Amber

That sounds scary, Chris.

It's $135 a year. Okay. I don't know.

Oh, right. So I'd say he's about $165,000, which puts him... Maybe closer to like $200,000 because we pay for his malpractice insurance. Okay. So I would say he costs like $200,000.

Yes, but she's working hard to get additional benefits like her malpractice insurance paid for. And continuing education. And continuing education. So Trent and I are talking about that contract after this.

Right.

No. Oh, let's calculate. Let's do it. Let's do some math.

Uh, golf. Yes, that's correct.

So we weren't profitable, no accountability in place, just like kind of a disaster.

Right. Okay.

Yes.

I would rather have a percent of production because it limits our liability.

And I think it motivates them as doctors to see more patients to a certain extent.

It's hard to get them. Like he will. Mizzou will switch over to a percentage probably next year after he's established himself a little bit. It's very difficult for someone to walk in the door and get paid zero dollars for at least 90 days because that's how long it takes to collect money. It's a tough.

I was hoping that you would tell me what that was.

Yeah, I'm sure.

Do you know what it is?

Trent and I have talked a lot about profit sharing, about percentage of production. I think there's a lot of different ways. I don't know if we need to answer.

Currently, it's just 28%. But she's asked for additional. She came in as a part-time doctor, and that's why we did the percentage. And she kind of ramped up since then, and she wants to be more considered full-time. And so that's why she's renegotiating her contract.

We'll see if the math mess before I write it down.

Yep. That's about, that's about right.

I would say that 200 visits per month is very comfortable and where they should all be at least landing. What is the math at 200? Yeah.

Yes. I mean, yeah. And then at that point it's like desperation mode. You have no room to invest in marketing or, or anything. Yeah.

It's not very competitive.

So the hospitals are bringing in new doctors at over $200,000. Okay. They work them. To death. And then when you retire in 30 years, you make $205,000. And so there's like an education piece here of if you want to make more money, you got to produce more. But it's not very competitive. Right. Just being honest.

Five.

That sounds scary, Chris.

Yeah. So I heard you talk at a Kyle Mallion event. You didn't pitch anything. You kind of just talked about basic business principles, life stuff, and I loved your vibe. So I followed you on Instagram. And then, you know, kind of during this, at some point you started talking about the community. I previously didn't even know that you had a community, but it was your AI.

That would be great for us because our big thing is limiting our liabilities. And so if they understand what they have to do to break even, we did a pro forma of 200 visits a month. And Goff would make less money profit sharing at 200 visits a month than the 28% collections. Is that right? Yeah.

Profit sharing.

Totally. That's been a hard lesson for me to learn, that people don't think the same way that I think. Right. It's kind of mind-blowing.

But some people don't want to push the wagon.

Yeah.

That would be good.

You were talking about like AI tools and how to incorporate AI in your business. So I reached out and

Right.

Totally.

Yeah, there's some ancillary stuff that they could do. Kind of. So, yes. They could go and, you know, have a more profitable niche, and they could say, I see, like, sports medicine, for example, PRP injections, the lifetime value of that customer is higher. So if they, like, niched down into something that was...

So part of the problem is that we're not hitting our break even at these numbers because we haven't figured out marketing yet. Once we like, once we are really breaking even at every single clinic, then it's easier for me to be like, oh yeah, here's your incentive structure.

No, we know from PPC, we know how much it costs to get a phone call. The booking rate is a black hole still. We have an EHR, not a CRM. And so it doesn't track those types of metrics. And so we've been getting our front desk gals to start collecting that type of data, but it's still like very much in the training process.

To get one phone call.

That is what I told Trent.

That was a real life problem that we had. Right. Yeah.

Right.

We do. Right. And that's one of our marketing spiels to especially urgent care. So it's like we will do same day appointments. Right. And they referring physicians love that because if a patient is going to an urgent care, but they really need a specialist, it's easy for the urgent care to just say, like, call Pearl Foot and Ankle. They will get you in. That has been successful for us.

