Joshua

That's funny. Yeah. So me and my wife, we run a family chiropractic center in the UK. Cool. And our current revenue is around $750. We'd like to get it to $2.3. Perfect the model and then scale. Okay. This is what is currently my predicament. So we averaged 48 new clients per month last year consistently from two main channels, referral and Facebook meta.

What was the split? So it's 35% referrals, 65% ads. Got it. Yeah. And excuse me.

What was the split? So it's 35% referrals, 65% ads. Got it. Yeah. And excuse me.

What was the split? So it's 35% referrals, 65% ads. Got it. Yeah. And excuse me.

Yeah. So my question, and I think what's stopping me is determining where I should be focusing because we get great results for clients like they get, but you know, even if they have an amazing result, like a lot of those clients leave, which is fine. And then they need us. It's terrible. Yeah. And I'd love to have more clients to stay with us longer term from like a membership perspective.

Yeah. So my question, and I think what's stopping me is determining where I should be focusing because we get great results for clients like they get, but you know, even if they have an amazing result, like a lot of those clients leave, which is fine. And then they need us. It's terrible. Yeah. And I'd love to have more clients to stay with us longer term from like a membership perspective.

Yeah. So my question, and I think what's stopping me is determining where I should be focusing because we get great results for clients like they get, but you know, even if they have an amazing result, like a lot of those clients leave, which is fine. And then they need us. It's terrible. Yeah. And I'd love to have more clients to stay with us longer term from like a membership perspective.

And when I looked at our churn retention rates, our gross retention rate is 47%. And then our net retention rate is 74%. So once we've done expansions, upsells and everything else, it brings it up, but we still lose a lot of, we leave a lot of money on the table on the, because we're losing. You lose half your customers. Correct. But you keep a little bit more revenue.

And when I looked at our churn retention rates, our gross retention rate is 47%. And then our net retention rate is 74%. So once we've done expansions, upsells and everything else, it brings it up, but we still lose a lot of, we leave a lot of money on the table on the, because we're losing. You lose half your customers. Correct. But you keep a little bit more revenue.

And when I looked at our churn retention rates, our gross retention rate is 47%. And then our net retention rate is 74%. So once we've done expansions, upsells and everything else, it brings it up, but we still lose a lot of, we leave a lot of money on the table on the, because we're losing. You lose half your customers. Correct. But you keep a little bit more revenue.

So you're talking revenue retention versus low. So I'm like, which one do I focus on? Do we expand the marketing and just keep pumping the machine? Because I literally feel like you. I've got to a stage in my business where I'm still in the clinic, still serving patients. I love my clients. Yeah.

So you're talking revenue retention versus low. So I'm like, which one do I focus on? Do we expand the marketing and just keep pumping the machine? Because I literally feel like you. I've got to a stage in my business where I'm still in the clinic, still serving patients. I love my clients. Yeah.

So you're talking revenue retention versus low. So I'm like, which one do I focus on? Do we expand the marketing and just keep pumping the machine? Because I literally feel like you. I've got to a stage in my business where I'm still in the clinic, still serving patients. I love my clients. Yeah.

But like, you know, even if they've had an amazing change in their life, like it's like you with the weight loss. Like I've got to the point now where I'm like, man, like this doesn't excite me anymore. Yeah. I know I can help serve more people if I can just become more of the owner rather than the operator. I've stepped my shifts down from, you know, five days a week to like two now.

But like, you know, even if they've had an amazing change in their life, like it's like you with the weight loss. Like I've got to the point now where I'm like, man, like this doesn't excite me anymore. Yeah. I know I can help serve more people if I can just become more of the owner rather than the operator. I've stepped my shifts down from, you know, five days a week to like two now.

But like, you know, even if they've had an amazing change in their life, like it's like you with the weight loss. Like I've got to the point now where I'm like, man, like this doesn't excite me anymore. Yeah. I know I can help serve more people if I can just become more of the owner rather than the operator. I've stepped my shifts down from, you know, five days a week to like two now.

We own the building.

We own the building.

We own the building.

Oh, outfit it. So we, so we're pretty lean. Like we outfitted our current one. That was a hundred thousand. Okay. Got it. What's profit? We kind of keep it. We've kept it low the last few years, but we, yeah, it's like, it's like 13%. Okay. Yeah. So you need to fix that. Yeah. Okay. So it sounds like there's a lot of like, you know, owner's earnings and stuff.