Pushing and tracking production in a physical therapy clinic can have a negative connotation—’you’re all about the numbers,’ ‘that’s not patient-focused,’ ‘that’s too corporate’—and lead to the owner being soft and reasonable with unproductive team members. However, when owners decide to know what the business requires to be financially successful and hold the team(s) accountable to those numbers, then results, morale, opportunities, and profits increase. In this episode, Physical Therapy Owners Club coach, Adam Robin, PT, discusses the beauty of a production-based business and the necessity that PT owners have to act like true CEOs and know the numbers, set the expectation, train and coach their teams, and hold them accountable. When they do so, their PT clinics will see amazing results.
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Improving PT Team Production Increases Patient Results, Company Morale, And Profits With Adam Robin, PT, Business Coach Of PT Owners Club
I got my good buddy Adam Robin in with me. How are you doing, Adam?
I’m crushing and killing it. I’m feeling good.
Yeah, you are. You’re looking good, accomplishing things, putting out all kinds of processes and whatnot but let’s get into it. What is the one thing that’s bankrupting or that will bankrupt PT owners nowadays?
A good friend of mine told me one time that if you had to take a look at your financial statement or your KPI dashboard and you wanted to find out where your money was, it’s probably under that production or utilization metric. Payroll is most of the practices I work with. It’s 50% to 60% of costs. I would probably focus there.
It’s getting your productive people productive.
You’ve heard it. If you tune in to Eric Miller on the show in the past, it’s one thing that he harps on. It’s a nugget that every time he brings it up, I tend to think, “That’s right,” and then I forget it but it’s true. The way you’re losing money in your practice, you’re not collecting copays and we’re not billing properly. Those are great and good and you need to work on those. I push those hard with my clients.
The one thing that’s losing you the most money is the open appointments on your schedule book. If you have a capacity and you’re not meeting that capacity, if it’s at 50% or 60% of capacity, you’re losing money. That’s the opportunity that’s wasted. You’re staffed accordingly, you have them scheduled for a full schedule, and like you said, 50% to 60% of your gross revenues tend to be salary. That’s where we’re losing money. It’s getting those things full so getting them productive.
We need more new patients. That’s always the problem.
Let’s put it in marketing. Let’s take a bucket full of holes and add more water to it. Let’s get things more productive. Where do you start? What do you recommend? If they’re looking at their schedule and they’re saying, “Adam, Nathan, we’re at 50% volume. We’re at 60%. We’ve got 120 visit capacity in a given week and I’m only seeing 60 visits a week. Where do we start?”
Managed by the metrics. Don’t be emotional about it, just look at the metrics. I would say that and I’m going to butcher this but there’s a book called Profit First or something like that. I’ve never read the book but I’ve read the cliff notes.
The concept is pretty easy. You set aside profit first.
What I would do if you want to get a lot of clarity is sit down with your accountant and tell them, “I want this margin.” Start with the margin. “I want 20%, 15%, or 25%. What do I have to do to get there?” You begin with the end in mind. If you start there, then you will operate to the level at which you place boundaries. If your boundary is 20% margin, I promise you’ll figure out how to get there. That’s probably the best place to start. There is a second.Begin with the end in mind. If you start there, you will operate to the level in which you place boundaries. Click To Tweet
I don’t want to get off that one quickly. I agree because I believe I’ve seen this with some of my coaching clients. Say they have a bonus system in place. They have a bonus system based on what they think is good and based on the numbers that they think are appropriate for a given salary. It’s not tied to any financial well-being of the clinic whatsoever. When we went back and assessed the bonus program, they were getting a bonus that numbers in which they still weren’t covering a significant amount of the cost of the clinic. It wasn’t tied to anything. It was based on feel-good. I don’t know what it was based on but it was the idea. It’s somewhat emotional, not necessarily financially based logic.