Yes. Are you going to tell me not to do that?

So this is for our Google Ads campaign. We started with $1,000 in marketing spend and got, however, 1,000 divided by 50. We got that many calls. And then we increased it to 2,000, and it stayed. I just sent you that email.

Yes. Nice.

I know. I wasn't expecting it to happen that way. That's why I'm like, maybe we need to pour more gas on this fire.

Right.

So we started with 1,000, then we did 2,000.

We ran it for 30 days at 1,000, 30 days at 2,000. What's the next jump, and what's the time frame?

Oh, to lose? Mm-hmm. Oh, I don't know. Well, 23,000 last month.

Right, exactly. Correct.

Yeah, so I think that we knew that we were going in a bad direction. And so we had to do something drastically different. And education has always kind of proven for me to like be what I'm, I love educating myself. And so I wanted to be in a community with someone who had been there, done that.

Okay.

Run that number.

Okay. Well, $29,000. We're almost there.

Oh, $0. Yes. Right. Not negative. No. Zero is great. Okay.

That sounds scary, Chris, because do we know, so we've hired a marketing agency. Okay. Do we know that that's the best use of our $23,000?

Yeah, you cannot.

Oh, really?

You talk a lot about your bankruptcy and like, I knew that you were in the hole and you got yourself out of the hole. And so I was in the hole and I could either try to figure out how to get out of it myself or speed up the process and follow in your footsteps. Um, so it was, it was really scary. I mean, it was a heavy lift for us. We took money out of our HELOC in order to join the community.

Yeah, I guess I'm more scared of giving the marketing people our money and them not performing well.

It's like a full circle. We're back to opportunity costs.

Yeah, okay.

Yep.

Per month. That's wild.

Well, I didn't know about that part, so I wasn't scared. No.

Yeah, the operations can handle it.

We were super negative in the business, but it just, I knew I was going to go down a worse path if I didn't do anything.

I know. He's got all the numbers. I love it. I love the numbers.

These are good numbers. I like these numbers.

I know. Okay, yeah.

No, collected. Okay, good. I got you on that one. All right, good. 750 builds, 250 collected.

It's with our front desk. You know, when you're collecting insurance information, if you don't collect it,

Right, like typos and stuff. And so now we are running reports that show, one, that it's even in there. I mean, there was a lot that, like, there was just no insurance information put in there. Right. And then we can, you know, go over it. And And if there's a typo, we won't be able to see if it's correct or not, but there are some like glaring errors that were happening previously.

So our front desk, they're doing a great job of that. And they're getting, now we have KPIs and they're being held accountable with those weekly, which is, they're all responding perfectly to it.

Yeah. They would look at me like you're crazy. Right. I have no idea.

Is it going to work? Yeah.

Just to kind of like going back in time, talking about like an 80K base. All of this stuff was very scary to me because I just feel like it's just a liability. But if we can, if we do spend $10,000 in marketing and that hits, then that's like way less. It makes everything less scary and more like we can just reproduce this thing and like.

Yeah.

Right.

$100. Yeah. I mean, we had no marketing spend.

April was fantastic. We were positive $23,000. Let's go. I know.

We did have, and we still do use her, a gal that goes and knocks on referring physician doors. Right. And we still do that. And that does seem to work. Yeah.

A total hope and a prayer.

Right. Right. Yeah. And with with the referral strategy, like what we're facing is that it's very doctor dependent. And so you can't just pull out one doctor and put in another one. Whereas with Google, like they don't know who they're booking with. And so, you know, whoever. I love it. Yeah.

It's wonderful.

Well, what are you trying to get done? Can we help you out? Is it a foot problem?

Dr. Tim's brother is a urologist. Oh, nice, nice.

Yeah.

So let's talk about that a little bit, because one of our one of our struggles has been for our front desk staff paying them enough so that so that we get we're competing with the hospitals again at all levels. And so like minimum wage in Oregon is ridiculous. Probably same here. So they're wanting more money. They're not doing a very good job. Well, we have two new ones.

