E422 | Should You Move To A Stand Alone Space?

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Podcast Transcript

Danny: [00:00:00] So as a cash-based practice, you have some unique needs. Even more so now in our current economic environment that we found ourself in. This is why. We switched over to PT everywhere for my practice Athlete's potential look all in one place. We can manage patient schedules, home exercise plans, telehealth, and communicating back and forth with our clients, which has saved us a ton of time every single week.

Every single month and every single day, not just myself, but my staff, and right now you might just be a single practitioner, but eventually you want to grow into having multiple people in a true business. And what we wanted was a platform that could hold up. To multiple practices, multiple clinicians, and scale with us as we go.

So if you're just getting started, this is a great platform to take a look at. If you are growing and you're adding other people, this is a great platform that can grow with you and you won't have to worry [00:01:00] about switching later. So if you're interested in saving some time and having everything in one place, head over to pt everywhere.com and check out what they have to offer for your business and with their.

So here's the question. How do physical therapists like us who don't wanna see 30 patients a day, who don't wanna work home health and have real student loans create a career and life for ourselves that we've always dreamed about? This is the question, and this podcast is the answer. My name's Danny Matte, and welcome to the PT Entrepreneur Podcast.

What's up guys? Dr. Danny here, Eve, Gigi Peach Entrepreneur Podcast. Peach Entrepreneur, Facebook group. Um, but this meeting is being recorded. The, the new the new Zoom update. I get it. You know, you don't want to be recorded and, uh, somebody, you know, whatever puts that up without you, you knowing. [00:02:00] So, but it's a weird, it's a weird, uh, voice man.

It's, it, it reminds me of Blade Runner every time I hear it. I think it's like sci-fi. It's here now, but, uh, well, we're excited to chat today, dude. I'm really, this is, this is something that I'm really excited to get into talking about standalone spaces, talking about moving into bigger locations. Before we do, I do want to kind of get into something that we got to do yesterday, which is drop our boys off at camp, which was super That's right.

And I think, uh, you know, we talk a lot about like customer experience and. You know, being unique in our own businesses, and for those of you that, uh, um, have, I've never been to a camp, uh, like where you go for, you know, like I, I've never been to like a traditional summer camp, right. Um, as, as a kid, adult, anything.

And, but this camp that we sent our kids to, it's called Camp Carolina. It's been around for almost a hundred years. Like, think about that. The average business, most businesses don't even make it five years. These people have been [00:03:00] around for a hundred. Years. It's crazy. And when you go there you see exactly why, like what was the counselor's name that instantly remembered Liam, uh, Jose.

See, I can't even remember his name. And he remembers the name of like, all these kids that are coming back. Right. That's, it's, IM, it's impressive. And I think that they do such a good job of, uh, being organized, setting the expectation of what you need to do coming in, especially these times are weird, right?

With all the testing we have to do and differences they're, they're they've got with Covid. But, um, I'd love to know your thoughts. What did you think about that, about that business before we dive into. Commercial real estate or moving to a standalone space. Yeah. Um, I was just like, I'm a huge fan. I think they did an awesome job.

Yves: I couldn't agree more. This is our second year of doing it, and they have this like tagline that says, boy, are we enthusiastic? Like it's plastered everywhere. And people say that, but [00:04:00] have you ever seen. A business embody it more than that place. Never. I mean, they get there and I, I, I could post a video if you want it, but like they're doing literal back flips as you drive into the facility.

Right. And they're screaming and they're dancing. And the kids, I mean, my son just lit up. He, he loved it. He was a little corny, but, oh my goodness. Like, and just to set that tone from the beginning. Like, and that's how you walk into that place. The likelihood that they're gonna have a good time increases exponentially.

I think that's the coolest part, right? Like those first five minutes of somebody walking in your facility. You know, standalone space like sets the tone right for the entire experience, right? Like meeting somebody the first time, you're gonna make those immediate assumptions, right? So like, it's just so important and they do an amazing job and every single counselor is just as enthusiastic as you think with every single one.

And they all like feed off each other. It's a, it's, you know, it was an incredible

Danny: experience. Yeah. [00:05:00] Yeah. It's, uh, it's a, you know, I'll probably do a separate podcast just on like, you know, the, the lessons learned from this, from this one business. But I think that's actually a really important thing to do if you own a business.

Um, you know, be aware and perceptive of what other businesses are doing outside of our current industry. I mean, I think that's where we get very, like, laser focused on what are other clinicians doing? What are other medical practices, doing whatever. There's so much to learn from other industries outside of what we do on a day in, day in and day out basis where it, it allows you to be more creative.

And, and I mean, for a business that's been around for like a hundred years and is doing something such a, um, well organized scale is really, uh, is really impressive. So I'll probably do, I'll probably do a podcast on, um, customer experience lessons learned from Camp Carolina is name of it, by the way. So shout out to them.

They probably don't listen to this podcast, uh, but. I am impressed by their business and I, and I'm, um, you know, I'm excited. I think Jack's gonna have, An awesome time with Liam [00:06:00] and, and it's cool to see them, you know, like show up and they see, you know, like a, what is it, like a pond with zip lines and a blob.

You know, it makes me think of like heavyweight heavyweights, right? Like that, that the old movie with Ben Stiller and, uh, that, that's, that's exactly what it looked like. Uh, you know, as far as like all the, the water sports stuff they had. So anyway, let's bring it back to commercial spaces, standalone spaces.

This is actually something. I'm, I'm really excited to talk about because I, I feel like I've spent more time with this, um, helping, helping our mastermind members in particular, uh, be able to make the right decision on space size, space, location. Rent versus buy, um, or, you know, stay, stay where they're at and wait to grow, to move to a, to a bigger space.

But, um, we're gonna, we're gonna dive into, you know, commercial, uh, standalone spaces, what it looks like in comparison to subleased [00:07:00] offices, pros, cons, um, and, and kind of what we're, what we're seeing, as well as key relationships you need to cultivate in order to actually do this the right way, because.

