank you for having me here. Thank you for taking care of myself and Dr. Emily since we've been here. You really made us feel like a Francine. I feel like I should be Travis Stewart Francine for at least the next few weeks until my mouth heals from the, from the lava rocks that we ate yesterday. But this has been an exceptional experience, and I just want to tell you how much I appreciate you allowing us to come into your life, to come into your world, to stay in your home, and being willing to be flexible. This is the second conversation that we had that recorded. We'll tell that story at another time. But man, your optimism, your positivity, your all-in mentality, the way that you have outlined for me that the challenges is where people quit. We don't stop here.
That's right.
We're going to push through this challenge. We may meet another challenge, but we're not going to stop there either. And so how you do one thing is how you do everything. This weekend I got to see how you do everything, and it's exactly what I would expect your life to look like. You kicked my ass yesterday in the hell barn. I'm going to be limping all the way through the airport, proud of where this hamstring soreness came from. I'm going to have DOMS for the next few days, but this experience is going to live in my mind forever.
So my pleasure and my purpose, man. Uh, whatever I can do to help more people help more people. Thanks for giving me that opportunity to serve my purpose.
And you mean it. I appreciate it. Thanks, Dr. Francis.
Yeah, brother. Yes, sir.
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