And so but we we turn over front office staff like crazy here.

I can't remember.

Yeah, totally.

Yeah.

Yeah, thanks for having me.

Yeah, so accountability of our staff members was probably the biggest driver. So previously, none of our employees knew what it meant to be successful. We didn't have those key metrics in place. That contributed a lot to the chaos of the day-to-day in the clinic. Um, we had some AR issues, um, also that we kind of figured out, um, and then marketing, we were doing no marketing.

Yes.

Okay.

Uh, $20 an hour plus benefits.

Okay.

Yeah, we got to add that to the P&L, just opportunity cost right at the bottom.

Yeah. And, you know, we haven't like there's so much opportunity. We haven't even sat our doctors down and like told them like orthotics is a great example. The the margins on orthotics are crazy. Like if we just sat the doctors down and said, like, talk to every single patient about orthotics because this is how much money like we haven't even done that yet.

Yes. Are you going to tell me not to do that?

Oh, really?

Okay.

Yeah.

Well, we bill insurance.

We bill insurance $1,100. Okay. We get anywhere between $300 to $800.

Our cost is $110, but we collect that from the patient before we bill insurance.

Yeah.

I know.

And so we started implementing marketing strategies and.

No, we don't. We should definitely do that.

Yeah.

So let's go back to marketing specifically. So if we spent $10,000 on marketing this month, if I called my guy tomorrow, I'm like, up it to $10,000. When should we start looking at other marketing channels other than just PPC? Like we don't do any Facebook or should I just like double down on the PPC experiment, see what happens after 10,000? No, that's a great question.

Yeah. Okay. I guess it's like orthotics is a pretty good niche for Facebook, I feel like. Yes. Everybody could use orthotics.

Yeah.

And it's covered by insurance. Yeah, right. Like Goodfeet store is not covered by insurance and people pay loads of money for those.

Yeah. Okay.

Yeah, we've done running stores with QR codes. Yeah, running stores is great. We could definitely up it. But maybe just do $10,000 PPC. Yeah. then we'll have even more capital to work with. Cause like Facebook seems really scary to me. Like, how are we going to?

How do you feel about like TV commercials?

Yeah, okay.

Right.

Yeah. Right. OK.

A TV guy?

Yeah? Okay.

next level has made a tremendous impact in our business. I mean, like we talked about, we were negative. It was terrible. And now we're positive. And like even this conversation, like so many light bulb moments, especially about opportunity costs, like I'm serious. I'm putting that on our P&Ls from now on. And like these very tangible action steps are,

I've had these over and over again just with meeting with Trent. All right. Appreciate it. Thank you so much.

Yeah. Yeah. We jumped in hard to the metrics immediately with, with Trent. I think knowing, knowing the numbers was one of the first things that we clarified. So that was, that was huge.

Yes, we own three locations of podiatry clinics in Portland, Oregon. My husband is a podiatrist, so he's one of our doctors. We have two other doctors in our other locations, clinic manager, billing manager, and then staff.

Yeah, those numbers were non-existent before I started. I mean, we had no idea. I mean, I think even revenue per visit is a brand new number that we just came up with not very long ago. Yeah.

Yeah. So like previously things were not necessarily in the right buckets. We had way more buckets and then there was no consistency as to like, this always goes in the marketing bucket. And we've even since dialed in deeper and have multiple different types of marketing buckets so that we can really see like, oh, I spend a dollar in this and this is my return. And that's all brand new.

Uh, yes, we are under utilizing all three of our clinics drastically. Um, so yes, I think our, we can see, let's see a full day of, of 24 patients.

Yeah, so that's another problem. So depending on the doctor and if they do surgery or not is how many days they're in clinic. So we have one associate who's non-surgical, but she's in clinic four days a week. She's spread out throughout the three clinics. Got it.

Right. And that means that one of our locations is, all three of our locations are fully staffed. But like one of them is only open two days a week seeing patients. One of them is open five days a week seeing patients.