When I did this in my business, I almost ruined our business. I almost, um, bankrupted us, right? Almost, uh, like, so quick backstory before we get into this. Here's why you should listen to this, because I lost, I, it was somewhere between 80 and $90,000. Uh, I wouldn't say lost. I burned that money, uh, between.

Employees that I hired too early that I was paying for, that I had nothing for them to do. Um, the space, which I. I didn't negotiate the rent correctly, and because of that I was paying for it before I could even use it and get the certificate of occupancy, all the equipment that I got, and I did everything with cash on hand, which is a terrible idea, which I'll talk about as you go through [00:08:00] some of these things.

So, It can be a huge step for your business. But if done incorrectly, like, like me, you'll find yourself sitting on a couch with your wife calculating how much money you have in terms of how many days you have left before you have to start putting everything on your credit card, which is a really bad place to be.

And we hope that you avoid that because it's a very difficult situation, um, to get out of. So, Let's talk about this like commercial space versus, or standalone space versus a sublease space. Tell me your thoughts on the pros and the cons of a sublease space, uh, like in a gym or another provider's office or something versus your own standalone space.

Yves: Wrong button. Tried to unmute and hit the wrong button. Zoom. Love it. Uh, for one, I love. Sub-leasing a space, especially early on, most people know this, right? Gym, physical therapists. [00:09:00] Having low overhead can be huge, right? So leasing a space, being in a facility, being around a group of people and learning your brand, getting proof of concept and keeping overhead low is absolutely, I think, Key in the beginning.

Also, it allows you, I think, to really like figure things out, right? Like you're around your people, you're around gym owners. You get to learn how those relationships work. So a hundred percent, like those would be the number two reasons subleasing makes sense when you go into standalone space. The list, I think, Gets a lot bigger, right?

Obviously overhead is gonna be, um, much higher and that's like a huge downside. But I got into, um, a standalone space and I pushed people to go to it as quickly as possible because the number one is controlling your environment. You're not. You know, beholden to a gym owner, you know, even just seeing some of the comments in the beginning, you know what I [00:10:00] mean?

Like bathrooms need to be cleaned or like, what's the whole facility look like? Like, to give you a story, when I was in this facility, in this CrossFit gym, I owned Purpose, had this private space, and I made it look totally different than the entire facility because I wanted my space to look. A little nicer, a little more bougie.

People came in and they felt kind of like warm safe. Right. I tried to control my environment as much as I could, but as soon as you left my private area, it, I couldn't control anything. Right. Right. I couldn't control temperature, I couldn't control who was there. I couldn't control music. So, you know, controlling the environment for me was, uh, was, was just number one and all the other things that are associated with.

Um, a few other ones too is just like the pride that you feel from having your own standalone space, right? And legitimacy that you get from other people. Like, you know, oh man, what's going on over there? You have your own space. Like, you know, I, I saw a big uptick in the brand growing just for something that, um, simple and then as circle before, the whole customer experience, right?

[00:11:00] Just able to give the customer experience that I knew that people, uh,

Danny: Yeah, yeah, for sure. I totally agree with all that. Um, if you have a question or something to add, type it in the comments. We are doing this live, so we can see this. If you listen to this on the podcast, by the way, great reason to join the PT Entrepreneur Facebook group because this is where we are more interactive.

You know, if you're listening to some of the podcast, it's great, easily digestible. Uh, you can listen to while you're cutting your grass, whatever you're doing. Um, but if you want. Uh, actually have a conversation and be able to go back and forth some comments and have us answer that. We gotta do it here.

So anyway, leave a comment, leave a question. If you got one. We'll get to it while we're, while here today. Um, but, you know, I would tell you, uh, that a subby space is a great stepping stone location. I think it's actually the best, the best model, uh, that is, has the least amount of risk. Like I'm a I. At this point, I'm very risk averse when it comes to any business that I want to get involved in.

Um, because there's nothing worse than [00:12:00] losing money and time, um, more than anything. So, you know, it's very low risk to start businesses like this, especially if you can sublease an office from somewhere else. We're talking. As little as free to as much as maybe a thousand bucks a month in, depending on the city you're in.

If you're, if you're in a really, you know, nice part of a bigger city, we see a lot of people that are hovering somewhere between, you know, three and $600 a month. Uh, for, for, for subleasing a space and a gym is a nice place to do it because there's a footprint of built-in people. We've seen literally.

Hundreds of these practices be able to pop up and be successful. Um, you know, and, and, and, and it's just not, it's not just exclusive to big cities. It's can be small city, whatever it, but the gym is a nice place to start. There's many downsides, right? Like my first space, dude, I had, I had a rat that lived above my head for like in the, in the ceiling panels for.

It must have been three months. And he would come out and he would run around above my head at seven o'clock in the [00:13:00] morning and it really wasn't a big deal cuz nobody else was there besides me. But seven o'clock in the morning, you got some half awake patient laying on your table and all of a sudden you hear this rodent scurry over your head.

It's like, how do you come back from that? You know what I'm saying? Like it's, it's not a great customer experience. People will get lost half the time whenever they would come to my office because it was very, like, it was kind of in the back corner, but you had to go through the main gym to go through the other side of the gym that had a wall in the middle and like we put signs up and coaches try to help people, but then there was like a whole other space.

It was difficult to get to. You've been there like you, you know exactly what I'm talking about because you couldn't really get in the other door. The door that was there was half the time it was locked. Half the time it wasn't, they never knew what was going on with the security system. It was, it was terrible.

Right. Um, the air conditioner. Half the time didn't work. It was super hot in Atlanta. I had a guy that was one of the coaches that would just fall asleep on the couch in this little waiting room. Um, this huge human being used to play in the N B A, he was enormous. He would just be like [00:14:00] snoring on the couch when people out, would've patience walk in and what do you do with that, right?

Like it's just so unprofessional. And all that being said, all that being said, it still worked like I still made it work and was able to then grow past myself. I think the other thing you have to keep in. Is a sublease space. There's not a lot of security with that because you're building your house on somebody else's foundation, is the way I like to think about it, and I'll give you a couple examples of this.

