Raymond Kooner

How many do you sell per month? On average, we're getting about 35 leads per month. And out of the 35, we have 28 that show. Okay, that's pretty good. And so we have a show rate of about 80%. That's great. And our closing rate is about 71%. So total sales probably roughly around 20. Cool. Solid numbers. Okay. So what's the goal? My three year goal is to try to get to $5 million EBITDA.

I want to try to build a business that can run individually, but then I also want to entertain selling to institutional buyer. Okay. So this is very much up your alley what we talk about.

I want to try to build a business that can run individually, but then I also want to entertain selling to institutional buyer. Okay. So this is very much up your alley what we talk about.

I want to try to build a business that can run individually, but then I also want to entertain selling to institutional buyer. Okay. So this is very much up your alley what we talk about.

So if I were to prioritize my constraints, what I think they are, number one, I would say is probably lead flow. I think that we could do better in that department. It's not consistent. When I had one location, it was really easy to predict that and to change the outcome pretty quickly. But as we've scaled, I'm having a tougher and tougher time, you know, scale the marketing, right?

So if I were to prioritize my constraints, what I think they are, number one, I would say is probably lead flow. I think that we could do better in that department. It's not consistent. When I had one location, it was really easy to predict that and to change the outcome pretty quickly. But as we've scaled, I'm having a tougher and tougher time, you know, scale the marketing, right?

So if I were to prioritize my constraints, what I think they are, number one, I would say is probably lead flow. I think that we could do better in that department. It's not consistent. When I had one location, it was really easy to predict that and to change the outcome pretty quickly. But as we've scaled, I'm having a tougher and tougher time, you know, scale the marketing, right?

So I would say that's like a big one for us. Second one would be like our sales infrastructure. Because we are 75% insurance-based, there's so many different plans out there, right? So when the patient comes in, we have to determine what kind of insurance they have by verifying it and then make a customized plan based off of that.

So I would say that's like a big one for us. Second one would be like our sales infrastructure. Because we are 75% insurance-based, there's so many different plans out there, right? So when the patient comes in, we have to determine what kind of insurance they have by verifying it and then make a customized plan based off of that.

So I would say that's like a big one for us. Second one would be like our sales infrastructure. Because we are 75% insurance-based, there's so many different plans out there, right? So when the patient comes in, we have to determine what kind of insurance they have by verifying it and then make a customized plan based off of that.

So if there's a way to streamline that into one day, I think it would be much more effective for us. When I personally practiced, I was able to do it in one day, but I'm having a tough time training my doctors to be able to do that. Number three, scaling issues. So just centralizing the marketing has been a challenge for us. Limited employee pool, right?

So if there's a way to streamline that into one day, I think it would be much more effective for us. When I personally practiced, I was able to do it in one day, but I'm having a tough time training my doctors to be able to do that. Number three, scaling issues. So just centralizing the marketing has been a challenge for us. Limited employee pool, right?

So if there's a way to streamline that into one day, I think it would be much more effective for us. When I personally practiced, I was able to do it in one day, but I'm having a tough time training my doctors to be able to do that. Number three, scaling issues. So just centralizing the marketing has been a challenge for us. Limited employee pool, right?

So right now we're not expanding, but when we do expand, it's harder to find a doctor obviously than a regular person.

So right now we're not expanding, but when we do expand, it's harder to find a doctor obviously than a regular person.

So right now we're not expanding, but when we do expand, it's harder to find a doctor obviously than a regular person.

Yeah, and then I've got to put one of my guys in there. So the hiring pool is a lot smaller for me than it would be for other people. But that's not an issue right now. I don't think it's a pressing issue for us until we start expanding. Yeah, got it.

Yeah, and then I've got to put one of my guys in there. So the hiring pool is a lot smaller for me than it would be for other people. But that's not an issue right now. I don't think it's a pressing issue for us until we start expanding. Yeah, got it.

Yeah, and then I've got to put one of my guys in there. So the hiring pool is a lot smaller for me than it would be for other people. But that's not an issue right now. I don't think it's a pressing issue for us until we start expanding. Yeah, got it.

People operations, so obviously when I had one location, it was really easy to control the standard, right? But as we expand, it's harder and harder to have that same standard. So let's see the numbers. So going over the numbers again, so top line revenue, 5.2 million last 12 months, profit 1.2, net margin is about 23%. Our CAC is about 700. Our lifetime value is 3,400.