Yes.

Yes. So sometimes the medical assistants travel with the doctors, but there are There are several days where we have a front office and a medical assistant sitting in an empty clinic.

One of our clinics, for sure, we could see 48, maybe three times that. We have enough exam rooms. The other two clinics, we really only have capacity to see 24 patients a day.

Just volume of getting to the right patients.

We have the doctors are sitting and not seeing 24 patients. So really our problem right now is the patients.

Well, no, they're all open different days a week. One's open for one's open five and one's open to.

Yeah. It depends on how much they talk to their patients. 24 patients a day is 15-minute appointments. Right. And... So it would be busy. I mean, in order to see a patient in 15 minutes and then chart on that patient, the charting is really where it squeezes. And I think that like AI scribes could play a big role. There's a lot of efficiencies that we can pull in there.

Depends on the doctor and how much they talk. And also it really depends on how complex whatever they're coming to see. I like to chit chat with my doctor.

15 minutes is like, that would be more than a lot of doctors spend with their patients.

Yes. So 15 minutes is with the doctor. Right. So it's not the full appointment time.

I think February, yeah.

Uh, they're, they're different. So Mizzou is on salary. Okay. Goff gets a percentage of her collections.

Okay.

Ooh, that's a good question. Not from like a, not really because we don't really have cogs.

We sell orthotics. Right. And so that would be something. But other than that.

So it's me and my husband running the business and trying to figure it out without any idea of what we're supposed to be doing. And so it literally was like fighting fires every day and trying to... I guess I listen to a lot of podcasts, and so I thought that I knew... kind of what I was talking about, but I really just had no idea.

Yeah, so right now, no, I mean, we could see that many. We have the staffing already in place.

I know, it's crazy. I know these numbers.

Correct. He's motivated though. He would, he would work harder even if he wasn't financially.

He, he is, I don't know how else to.

No, but kind of the, the thing with him was, is that in order to get him to come on, he needed a salary because if he was going to be production based, he would start at zero.

Hi, how are you doing?

I did, but then my husband wanted to join the call.

So he's the one that's actually going to ask the question first.

Just because we are trying to figure out what kind of boundaries to set with her. And I see it's really making my husband struggle. He doesn't really know what to do. He's trying to lead us in the best way, but doesn't really know what that relationship looks like now with her.

That's what we're not sure.

Yeah, for sure.

Yeah.

Yeah.

Yeah.

Yeah.

Yeah.

Mm-hmm.

Mm-hmm.

Mm-hmm.

Yeah.

Mm-hmm.

Yeah, just a bit of backstory on me. Oprah, thank you so much. Dr. Morthy, thank you so much for taking time to talk to me. Until recently, I have never lived on my own. I've always lived with family or friends. And being an extrovert, I get recharged being around people. So now that I'm over an hour away from all of my friends and my boyfriend, I find myself struggling with loneliness.

You see a lot of people who look like they're busy, who look like they're out with their friends and have all these plans. So when I'm scrolling and seeing that, it really doesn't help.

And I've never felt that before. Like the way that it makes me feel is that I'm forgotten about and that I'm not as likable as I thought that I was.

You know, I find myself like reaching out more proactively to my friends. But what is difficult is working in social media. Like you see a lot of people who look like they're busy, who look like they're out with their friends and have all these plans. So when I'm at home alone and I'm scrolling and seeing that, it really doesn't help.

So I reach out to my friends, but then when they tell me they already have plans, I kind of feel like left out. I just like, It's such a weird place to be in. I've never experienced or felt this way before.

Dr. Murthy, my question to you is, how can I balance enjoying my alone time and enjoying my own company while still feeling like I'm connected to the world around me?

Yeah, I love working out and I love music. So I think those two things would be what I enjoy the most.

They only for you guys, because like I said, I work from home. So typically a potato on the other end. But thank you so much. And I really appreciate your time. Thank you.