On multiple occasions we have had our space. Taken away from us with nothing, had nothing to do with our business. In fact, our business was, we're doing fine. It was the locations we were in were not, and they had to adjust for the purpose of, you know, keeping their business, um, afloat. And, and, and the other thing, and actually just heard this recently from one of our mastermind members, you gotta also be careful that, you know, if you are building a business inside of somebody else, They're gonna start doing the math, alright?

[00:15:00] They're gonna say, okay, I know Danny's charging 200 bucks a visit. People seem to be rolling in and out of this door a lot, right? I think five people came in today. That means he made a thousand bucks. And what you get is you get some, you know, frustration from that gym owner typically, that your business is starting to grow and thrive.

And if they're not seeing the same success in their business, Depending on the person, they can take that the wrong way. I've had, I've had a gym owner try to sh shake me down in the hallway, uh, telling me I needed to like, pay a percentage of everybody that came to the door back to him, even after we signed a sublease, like crazy stuff and ruins the relationship.

Right. Um, but. There's pros in terms of ease of getting started, speed of getting started, low overhead. A group of people that's right there and you can, you can get the ball rolling, get started. Most people we're seeing that are really using this as a stepping stone location. They tend to be there for anywhere between one and one and two years on average.

Um, some people it's shorter, some people it's [00:16:00] longer. But we honestly feel. This transition to a standalone location is a very natural progression, especially with what's going on right now, where commercial real estate, in particular, is not necessarily as healthy as it was a year and a half ago or so, where people had a much harder time negotiating.

You know, being able to get better, uh, rent rates, being able to find, you know, locations, um, because there's a lot of people that have gone outta business, so they're repurposing these now. Us as essential providers in-person providers. Um, we're very, uh, attractive to landlords as well, so we actually have a lot of potential benefit because of that.

To keep, keep in mind, which we can get into all that stuff, but just to, to get to kinda the logical steps, I think starting in a sublease space makes a lot of sense. Maybe you keep it and you move to a standalone space and you sort of have. Standalone space plus a sublease office. There's pros and cons to that as well, but owning your own space, whether you're leasing it or not, like having that space.

I've never, [00:17:00] ever seen anybody that we've worked with myself, yourself included, where they've done that and their business has gotten less successful. It's always. Exponentially grown. Not even a little bit, a massive amount.

Yves: Yeah. We see it, uh, almost way too often when you hire somebody, when you raise prices, when you get a space, like we only see these increases, you know, in new patients because you just become more legitimate.

You become like a real business. People are just like, what's going on over there? Right. They want to know more. And then once they realize, You know, and they hear about you guys. They hear about the good outcomes. They hear about the kind of space, you know, they just, they start coming in. You know, I said it in the anticipation post.

It's like one of the few times where it says if you build it, they will come. Yeah. That's actually true. You know, you, it's so funny. You know, I remember your space vividly, you know, when I came to shadow you, you know, however many years ago when I, it's one of the reasons you're gonna love this, that I knew I could do it because I went in there and I was like, this [00:18:00] place is terrible.

Ok. It's 6:00 AM. You're in this like bat, I was like, I saw the gym and I was like, oh, cool, gym. And then we went, right? And I was like, and we kept going and then we kept going and. I was just junk everywhere. And it's like, oh, this is room right, right here. I'm like, oh my gosh. Like, what is going on here? You know what I mean?

I was like, man, like it's not, you know, again, it's like not anything special, like you said, like it still worked despite all that, you know, it's,

Danny: dude, it was, it was awful like that. It's like, but also you gotta understand, I was coming out of the army, right? Like my, the space they gave me when I was at my brigade was in between a, uh, a laundromat.

And the CQ desk where there was like a 24 hour desk where somebody would just answer phones. So it always smelled like chemicals. You know, it was this tiny little room. It, it, they wouldn't even give me a shingle to put on there. People didn't even know where it was. So, you know, by, by the time that I got.

Uh, to, to this space. Um, you know, and, and granted I didn't know anybody, so, so, okay. I go, I, I go to Atlanta and I'm just, I go to a handful of gyms that [00:19:00] were, that looked big, right? Like that, that was like, oh, they might probably have a subby space. So I looked at a couple of them and all of them looked that bad, by the way, in many different parts of the city.

And so I talked to a friend of mine and he's like, dude, the west side of Atlanta is really coming up, right? It's growing. He's right, but seven years later it's there now, right? Like where my building was at. Thi this is, lemme put this in perspective. Day one. Day one, my first day seeing patients, some guy.

Breaks a window in the parking lot to steal a laptop that somebody left on their driver's or passenger side seat. First of all, that's his fault. Don't be a dummy. Don't leave your laptop in a major city sitting on a seat. You're asking for a criminal to break the window, right? So this guy breaks the window.

The guy used to fall asleep on the couch in my office. Like I said, he played in the nba. He played basketball overseas. He was a hulk of a human being. He jumps off the loading dock, chases this guy down. [00:20:00] Knocks him over and pins him on the ground while somebody else calls the police. This is as I'm walking out of the building with my second patient ever.

Right. Who, who happened to be one of the coaches there actually. So it ma made it a little bit better. Yeah. And uh, and I asked, I was like, Is this normal? He was like, not this, but he's like, people will get their car broken into here on a somewhat regular basis, so don't leave anything in your car. You know?

And I'm like, I picked the wrong damn place. Like I picked the wrong location. I'm here for a year, you know, on my lease with this guy. And just j just to reiterate the point, like you can start in the worst circumstances as long as you do the right thing for people. You know, as long as you get out there and you become part of the c.

You don't have to stay there forever. Right. But it makes, it makes my story more interesting because it's not like I had, I didn't have 200 grand to drop, drop into a facility and I had like all this nice stuff. Like, dude, I was in like one of the crappiest parts of Atlanta, you know, just. Whatever. I just found a place I could have the cheapest rent and I, and I made it and [00:21:00] I made it work.

Right. And that area's actually a lot nicer. There's a top golf right where my office used to be. So it's, it's actually really nice. But, you know, to, to anybody that's listening to this like, just get started, doesn't matter. You know, what it looks like. Um, would you have a couple questions though? Did you see these come through?

