Roger Sitkins built his agency to 300 practices through disciplined prospecting, then hit a wall. He moved sales work to his account manager team and scaled to 2,000 practices. The shift: stop being the bottleneck and let your team do what they're best at.
Questions this video answers
One hour in the morning and one hour in the afternoon every day.
Between 30 and 40 practices per month.
Reached about 300 practices (capacity ceiling), then grew to 1,000, then to 2,000 practices.
Chapters
I was going to make those little small changes. And it started with the really basic thing of the producer, perfect schedule. It was about organizing my day and being intentional about because you know, I was going into a specialization where there's 38,000pt practices across the country. So there's no shortage of leads, there's no shortage of opportunities, but you have to be intentional about prospecting and making time to do that. And, and every day I prospected for an hour in the morning, an hour in the afternoon every day. And we got to the point where we were writing between 30 and 40 practices a month. But in another thing that happened in, in that realization was I was the, the, what was it? Soku, the source of all knowledge in the universe. That's what I was projecting to pt. So there was even growth once I started having success. There was growth that happened in my life because I was the guy who would tell the PT practice owner, man, I am your dude. I don't care if it's midnight on Sunday, if you need something, you call me. I got you. Unfortunately, people did. And what happened to my capacity was it went way down and I wasn't, I had an HPT team, but I was using her mainly as a service, a servicer and to, to create certificates and do all that stuff. She wasn't a true HPT team member. So what happened is I got to about 300 practices and I hit a ceiling because I was sitting there trying to do everything. And one of the other principles that I, that I then veered into was the HBT concept and to letting, letting my account manager do what she does best in service. And what happened at that point, we grew from 300 to a thousand once I gave up the, the thought that I had to be everything to everyone, but I let our team start taking things. That ceiling got lifted and we grew to a thousand. Then we grew to 2,000. And quite honestly, we could have kept on going and we didn't have to add staff because we had it down. We were efficient and we were letting the team, we were, we were empowering the team to do what they do best, which allowed me to do what I do best, which is build relationships and, and trust and, and, and to lead, lead practice owners. So there's so many concepts within the program that has helped me throughout the years and, and, and there still are, there's still, there's still new information I'll never learn at all. And, but we continue to work every day to be the best version of ourselves possible so that we can help those that we get an opportunity to impact.