Where are we by? We're just south of Beaumont. We're north of Beaumont. We're heading north of Beaumont. Yo, where are we going? Are you fucking kidding me? You better not take me anywhere. I don't want to go. I want to go into the city. Yo, we're not going in the city, are we? No, we're not. Then where the fuck are these roads going to? 50th Street. 50th Street. Are you sure? Absolutely.

Yo, where are we going? 50th Street. 50th Street? 50th Street. East, right? East.

Hey there, my name's Amber, and I just have a question about donating to the needy. I know that kind of biblically and morally it's good to help out those that are poor and needy. I have this one family that phone me all the time asking for money, and I'm just wondering if I should keep giving them money or if there's a limit to when I should be giving them money. So that's my question. Thanks.

Okay, bye.

Yeah, I just need help. I feel like I'm drowning in debt right now.

So I have around $10,000 in a personal loan because I recently consolidated my credit cards. I was in an abuse relationship, and after I got out, I found out that they probably racked up close to $6,000 or $7,000 in credit card debt in my name. without me knowing about it.

After contacting the banks and all that, they said there's nothing they can do about it. Well, of course there's something they can do about it.

Basically, yeah.

Yes, basically. I paid $2,000 of it off. No, I'm talking about the $10,000 you borrowed.

Yeah, I paid off the credit cards and then... Is there any debt outstanding that the criminal did that you haven't paid yet? No.

Basically... You don't owe that money.

That's what identity theft is.

That's different than opening up a card. They took your card that you opened up and used it without your permission.

So I didn't even give them the card. That's the biggest thing is... Honey, they used a card that was open in your name.

Yeah.

So right now I make $45,000, and then in five months I'll be making $55,000.

So I am a child abuse investigator for the state.

Yeah. And then I have around 7,000 student loans, but I'm in the government program right now, so if I work for the state long enough, they fully pay those off.

So I work around, so with my job now, it's a lot of on-call. And so most days I'm home around 9, 10 o'clock just because of the nature of the job.

Yeah.

So what our on-call works, if we have to initiate a report We have to immediately drop everything, drive to initiate that report. And there's a lot of times I'm spending 12 hours in a hospital on my on-call days with a kid waiting for a reliever social worker to come and refill it. Okay. All right.

Wow.

Hi. Doing good, sir. I just want to say, first, Bob, that's you, my future in life. And I binge watch your show. We bought your books and I'm currently on Baby Step 2 and we appreciate you very much.

All right. So I need you to do that thing that you do where you pretend like I'm your son. And if I'm making an overall good career choice, I want to be able to switch careers. I feel like I was in my 20s going on ventures.

So the last few years I did project management. and construction, um, blueprints. And I really liked that. I've been doing restaurants for 10 years. I went back to it, um, because it was a venture with a startup company that went downhill. And I backtracked, I went back to what I was good at.

Um, so yeah, doing restaurant for 10 plus years and construction blueprints to permit for two years, the past two years.

Yes, sir.

Do you think the construction industry is a good career path? Absolutely. How do I make this switch over?

It was a remote company.

Yes. Some of the projects were local.

Yes.

Yes.

Okay. Can she afford that?

Yes.

Got it.

Yeah.

Hi, I'm Jenna, 28 years old. Am I being ghosted or am I doing the ghosting?

Okay. So we matched on Hinge about five weeks ago. I've gone on like five or six dates. The communication has been pretty consistent since the beginning. He's like always asking questions, trying to keep the conversation going. At times, I even feel like the questions are... a little ridiculous just to, I feel like keep it going over the last couple of weeks.

It's like slowly teetered down a little bit. And I tried to maturely ask if there was something up. He basically just blamed it on work. So I kind of got my own head being like, okay, this is my own stuff. Like I'm assuming the worst.

Like a month and a half.

Six.

Yeah.