Yves: Yeah. Yeah. I see 'em come through. I mean, yeah, the bottom line too, just to echo what you said is you've, to earn it, you know what I mean? Like you've gotta earn the right to get that standalone space. Do you want me to walk through this question real quick?

Danny: Yeah. So I mean, just the, the gist of it is, um, Mr.

A provider that's been in a 10 before, uh, he's, he's, uh, gonna go straight to the standalone, uh, route to begin with. Uh, so he is been saving money to prepare for the transition. Are there any tips or advice you can offer for this? Am I missing anything? I will be joining the rainmaker soon, by the way. Cool.

So, um, we're gonna get into exactly what, you know, we recommend. So we're, uh, we'll, we'll, we'll hit that for sure. Um, You know, and, and I'm not sure if, uh, what does Mark say here? He's just pumping us up. Oh, cool. Cool. Mark says his experience so far in the [00:22:00] rainmaker has been super solid, um, starting with modules and coaching starting in September.

Cool. That's awesome, man. Um, let, let, so, you know, um, Daryl, we'll get into the, you know, answering that of what to look for. In fact, let's start with that. So, um, first thing is, number one, you know, you wanna look at. The location of the facility, the area where you want to build your facility is very important that you pick the right demographic area over the cheapest rent, right?

So I think Eve, you can probably speak to this better, because when you went to your standalone facility, you had two options, bigger space. Less cost per square foot, but not as convenient. Smaller space, higher cost per square foot, but great location. So talk, talk us through that a little bit. Cause I think this is actually a, a huge, um, you know, linchpin thing that people just, they neglect.

Yves: Oh, a hundred percent. And we, we dove into these numbers big time. You know, [00:23:00] like the idea of, of, uh, my practice having a bigger space where we could do group training and person, like, the idea of that was extremely appealing. Like, I wanted that, you know, and I, the only place we could do that is, as you said, in a different part of the different part of the city.

Yeah. You know, and we went back and forth forever and we, we did a deep dive and we realized, you know, I've been. This part of Charleston, Daniel Island, I live here too, uh, for two to three years at this point. Right. And to leave there, be like, are these people gonna follow me? And in Charleston, and in most cities historically, you kind of stay, you know, in your area, you know.

And so we found out that 60% of our clientele was from. The Dana Island area and we're like, man, we just, we decided we just couldn't do it. You know what I mean? Like, it would just would've been too much of a risk. Would they have followed us? Probably, you know, or maybe, I

Danny: mean, I guess, who knows, right? Oh, some of them.

Yeah. Yeah, some of them. But

Yves: like we looked at it and just said, man, we just have such a stamp on this community. Why would we lead this community? Like Right. How I built my practice and how I think [00:24:00] most peoples build their practice is this grassroots local community-based stuff and the word of mouth.

And, you know, the brand that we had here was. Enormous. And so we said, you know, we decided, hey, we're gonna stay and we're gonna be in the place where most of our patients already are. Right. And that's, I, I think that's made a gigantic, um, difference

Danny: for sure. Yeah. Yeah. I, I agree. Um, Ours was a little different.

So when we, uh, ex expanded and moved into a standalone space, we actually kept our satellite office. Um, and then we opened a standalone space on the complete opposite side of town. And the reason we did this, and I think this is actually really smart for anybody, uh, that is looking to build a standalone space, is see where your customers are coming from.

Eve looked. And the vast majority of his customers were coming from Daniel Island, where he was at, not necessarily where this other potential space was for us. The, the weird thing was when we heat mapped it, right, we said, all right, where's everybody coming from? Um, we had a, it looked like a shotgun, [00:25:00] uh, of the city except for this one little radius, which was I, Decatur, Georgia, which is on the east side of, uh, of the city.

And there were a lot of people coming from over there, and it wasn't close to our office, you know? 30 minutes with no traffic, which is never, unless you're like middle of the night, you know? So it was a 45 minute drive and we were getting all these people that were coming over from this part of town. So when we saw that, we said, well, obviously we need to look at.

Standalone spaces on this side of town because we didn't know for sure, but we had a strong feeling that if we were more, um, you know, centrally located for that group of people, if we had, you know, better proximity to them, that we would see more of them. Right. Um, and, and you're right, people don't really like to go that far, especially now look, coming out of last year, people are even.

Willing to drive places. I had to go, uh, meet somebody. It was like 45 minutes away. I thought I was taking like a day road trip. Like it was, it was so far for me cuz I hadn't really [00:26:00] done that to meet somebody in a long time. So, you know, proximity the area you're in, it actually makes a, a massive difference.

Um, you know, to, to answer Mark's question two, and we'll, we'll, we'll dive into this as far as. He's asking, you know, leasehold improvements and how you recommended, uh, managing and negotiating those. Here's my best advice for you. Don't negotiate your own contract. Okay? There's professionals called commercial realtors, commercial brokers that you absolutely need to get involved, and nobody told me this, so mistake number one.

I just went and just signed the lease that we had. I didn't have any concessions, nothing in place. I didn't know what I was doing. I found our space on Craigslist and I called him up. I looked at it and we were like, this is good. Let's do it right. It was really hard to find commercial space when we were doing this, uh, years ago when we moved to our standalone space.

So here's, here's what I would tell you. The lease, [00:27:00] uh, lease improvements, the, the, the tenant improvements, they call it ti. Mm-hmm. Newer facilities are gonna be more willing to give you ti tenant improvement because there's a shell of a space typically. They're going to do that, but they're going to then add it back into your, you know, your contract so that you're basically paying a little bit more rent each month, but they spread it out over the cost or over the time of your, uh, of your lease.

So let's say it's three years and they give you 30 grand or whatever. They roll into it. It's not free. $30,000. They basically roll into your, your payment and they spread it out over a period of time, but they have to do something with it anyway. They can't just give somebody a empty space if it's brand new, if it's older and it's someone's already been in it and you're taking it over.

Oftentimes, if it's an older building, those landlords don't care as. They just don't care. So what they're basically care about is hands off passivity. The guys that don't our, uh, building, all they do is cycle. They're, they're just cyclists. They're constantly riding [00:28:00] their bikes and their little kits. They don't do anything, right.