If you’re considering where you expect productivity, a good place to start is, like you said, let’s look at my profit and loss or financials. Let’s do a proforma project. What is it going to take for me to get to X revenue and X profit at my current reimbursement rate? Maybe you even do a little bit of massaging and say, “Even if I bumped up my reimbursement rate, maybe 5% or 10%, by knowing with my coach, I’m going to be able to get more out of my billing and collections.” Work backward with that gross revenue number divided by your reimbursement rate. There is the number of visits that you need to see in a given year at the reimbursement rate to hit that number and the projected profit.
Now you can work back monthly, weekly, and daily and say, “This what we need to do by provider now.” If you have that number and divided it by the number of providers, it’s full-time employees especially. This is how many visits that employee needs to see per year in order to cover the expenses of the clinic and justify them. Also, generate a profit for the clinic so it can continue to grow and expand. If you don’t have your numbers tied to that, then you’re just floating.
You’re hoping and throwing pins at a dartboard hoping something sticks. I love getting down into the nitty gritty sometimes and saying, “You need to do that. You need to do these things.” When you say measure by statistics, measured by the numbers, and measured by the KPIs, that’s part of it. What’s your gross revenue? What’s the profit number that you want? What are the visits that you need to see? How many new patients do you need to generate in order to get that number of visits across the year? Break that down into smaller segments then you get a lot more clarity. Now you can start pushing production and tweaking some of the other levers.
I remember being in that stage one business whenever I was working with you a while back. I remember we were talking a lot about numbers and thinking like, “I don’t want to put too much on the therapists.” We’re therapists, so we care about people and we want to have high-quality care for our patients. That was a big mental block that I had to get over to be able to understand that you can have both. All you have to do is ask the question like, “How do we provide awesome care, keep our therapists fulfilled, happy, excited and make money?” What a good question to ask your team. How can we do this together? All of a sudden, people are like, “I’ve got an idea.” “That’s a great idea. Let’s do some of that.”
Much of it does become emotional as an owner because you’re willing to slave. You’ll see 1,000 a week. That’s often the conundrum that owners are in. They’re punching out 60 to 80 visits a week while the rest of their team is piddling around at 40 or 50 visits a week. They are the main breadwinner and they don’t know how to get the rest of the team to step up the game. They know and because they’ve already shown it that if they step off the floor, revenues and profits are going to go down.
They have that internal battle about what you’re talking about. They know they need to get off the floor and they want some more freedom. They want to enjoy what it means to live the American Dream as a small business owner yet, they can’t confront the fact that they need to talk to their team about increasing production. How’d you get over it?
If you go back to an original episode, we talked a lot about developing your leadership and leader in yourself. Honestly, it’s important that you get clear on what’s important to you as a person and be vulnerable and share that with your team. The truth is that I wanted to find ways to make money but also, it’s very important to me that my therapists were happy, my patients were happy, and we didn’t sacrifice quality of care.
Once I got clear on that, that’s what’s important to me. I said, “Team, let me tell you what’s important to me. I want to try to find ways to make money because I’ve got these plans. I want to start a pediatric program. We need a clinical director soon. I want to be able to pay that salary. We need money in the bank so we can put the coal in the engine and go down the track. Here’s what I’m thinking, I want to be able to do that. I’m thinking we’re going to have to be around this number of visits per week but I want to be able to do this and also not sacrifice patient care. What do you folks think about that?”
Once you get clear on what you want, you open up your heart a little bit. People are more willing to help you. Before I was willing to step in and have that conversation, in my head at least, it became it’s them versus me. I have to make them work and I know they don’t want it. There was this unspoken battle I was having with them but there really wasn’t. It was just a battle with myself. I would say that’s a long answer to saying that’s how I got over it. It’s getting clear on what I wanted and how to communicate that.
Also, it helps me to be less emotional and objective when I know my numbers. When I go into a meeting about production with an individual or with a team. I can say, “This is the red line. This number of visits and this level of production generates covers expenses and a little bit. If we go below this for any period of time, then I’ll let you know when you need to start looking for work or if we need to get all hands on deck. Here is the number and this is the goal.”