That's all. So I was like, OK, I'm just going to take my face value. Then, like, he starts taking longer and longer to reply. The text messages are just getting like much less engaging. I felt like I kind of did my part by trying to be like, hey, I feel like there's something off. He obviously like chose not to be honest, whatever.

And so Saturday, I just kind of got like a very text, couple texts from him. Didn't really feel like there was anything to say back. So I decided to leave it and just kind of like give space and see what's up. So I texted him back Monday, basically just saying, you know, it's been a busy week, like happy Monday. And then crickets, nothing.

Because I purposely didn't reply on Saturday.

I did. Well, he did on Saturday and then I took two days to reply.

Can you tell me to read them? I'll read them.

So I sent him a photo of my Christmas tree on Saturday because he said he wanted to see it. He said, I like the tree. Then he said, looking real festive. Then he said, and it lights up. And then I had mentioned I was tired. So he said, go get some sleep, girl. I heard it. One of the messages and then replied yesterday and was like, sorry, I updated my phone.

I had only seen one of the texts come through in the beginning, but happy Monday.

Yeah. Now it's been like 24 hours.

Like when you, I asked him, okay. Yeah.

So last week was our, like, me like pretty heavily, always like making plans within the week, always like making sure that we talk about doing something the next time when we're together. He came over to mine like a week ago and we like, we're going to watch this TV show. So we watched it. I tried to like initiate us hooking up. It didn't seem like he was into it.

And then after the show, it was like nine o'clock. So it wasn't like super late. He gets up, checks his phone and goes, you're going to hate me. I need to leave. Really awkward. Just like a very weird.

I mean, it was like, oh, Tuesday or Wednesday. But like he stayed over before on a work night.

Yeah.

It was just very awkward. I kind of like asked, oh, like why he said work. So he leaves and I call my sister and she's like, you should just text him. So I was like, okay, I'm going to just be straight up. So I asked him, hold on. I said, okay. I've always been a major intuition person. And ever since this weekend, something seemed off. Am I in my head here or what's going on?

He says, to be honest, I think I'm going through a quarter life crisis. And then he texted me again. I don't know. I think I'm going to quit my job. Historically, I play like a lot of games, but I'm 28. Like I really want to get married. I've always like dated guys who are not emotionally available. So I was, I'm really trying to like not play games.

So I replied and I said, I'm sorry, I didn't realize the works I think it's normal to feel this way sometimes. I know I have a few different times. How can I be there for you? And then I followed it up by saying, thanks so much for telling me I felt a little hurt because I didn't know what was going on. I felt you pulling away a bit. He said, it just got me down right now. LOL.

And then he changed the subject.

I agree.

I'm like 27 ish. He's probably like a little less than a year younger than me.

He's in sales. So, yeah.

I know he has a lot of responsibility.

I mean, I think it's just like tech.

I'm also in tech sales. It's like a grind.

Yeah. Okay. No, I agree. I think that's like the pattern that I'm noticing is I feel like, and this is what happened with him. I'm definitely a girlfriend girl. I've been in like several, like three year relationships, like since college. So dating in between, I feel like they start off really excited and then like something switches, which is what happened with him.

And then I'm left being like, I want to know exactly what happened.

We hooked up on the third date.

Right.

Yeah. Okay. That's interesting.

I feel I have two sisters and I don't have like a bunch of guy friends. So it's interesting to hear a guy's perspective. Yeah.

Yeah. Okay. That's fair. I agree with that.

No, no, no. I feel like there's a lack of emotional intelligence from him, which at first I was like very upset in the initial realization of all of this. But now it's just kind of been like a turnoff. So now I feel like the curiosity is like more so an ego thing and less of like a I'm just I'm just curious thing. But I also don't want to ask when I've already been like clearly left on read.

Like I just wish he would be like, give me a straight answer.

I can make one, but.

Right. Okay. That's helpful. That's good.

I just got out of like a year relationship a couple months ago.

Yeah, that's good to hear. Well, I feel like I need to hear it.

Okay.

All right. I believe you.

I will. I will. I'll get you posted. Thank you.