They're just the most passive business in the world. They don't care what it looks like. Really? They don't care. Like they haven't really reinvested much in it. At. Because they're basically retired. They like to ride their bikes and the cash flow's probably like crazy for them cause they bought it, who knows how long ago.

Um, you know, so they don't care. Uh, new buildings, you're probably gonna get, you're gonna get more of that older building. You're gonna be able to pay less per month. Um, new building, it's gonna be higher square foot. There's pros and cons to, to both of those. The bigger thing for me, I think is location is proximity.

Um, you don't have to be direct storefront necessarily. The visibility side of things, you're gonna pay more for that. I, I do think it's helpful, but we also don't have a restaurant, um, you know, or something that needs to be so visible like we. We have signage, but we don't have our, we don't have a, uh, like right on the street, uh, facing, you know, front of our office, it's a park.

It's off a parking lot that's off the street. But because of that, if we went down the road a little bit closer to downtown Decatur, our. Average, our rent would [00:29:00] probably be twice per month for the same size that it is right now, and the parking would actually be a lot worse. So sometimes what can be beneficial is look for areas that are a little bit further away from the hottest area, but you're still close enough to where it's easy for people to get there, but you don't pay like the, the most premium, um, you know, price for that location.

Agreed.

Yves: Foot traffic. I, I don't, I get this question I feel like all the time, like foot. Just doesn't matter. There's not many people just walking down the street looking for a physical therapy, like, oh yeah, my back's been hurting. I'm just gonna walk into this random facility, you know, and go get my, my back worked on.

Like, it just doesn't happen. What matters more is that you said the location in proximity to who you're working with, or maybe if you're not like working with a ton of people yet. Where like a lot of your referral sources, your community-based relationships already are like, that's where you want to be.

I love that word, heat map. Do you know what I mean? Like build your own heat map. You know what I mean? Like where in the city can I be and like where can you get the most, you know, bang for your buck, you know? And if you wanna dig into leasehold [00:30:00] stuff, we won't. I think your best advice is what you said.

Go get a commercial real estate agent. Get a lawyer to look over your lease. That's gonna be number one. But you know some things to hit on. You already hit. Ti, right? So tenant improvements. Can you get them to pay for some of your, um, you know, upfit, you know, flooring, I got them to pay for my flooring rent.

You know, can you get them to lower the rent or possibly even give you free rent? For the first few months or, you know, and backlog it. That was something that was huge for us. So we didn't have to pay rent right away and we could kind of start getting, um, some traction and just know the longer lease you have, typically the more you can negotiate that stuff.

Right, right. You have a three year lease, they're not gonna be as flexible, but if you're willing to go five or six or sometimes longer, do mean, I would say three to five is the most common. They're gonna be a little bit more likely to be able to work.

Danny: So three, three to five is typically what most people are, are doing.

Uh, now, like I, we, I'm trying to think at least a dozen people in the last. Month. [00:31:00] I've helped walk through this just within our mastermind program, um, that are at that stage where they're, you know, they're growing out of their space, they're looking for these other spaces. Um, and we can, we can dive into, you know, some of these other questions as well, uh, just, just as they, you know, they sort of intertwine we're gonna talk about anyway.

And, you know, Kayla Winter, um, she says, join the rainmaker soon. Cool. Finally, ready to, Uh, for us to whip you in a shape. Awesome. Uh, looking forward to that. Um, so what are some key things that you'd suggest to establish prior to making the move to a standalone lease or buy? Okay, so, um, I would like to touch on buy here, uh, in, in, in just a second.

But, um, I think first of all, you need to show that you are. Um, cash positive. Cash positive that you are consistently, um, you know, seeing, seeing patients and that you have a proven, uh, both, both marketing system, a repeatable marketing system. This is just pure advice for any business at all, by the way, but in our business, [00:32:00] repeatable marketing system, repeatable sales process, what you don't want is to specul.

If your business isn't doing so great, if you don't have business coming in, if you are not making you know, decent money, we typically don't see people springboard into a standalone space until they're at least. Hitting $10,000 a month in a sublease space in gross revenue. Um, so if you're not doing that and you don't have any repeatable marketing processes in place where you know you're gonna get clients where you know you can sell them into plans of care, you know, you can fill on that, you know they're gonna send you their friends and family and you have some sort of continuity, ongoing service, right?

These are just the nuts and bolts of being able to have revenue. And my wife, when she worked at nonprofit, They should say no money, no mission, right? So if you don't have any donors, you don't have any money, you can't support the mission. Well, no money, no business for us, right? So you have to make money in order to support the patients that you're gonna see.

So you have to make sure you have repeatable sales marketing processes for at a minimum, right? So [00:33:00] from there, you need to decide what do you. Your business to look like, and I think that this is actually where most people just neglect to even think about this at all. They're just, they do what my buddy calls, pull the trigger, ride the bullet, right?

They just, they go, they just figure it out as they go. They have no plan necessarily. They just know that like they need to make some money, which is how a lot of people start, but. If your goal is a lifestyle business and you just want to like, you know, not work for somebody else, you never have any intention of growing past yourself, then maybe for you staying in a sublease space makes sense.

Because you don't have to worry about any of the things that come along with having a stay alone space. You just show up, you open your door, you see some people, you go home, whatever. So in that case, that might be the right fit for you, but if you wanna grow past yourself, what do you want it to look? You know, do you want it to be more in the clinical environment?

You want it to look more like a gym? Do you want it to be, uh, actually have a gym and you, you build both of those together or you scale to both those together? Uh, that's gonna just be very different in terms of [00:34:00] what you decide to look for, right? And the bigger you go, the more you put into the facility, the more things you have to manage, the more risk there is.

There's also more opportunity. To be able to grow to, to, to a larger business, right? So I would tell you, you know, get a really clear vision of what you want, but also make sure you have some repeatable sales and marketing processes. And you're at a minimum making $10,000 a month before you look at jumping into a standalone space.