I worry that a lot of owners don’t know those numbers, like, “Here’s my baseline. This is what is needed and this is the number that I need from each one of you providers. In order to be a part of my company and for us to stay afloat, here’s the minimum expectation. Blank visits per week, billing appropriately, and documentation done. Here we go.”
As soon as you have that, it takes away all the emotion. This is the expectation and now they know their scoreboard, they can say, “I’m doing a good job. I’m not doing a good job,” based on that number. When you go into a meeting, you’d say, “Where are you at? 70 visits a week, whatever it is. That’s amazing. Good job. You only need to see 55. Thank you for covering vacations and the sicknesses. Here’s your bonus.”
You can work off of that but you can’t say, “I need you to produce more.” They say, “I don’t know what more you want me to do. I’m so busy.” It’s interesting some of the least productive providers think they are the busiest because they keep themselves busy doing busy work and not production. It is important to focus on those objective numbers. We got to a point where we tried to be number-focused all the time. We were able to thankfully, connect the numbers to our purpose. Not just to make money and line the owner’s pockets but to further the purpose of the organization and have that conversation.
To the point where one of our mantras at the beginning of every meeting, whether it was with leadership, the provider team, or the individual Kleenex, production is the basis of morale. We know that if we are productive and we talk about it. If we are productive, things are better. The atmosphere is better. When things are slow, then it feels like you’re walking through mud all day. You’re struggling to get through but when there’s production and there’s numbers, then energy is high. What can we do to improve production and make that a focus? Getting volume.
I love that. Another thing that is super helpful is not everybody is good at pushing numbers but you got somebody on your team that’s good at it. Honestly, if you want me to give you advice on how to push numbers, I have things that I can show you but I’m not good at holding people accountable. I’m not that guy.Not everybody is good at pushing numbers, but you got to have somebody on your team that's good at it. Click To Tweet
I avoid those conversations too.
I know what needs to be done but I don’t know how to. My office person is typically in that front office. You have that, “I need to collect this money.” It’s very objective. They don’t have that therapist mentality. If you say, “Front office, I need you to schedule this many per therapist,” it’s going to get done. All you have to do is think about one person and it’s the front office, “How many have you scheduled?” You don’t have to chase therapists around and have conversations with everybody. You have one conversation with your front office personnel and their KPI is the number of scheduled visits per week per therapist. That’s it and it’s over with.
You’re having this on the tail end of having that conversation with the team, I’m assuming. You’re not doing it behind the provider’s back and all of a sudden, “I went from 50 to 80 visits a week.” The front desk is so valuable in that because I would venture to guess, most front desk personnel don’t know what their key metric is. If you’d asked them, they might come up with getting authorizations.
It’s making sure I collect copays. That’s valuable but that’s not the key stat that I assess a front desk person by. It is your job. When you ask them, “What is your job?” you should be able to iterate some form to fill the schedule. That’s what the front desk does. Get every active patient on the schedule books at the frequency that they’re supposed to be coming in according to their plan of care. Get them to come in at that frequency every week all the time. That’s all you do all the time. If we’re not collecting copays, maybe we’ll hire a second person to get on board. We’ll start putting credit cards on file so that we get those done, but get them in the door. Their job is to bring them in.
I was blessed to have an amazing front office person. She’s our director of administration now. She took that off my plate and made sure people are busy.
The other end of that on the provider side is you can get in trouble if you don’t give that clinic director position to someone who is ultra-productive themselves. If they seem like a great people person and people like them and whatnot yet their product production numbers are low, that’s not leadership material as far as the clinic director is concerned. Maybe they’re more of a marketing person. You need to give them some other seat on the bus.
It was always stressed to me. We always looked for the people who are going to be leaders in our organization are the be are going to be ones that have the highest productivity numbers. It is only from that seat in which they can train and hold accountable people to their production numbers. If they’re low production themselves, it’s hard for them to sit down with someone else and say, “I need you to be productive when you’re not.”