And we can talk about all the numbers associated with that too, in terms of what we wanna see. But Eve, anything to add onto that? No,

Yves: I mean, you hit it all, right? Like for me, like, let's call it like a, a a third grade level of this. Can you get new patients and can you keep them around? Right? Like, can you do that consistently?

That's the bottom line. And, and when you say repeatable marketing system, I think sometimes people go to this like, you know, Place where they're doing Facebook ads and they've got a marketing team, like a repeatable marketing system for us, you know, is we're doing one to two workshops every single month.

We're posting daily on [00:35:00] Instagram, and we're having one to two face-to-face meetings a week. That's our repeatable marketing system right there. Right? It's like a local grassroots version of that. So, you know, sometimes we see this a lot. People don't look back. And say like, what are the last three to four months?

What have I done? You know what I mean? Like, am I getting these new patients consistently? And like a lot of times they are, sometimes it doesn't feel like it. Right. But getting four to five new patients every single month, you can build a pretty darn good practice off of that. Right. Especially if you're keeping people around with packages and continuity and stuff like that.

Danny: Right, right. And, and obviously there's. Yeah, there's many things you can do to improve, you know, the marketing, the sales side, we're talking about digital marketing, content, leveraging, you know, referral, um, you know, marketing, local marketing, networking groups. Like, I mean, there's, there's, there's many, many things that you can do to up that, uh, to be able to really grow past yourself.

But, you know, we're assuming that, that you are. Um, and, and, and honestly, this is a deep talk topic by the way. This is a very, this is a very [00:36:00] challeng. Uh, thing to work with people on because not everybody's situation is the same. Um, and not everybody's, obviously, their locations are different, their goals are different.

Uh, the, the, even the, the lease negotiation and things can be very different. You know, I've just recently done this with somebody in Boston and then recently done this with somebody in a smaller town, and it was vastly different in terms. Of like how the lease negotiation really, you know, went one was a lot more intense than the other.

The bigger city was more intense than the, the smaller town was. So if, if you're really thinking about making the leap to a standalone space, like I, I really think your best bet is you have to find a really good commercial realtor. You know, and make sure they know what they're doing. Um, and, and also on the business side, if you're looking to go and scale past yourself, I would highly recommend jumping on a call with one of our staff members.

Like, you know, just even getting on a, uh, you know, a call with, with one of our, um, uh, team members that can really help point you in the right direction would probably be worth your time, which is even totally free. Um, you know, Eve, you actually redrawn dropping that link, uh, if anybody wants to, uh, to go there.

So I'd [00:37:00] recommend doing that. This isn't something you wanna screw up. It's definitely not something you want to, you know, just screw around with like I did cause it. Frankly, just put you in a place where you can potentially ruin your business. So getting back to the commercial real estate side. I think that there's, there's a couple options.

Okay. You have lease, which is what most people do, um, and you have purchase. So, uh, we have not purchased a building. It's something that I'm actually like actively looking at right now. Um, just because there's a lot of really unique programs out, uh, be because of C O V I D. There's a lot of unique programs.

There's one called the SBA seven a program, which allows you to purchase a, uh, a building with as little. 5% down, if the owner matches that 5%, which you still have to pay back, so technically 10, but the owner can put in five if they want. Owner finance, 5% of that. So technically you could get a commercial building for 5% down, which is not anything we've been able to do ever before that.

Not only that, but um, as part, some of these programs, they'll even pay your, your, um, [00:38:00] your rent. They'll, they'll pay your, not your, your rent, I guess your, your payment on the building for, uh, up to six months for you, uh, as you take that, that loan. So there's a lot of unique, unique, um, options that are out there.

If you're tr if you're not sure if it's gonna work still, I probably wouldn't buy the building just yet. Um, you know, unless you're just using it as potentially a real estate play, and that's something you want to add as an investment. Um, if so, you know, you being attended in, that has a lot of advantages.

Which we don't have time to get into on, on the tax side and many other things. Um, you can also sublease part of your building out to other people, right? So there's ways to do that, um, to offset some of your overhead. And, uh, like we looked at, um, there was one that I saw, uh, that we worked with. There was somebody who was trying to decide there was the same space.

Do I lease it? Do I buy it? The payment on it per month to lease it was gonna be $3,500. The payment on it to buy it was gonna be $2,300. So, It's a cashflow no-brainer in this circumstance, right? Um, but if you don't know your numbers, you don't know what you're looking at, then [00:39:00] it's very hard to make an informed decision.

So you need a lot of good data. You need a good commercial realtor. You need to know what that place would lease for as well. So there's a lot of layers to that, but something like that is really important to know because for that person, they're gonna save themselves $1,200 a month. Now granted, they have to be their own, their own landlord, but commercial landlords typically don't do shit anyway.

It's what's called a triple net lease, meaning, They're irresponsible for hardly anything. The roof, uh, the, the, the building, um, to some degree. But if somebody breaks your window, guess what? You're paying for it. If somebody breaks your door, guess what? You're paying for it. If the AC unit breaks, you are replacing it.

Like it's crazy to me. Do these triple net leases exist, but they're basically, that's all there is on the commercial side, and they're super hands off. As long as the structural integrity of the building holds up, you have to do everything else yourself. So keep that in mind. If you decide to also go to the commercial real estate side and buy it, you're kind of already doing a lot of these things yourself, aside from some of these [00:40:00] structural, you know, issues that you see.

Um, what about, anything to add on the, the buy versus lease? I. Yeah, I

Yves: mean, uh, the long-term play, if you can get on it, you know, I, I, I'm truly believer of owning your own space, right? That's the next level of control there. Because even now, you know, with us, we're dealing with, um, like noise issues, right? So I don't own the building and I've gotten some noise complaints and I've gotta be very, very careful if I own the building, no noise complaints, it's my building.

I can do what I want. So you get a higher level of control. On the downside, you have more risk, right? So the higher level control, the higher level of risk, and that's just, you know, that's just how it's gonna go. And that's why you need to earn that, right? Same thing from sublease to, I think standalone space.

From standalone to owning your own commercial building. You've just gotta earn that, right? And you've gotta make sure that, you know, you've got the things in place in order, uh, to do that. But it's an amazing long-term investment, right? Real estate, commercial and you know, uh, obviously residential are a great long-term investment place and that's what we're a lot of people are driving to, right?

[00:41:00] Like I do a lot of the calls, people join the mastermind and like, it's very, very rare that somebody's not like, yeah, I wanna get to the point where I'm making enough money to invest to get, you know, long-term wealth for me and my family and financial freedom and have a huge, you know, clinic where I can bring other PTs and get 'em away from, you know, the mess that is unfortunately, you know, outpatient physical therapy right now.

Right? Yeah. It's a big part of that. And that's, and that's really cool to see, you know what I mean? And like a lot of us are driving towards that. And I think it's, it's just so doable where people getting standalone spaces, you know, within, like you said, within six months to a year of, of joining the program.

I mean, it's way faster than I ever thought. And now people, we got multiple people looking to buy their own freaking building. Like, are you kidding me? Like that's, I don't know that we have to like, stop and take that in for a second. Sometimes I. Saying that out loud is kind of crazy. I would've not said that five years ago.

And now it's like it's happening.

Danny: It's happening. Yeah. Yeah. And, and look, I mean, if it wasn't, we have an interesting location where it's very residential, so there's very, there's very little commercial space [00:42:00] available where we're at anyway, which is sort of hamstrung us to the point where, We haven't been able to, um, you know, buy a facility, uh, because there's just not that much that exists, right?

So that, so we have to be kind of creative and otherwise we probably would have, um, at this point, and I, I think, you know, the common theme that I hear over and over again with everybody that we. You know, get a chance to have, um, you know, a little bit more of these one-on-one conversations with, and especially we're looking at like, what, what, like what do you want this business to create for you?

It's, it shouldn't be like, your business should not become your life. It should support your life. And, uh, sadly, most people. Trap themselves in their business because, so inefficiently run that, it's a nightmare and they just create this cage for themself versus working for somebody else. So instead of you working in this little cage, you've created your own cage.

And it's, it's not, it's not necessarily the most enjoyable thing after the, you know, excitement of you're starting your own thing wears off. So most people, a year or so in, they're just like, whoa, what did I do? [00:43:00] And over and over again though, the theme that I hear, which I resonates with me, A hundred percent is the people are trying to create generational family change and a couple factors.

Number one, they're trying to create generational family wealth in terms of, uh, you know, wealth that carries on without them. That on the monetary side is one thing, right? Like money, uh, passive revenue assets. These things that traditionally only very, very wealthy people actually talked about. Um, you know, now that knowledge is a lot more available and it's doable.

But to go along with that, Is also an understanding of how to leverage the skillset that you're learning and teaching your family how to do the same thing, which allows them to also understand how to play the game of life at a very high level, which is really the best way to look at it, right? Like it's just our own video game life.

This is what we're doing. And you know, when we start looking at [00:44:00] time as the other variable of that, these businesses, Allow us to create time independence, time freedom, but so does residual passive income, you know, which could be from a vehicle of potentially a commercial building. You know, maybe it's a different business that you're able to acquire that is complimentary to your business.

Maybe it's investing in things that are spin off cash flow, like, you know, real estate, a single family residential things, many different things that you can do. They're gonna help bolster your ability to have to spend, you know, trade your time for. Which is what we're all doing until we get to a point where we have and are running a business, a building might fit into that equation for you.

And the vast majority of people that we're talking to, that's their goal. Generational family change, both in terms of their principles, their core values as a family, but also the monetary side to be able to support their goals in life, the things they wanna see, the experiences they wanna have, the people they wanna support and help outside of their own.

Business. Right? So these things can line up with that, if that makes sense for you and it makes sense in your location. What I, I do wanna touch on, which I think [00:45:00] is something that we've definitely sort of pinpointed and figured out, or I figured out pretty well with all of these, um, locations we've helped stand up is, you know, what you're looking for from a general guideline standpoint.

So if you go into a standalone space, The spaces that we seem to see that work the best, at least for this first stepping stone position. So going from sublease to standalone space is something that's probably gonna be around 1500 to maybe 2,500 square feet. You might be able to go as low as 1200, but probably 1500 to 2,500 square feet is, is sort of the sweet spot that we're seeing.

And if you can have two to three treatment offices, That are built out in that space with a open gym area, a welcome sort of waiting, a very small waiting area cuz people don't wait at our places. They're not sitting there waiting for their appointment. It's on time every fucking time. That's the way it works.

So it does not have to be a lot of space for waiting cuz it's not gonna occur, but, You have to have an area that's nice where they're coming in. Customer experience is nice. A gym area where your people [00:46:00] can work on movement, performance based things. A private area where they can do whatever they're gonna do, uh, as well as talk to people in a way where they don't feel like, you know, they can't open up about certain things that are really driving them to wanna seek change.

Um, that seems to work really, really well. Two to three treatment offices, 1500, 2500 square feet. In a facility like that, you're looking at two and a half to three and a. Patient schedules, we'll put it that way in terms of volume that you're seeing, those facilities are supporting anywhere between 500,000 to a million dollars in gross revenue.

Uh, from what we're seeing in the ma more mature businesses that we work with within our Mastermind. So, so it's a, it's a great little, you know, size facility. It's not super expensive. Very, very. Yeah, no, a hundred

Yves: percent. I mean, that's, that's basically our facility to the T right? Brigg open gym area, you know, um, the waiting room also is like our meeting room with like a little TV in it, a little front desk, all one big room, and then two to [00:47:00] three, you know, bathroom and two to three treatment rooms like you can do.

So much good work in that facility, right? Like, you know, um, grow into that for the next whatever, two to three years, you know, and to the point where, like you said, I mean 500 to a million dollars in revenues is, uh, Pretty solid. Do you know what I mean? With like, really not that much, um, overhead. And usually people go almost too smaller.

They're scared to go that 1500, 2500 square feet, but every time we've pushed them to do more and almost every time, you know, they've, uh, they haven't regretted put it that way. Sometimes they're like, oh man, I'm already shrinking out of this. And they gotta. Somewhat make it work or they get, you know, we have somebody who subleases on one of our offices and we could probably put another PT there kind of in a heartbeat.