I would say, like most things, it’s a growing stage. If you have 3 or 4 therapists that you’re leading now and they’ve all been seeing 35 visits a week for a few years and then you come out and say, “By the way, now we’re going to 60,” you might lose 1 or 2.
You probably need to.
For those who are reading who are thinking to themselves, “How the heck? My folks are only seeing 30 or 40 visits a week.” I would say, 1) It can come in stages. It’s okay to come in stages to slowly ramp up. That’s okay. 2) You’re probably going to lose 1 or 2. People don’t like change. It’s uncomfortable and inconvenient and they don’t want to deal with it. Be prepared for that, and that’s okay. If you can do a good job at explaining the vision, why it’s important, and give them the flexibility to, “I’ve got some concerns that I’d like to work out with you,” and you communicate with that and do it in stages, you’re doing everything you need to do.
I can see where you’re coming from because paced progress is important. As you start committing to making changes in your business, many people will act up and self-select out of your organization. You’ve got to be prepared for that and accept that we’re not going to be a family forever. As you’re looking to make changes and progress in your company, not everyone is going to be on board.
As you said, they’re comfortable in what they’re doing, especially if you’ve had a front desk person that’s been there for fifteen years. They know the ins and outs of the entire system. They know everybody and all the return patients because they were there ten years earlier when the patients came the first time. Those might be some of the first ones because you’re going to ask these people to make changes for the better of the organization.
There are a lot of people that will think, “What was good in the past is good enough now.” It’s difficult to see. These are what we’re expecting you to do and you have to be understanding. We’re also projecting this for you so you don’t have to be surprised when this happens that as you make these changes, some people you will need to fire. It goes back to the old adage, the people that got you here are not the same people that are going to get you there. You see that at different stages of the organization.
I thought I had people on my team that were going to stay with me forever and we started to make changes. They started acting up and I had to hold them accountable. They’re either acting out in terms of how they interacted with the other team members or just acting out toward me. Whatever it was, their production numbers fell off.
We have to say, “What you did before wasn’t good enough and I need you to do more. I don’t know what you expect me to do.” You’d say, “We’ve given you some training and we have some ideas. Are you willing to implement? I’ll try,” but over the course of time, it didn’t work. Typically, they’ll either self-select like you need to let them go or they’ll resign. You need to be prepared for that. When you start seeing the red flags, you need to start collecting resumes.
Now you’re being an owner at that point. That is the job of the owner. Your job is to maintain. You’re like the liaison between the relationship of the employee and the company. You’re trying to make sure that that’s fair, equal and everybody is giving both ways, even give and take. That’s the hard work that a lot of people have a hard time doing because I want to treat patients. I don’t want to have to have hard conversations, push productivity and look at numbers. I don’t want to do that. That’s too corporate.
If you want to be a CEO and you want freedom and fulfillment in your practice, you got to start putting your toe in the water and venturing into that world so that you can learn how to lead your team and create an organization. What I’ll tell you is that it’s hard. When you get to the other side and you have a team of aligned people, you have that dream team set who believes in what you want to do and who’s got your back, it’s the most rewarding thing you can ever imagine. For those, I would say, venture out and give it a shot. Your future organization will thank you for it.
A mindset shift occurred in me when I learned about the decision filter in small business. The decision filter starts with the business comes first. We do whatever we can for the business to survive. The owners come second and the employees come third, especially in a mom-and-pop situation. I consider a mom-and-pop grocery store where they’re not only running the cash register but they’re also stocking the shelves and mopping the floors late at night.
They’re turning the lights on at 6:00 AM to open the grocery store and they’re doing inventory checks, processing all the orders, and all that stuff. That’s a mom-and-pop organization. When you apply that to physical therapy, the head therapist is also the owner. Sometimes, she covers for the front desk and they are their own technician. When things are slow, then they close the doors and go out and market. When you get to maybe 3 or 4 team members in an organization, that’s mom and pop.
You want to transition from mom-and-pop to enterprise. There’s beauty in the mom-and-pop scenario because it is familial, comfortable, and welcoming. My influence as an owner is easily pervaded through the small square footage that I have. It’s what I want because it’s all me but that’s also the downside. It’s all you. When you want to transition over to the enterprise side, it takes some measure of structure, production, and expectation. That’s where the decision filter is important. You have to make changes that are based on the well-being of the organization first or the business first because if that doesn’t exist, the owner and employees don’t exist to go down off of that.
To do the little waterfall here and I’ll let you in. If the owners aren’t satisfied with what the business provides them, then there’s no reason to have a business. If you can’t generate a profit, then why am I in business then the employees last because they are needed to run the organization. If you don’t start with the first two, then the third doesn’t happen. You have to sink that in as an owner. You have to get that mentality into the employees as well. We do what’s best for the organization first.
The truth is, in a lot of ways, probably every way, what’s good for the business is good for the patient and the employees. They’re not exclusive things. Whenever you have productivity with the appropriate level of support, what a beautiful balance and atmosphere for your team to learn, grow, and become better people. They’re generating more revenue, so now you can share the organizations and expand your impact. It’s good for everybody. If you stay small, you shortcut, do favors, and make emotional decisions, you come out the other end and the organization is struggling. If the owner is about to have a heart attack and can’t pay his mortgage, then you got to lay people off. Let’s tell ourselves the right story.The truth is, in a lot of ways, what's good for the business is good for the patient. Click To Tweet
I noticed a shift in my business after doing it for many years like that, where I was number one all the time. I was trying to slough off and abdicate my responsibilities, complaining about how much I hate ownership, wishing I could treat and go back to a 9:00 to 5:00 job, and that kind of thing. My whole worldview changed when I decided to put the business first, pull myself out of patient care, and start running things by numbers. It completely changes the organization and trajectory of the business.
That can be a difficult transition. I love what you’re saying. If you can push through that, establish the numbers and some structure, and get to know your production KPIs. As you put that effort into the business and do not treat patients, you come out the other side and start developing team members and leaders that are starting to push production and build off of a culture that you’ve already established. It’s something that you can be proud of. It takes that effort.
It goes from a lot of resistance to you walk in Monday morning and have that one therapist. They’re like, “Adam, I want to let you know I was a little low last week but I wanted to let you know why. I had this and this is what I’m doing. I’ve got them on a call list. I’m going to call them. Is that okay?” “Absolutely. Thank you for being an awesome team member.” That’s when you know you’ve struck gold at that point.
That exemplifies a lot of stuff that had to happen. A lot of things had to get into place to get to that point. You had to start with the conversation, to begin with. You had to be clear on the expectations according to KPIs and stats that you established to maintain a healthy level of margin in your company. You have to train them on these are your key statistics. These are some of the tools you can use to improve your statistics.
This is how you report your statistics so they know that it’s not up to me as the owner to find out your numbers. That’s the tail wagging of the dog right there. I’m a slave to you to get the numbers that you’re supposed to produce. It takes a little bit of training. These are your numbers. You generate the statistics and report them up to your supervisor and say, “This is how I did last week and this is what I’m going to do about it. If they were low, this is what I’m going to do. If they were great, I’m going to keep doing what I’m doing.”
Share your tips and secrets.
I might even add a little fuel to the flame but that’s a level of reporting. That little scenario that you shared right there has a huge backstory behind it. There’s a lot of work that went in to get to that point but it’s possible. Having that mindset as a team and empowering your team members to know their key stat, what they can do to improve their key stat, and work that on a week-by-week basis is a huge culture builder. Let’s go down a couple of them because some people are saying, “You guys are talking about pushing some KPIs and statistics.” What are some key production statistics that you’ll work off of? These are some key ones and I want to see them in a certain range.
If you’re talking about therapists, probably the most important one is going to be how many total completed visits for the week.
I’d take that one a little bit higher because we started with the statistic. What is their utilization rate?
We use productivity utilization. They’re the same thing.
How do you usually explain that stat to your team?
It’s confusing the way we do it. What we do is we take the number of available slots on the schedule versus the number of slots that were filled with completed visits. We want that to be at an absolute minimum of 85%. At the minimum, we need to have some things to get it up closer to 90%. That’s probably the most important because here’s the thing. If you remove all of the emotion, the therapist’s job is to produce income.
They do that by providing a valuable product to the patient. They want to provide stream value so that we can generate revenue. That’s their job. When they don’t have patients in front of them, they’re no longer a revenue-generating asset to your business. They’re an expense at that point. We want to minimize the time that they don’t have patience in front of them.
That statistic is so important to go off of. 1) It tells you how productive they are. 2) It also tells you when it’s time to expand. When that number gets up to 95% to 100% on a regular, it’s time to hire the next therapist. If that gets to 95% to 100% on the regular as a team, then you know it’s time for some expansion in square footage or another facility, right?
That’s right. It could be a very valuable thing to review. Now you can review what happened in your clinic or at home on your KPI dashboard. You know the story. You don’t have to be there.
The interesting that I think that I see with coaching clients and maybe you’ve seen it yourself, especially those that are still treating. Even if they’re treating three and a half days of their available slots, they’ll have 95% to 100% full while the other team providers will be at 60%, 70%, or 75%. They’re telling me, “I don’t have time to get to this stuff. I need to have time to do more. How do I get them more productive?”
It’s like, “If you scaled back your available hours, you could immediately make the rest of your team more productive and you’d have the hours that you need to get some of these things done.” That goes back to, “I don’t know if I want to push production that much.” If those patients go over to them, then the patients are going to either drop off or not commit the frequency that they’re supposed to because you haven’t trained them on how you keep patients.
You’re hiding the secret. Your patients come in at the frequency they’re supposed to come in. You have the best arrival rate and you keep them for the longest period of time to complete the full plan of care and you’re not training the rest of the team on how to do those same things. You need to scale back and start training them on what your secret sauce is to improve the numbers.
It is. That’s true.
You’re bogged down in the beginning. You’ve got a million things on your plate and you are so consumed with the day-to-day. It’s hard for you to get clear and step back and see what’s going on. I like what you explained because the solution is let’s put a Band-Aid on this. I’ll treat all the patients and I’ll get through this week. That’s an irrational thought. It’s because I don’t have the time or the energy or the motivation to even stop and think about what’s going on now. It’s like if there’s a fire in the building and the alarm is going off, you put your hands over your ears. You’re like, “I don’t want to hear the alarm.”
Instead of like, “We need a fire extinguisher.” The problem is not that you have too many patients on the schedule. The problem is you haven’t trained your staff. Let’s focus on that because that might cost you a month but it’s going to save you years of your time. I don’t know about you but I plan on being in business for a while and making some money. I don’t plan on selling next month.
You don’t want to be treating full-time the entire time.
If I would be willing to step out a little bit, learn and focus on the problems one at a time and God forbid, next year, you can have a whole different practice. You might even enjoy it.
Production KPI can be carried across both the front desk and back office because what is the front desk’s main job? Filling the schedule. What is the provider’s job? Get their schedule. See the visits, get them in, sell them on the plan of care, make sure they come in for their visits and you keep them engaged in the therapy then document and bill accordingly.
That’s a huge KPI that people can start off with. The other KPIs support that one KPI. If you can increase the arrival rate and average frequency of visits per patient per week, those things are going to increase that utilization and that production stat. You train your provider on what they can do to increase arrival rate, average frequency per week, and their plan of care. At the front desk, when you’re taking calls, this is how you can improve the arrival rate and those patients don’t cancel. You train accordingly on production and get those things up. You shared this on our Slack channel but if you can increase volume, it covers a lot of mistakes.
You’d be amazed about how many of your headaches will go away.
You can get volume. It will create other headaches but you know what kind of headaches it produces. The things that come aware to you when you have volume are the things that you need to work on. The seats will pop out when you have volume.
Work on your headaches. “What’s the biggest headache you have now?” “It’s this.” “You’ve identified your focus for the month.”
If you need to step out of treating to focus on that, you’re one step ahead.
Any other thoughts about production?
No. We talked about a ton. I enjoyed it. To bullet points, number one, get with your accountant. Set your profit margin first. That’s where you start. If you haven’t done that, you got 30 days. Get it done.
I’m sorry to cut you off. Add in a profit. We made an expense line and that’s the basis of the profit-first practice. You have an expense line for a profit. You’re not starting this business to just cover expenses. Input a 10% minimum profit. If that’s hard to imagine now, start at 5% then bump it up one percentage every other month or something like that until you get to 10%. Build in a profit to your expenses. Don’t bother reading the book even though it’s a good book. I told you what to do. That’s number one. Meet with your CPA.
You have your margin. then number two, how many visits per week or month do you need to hit that margin then divided by the number of therapists that you have? That’s how many you have to schedule per week. Roll it out gradually with your team over the next 90 days. Your whole practice will change. Trust me.
They talk about moving big rocks. You make that a quarterly rock and production is a rock. You start having weekly discussions about production. You track and report your production stats. Everyone knows where they’re at and if we’re heading in the right direction. When you identify the statistic and start tracking it then start talking and reporting on it, that statistic tends to get better. It’s a natural law and you do that for three months. After three months, you should have a small handbook on how to increase production.
That’s your production low protocol.
When the yellow light is flashing, we pull out this handbook and this is how we increase production. We said these things at the front desk and to our new patients when they came in. This is how we held our patients accountable for their frequency and plan of care. You name it. Now you should have a little handbook based on three months of work and you do that over four quarters. Now you have four handbooks on how to increase production, bill more effectively, and increase plan of care and compliance. Take your pick but now you have four volumes on how to improve things in your clinic if you do that on a regular basis. It is fun. We didn’t even talk about where you came from. Adam Robin is a man from Picayune, Mississippi. That is changing the world.
You opened your third clinic, right?
Coming soon. We got a couple more months. Check us out in the Facebook group. We’re going to start getting more active on there.
If you read the previous episodes, you know that Adam’s joined me as a coach for the Physical Therapy Owners Club. We’re happy to talk to owners who might have any issues on a free discovery call. You can go to the website PTOClub.com and book a call with us for 45 minutes. We’ll talk about anything you want to talk about. We’ll talk about how good-looking we are, how much you like the show or your business. We love talking about the business stuff. We can go on for days. You can reach out to me at [email protected] and I’ve got you a PTO Club email already, didn’t I, Adam?
I got an official email, [email protected].
Any last words?
No, you can do it. Surround yourself with some good people. Take it one step at a time. That’s all you got to do.
That’s right. Thanks for joining me. I appreciate it.
About Adam Robin
Adam has been committed and driven to make a positive impact in the world of physical rehabilitation. Adam, with the help and guidance of mentors, founded Southern Physical Therapy Clinic, Inc. in 2019 and has since developed a passion for leadership.
He continues to work closely with business consultants to continue to grow Southern to be everything that it can. During his spare time, Adam enjoys spending time with his family and friends.
He enjoys challenging himself with an eager desire to continuously learn and grow both personally and professionally. Adam enjoys a commitment to recreational exercise, and nutrition, as well as his hobbies of playing golf and guitar.
Adam is inspired by people who set out to accomplish great things and then develop the
discipline and lifestyle to achieve them. Adam focuses on empowering and coaching his team with the primary aim of developing “The Dream Team” that provides the absolute best patient experience possible.
He believes that when you can establish a strong culture of trust you can create an experience for your patients that will truly impact their lives in a positive way.
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