You know what I mean? So, yeah. Um, yeah, no, it's, it's really not that much overhead if you look at it, especially from kind of a macro standpoint of what's the potential is, which the potential in that facility is.

Danny: Hi. Well, and, and I think another metric, and this is one that um, we've sort of solidified with a lot of these spaces in terms of [00:48:00] what to look for, is we get this question a lot.

And, and this is something that I think is very actionable and tactical, that if you're really looking at this, this will help you clarify what you should or shouldn't be looking at spending. So, you know, if you do the math on your facility, and let's say you can generate. $50,000 a month gross revenue. So before, it's not what you're taking home, that's what the business is generating.

You want to really look for a space that is gonna be somewhere below 10% of gross revenue, ideally closer to 5% if you can. So now let's say you're at $20,000 a month, but the facility you're moving into, you have the space to expand to where you're gonna be at. In that case, we would say maximum. You don't want to go above $5,000 a month for rent, but if you can be closer to 2,500, which would be 5%, that's better.

That's where we'd want you to be. 10% of 50,000 would be 5,000. That's the max, but closer to 5% is [00:49:00] better. I think our rent right now is, and what is it? It's like 4%, uh, of, of where we're at. It's also one of the reasons why we haven't been super, uh, excited to, to jump to go somewhere else because we actually have relatively like low expenses for the space that we're at.

Cuz they haven't really, we've been there long enough to where they haven't really hiked the rent up on us. But if we were a newer tenant coming in, it would be more at market rates. Right? So anyway, that's basically what you're looking at, between five to 10%. Lowers better. It's hard to find anything lower than that though.

Otherwise you're just probably not such a good area, um, of potential gross revenue of the facility that you're gonna grow into, which can sketch people out a little bit because if you're like, okay, I'm gonna sign, uh, a sublease for three grand and I'm making 20 now all of a sudden, you know, that can scare you a little bit.

But fear's a good motivator when it comes to actually growing too, because why would you, why would you sign, uh, a three year lease on a space that you wanna grow into? But not grow into it. You know, it's like very [00:50:00] counterintuitive. So obviously you're gonna work to, to do that. You may not be at those percentages right away, but that's where we want you to be with the facility, you know, running well.

Yves: Yeah, I mean that's where knowing your numbers, you know, is so fun, right? So like we get to go through this with some of the mastermind members, right? And it's like they'll know to the T how many new patients they need to get based, and in order to get that gross revenue, it's usually very doable. We kind of break that down, you know, they've got their profit first numbers dialed in.

They've got a year of trailing 12. We're like, Hey, you know, you're, you're a steady stream of eight to 10 patients. All you do is get to 12 to 15, and this is very doable. Like, you've already done this, like, can you get four new patients a month? They look at us like, yeah, of course I can. Right? Like, you know, you'll probably just do that, just going into a standalone space and like obviously knowing those numbers is just so darn important.

Like I just. Love it when we get new people. We've had a huge influx and they've gotta do their KPIs and they're like, that's the first time I ever looked at any of this stuff. I never looked at the last 12 months. I'm like, man, like if we just teach you nothing else but this, like, you know, you'd be amazed at

Danny: what you can do.

Uh, dude. [00:51:00] So true. Like if I can, you know, it's, it's not, it's not like anybody is doing something wrong that's a clinical entrepreneur that's trying to, you know, go and do their, do their own thing. Um, we just ha we don't learn the stuff in school. And it's not like I learned the stuff in school, you know, and, and in fact, I was very bad with the numbers when we first started.

I didn't know what a profit and loss was. I didn't know what a balance sheet was. I didn't know how to look at. You know, financial projections and, but you have to understand like, numbers are data. It's, it's, it's just a incredibly important, uh, tool for you whenever you're going and actually, you know, making decisions for the business.

It's really no different than on the clinical side. Like, imagine if, imagine if all you could do was, was an objective exam and you couldn't do a subjective exam, right? So if, if, if you're, if you're a good clinician and you just focus on that and you don't understand the business side, it would be like doing an evaluation and not talking to that person and only doing the [00:52:00] objective exam.

Like how, how much better do you think you would be if you could link the two together? You need both sides of that to make a, a. You know, assessment, a prognosis and give somebody, you know, their plan of care and, and actually get them better on the business side. Clinically, most people that we work with, Ninjas, like legit.

Otherwise, they wouldn't necessarily get frustrated. They couldn't use their clinical skillset the way it deserved in a higher network or a higher volume, uh, in-network practice, and then decide to go and do their own thing. But if the numbers sketch you out or if you, they make you nervous or you want to puke, if you think about.

You know, bookkeeping or whatever, it's just going to cause you to slow down and to be less effective ultimately in their business, but ultimately in also helping the people that need you the most. Because they're not gonna know who you are, they're, you're not gonna be able to grow your business and you're not gonna be able to support other clinicians that also don't wanna work in these really crappy mill positions.

That is probably the most rewarding thing of starting these businesses to be able to save these folks from these bad, you know, positions. Cuz [00:53:00] not everybody wants to be an entrepreneur. So, you know, I think. If you are listening to this and you're like, dude, this is way over my head. You know, these guys are talking about all kinds of stuff that I know nothing about.

You need some help on the business side, and I highly recommend, you know, head to physical therapy biz.com/apply. And if you're, if you have a business and you're thinking about making this leap to a standalone space, do not wanna do it by yourself like there. It's repeatable. We've figured out a process that works.

You know, surround yourself with the right people, get the help that you need. And this would be a very smooth process where your business will grow steadily versus if you do it wrong, you can set yourself back for years, if not potentially ruin your business, which is very close to what we, what we did as well.

Um, so anyway, I think this is a conversation, very high level conversation. We gave you the. Uh, I guess like the simplified version of what's going on with this, but there's a lot, a lot more that's. Yeah, we

Yves: could unpack each little subset of that for probably three hours. [00:54:00] So hopefully, you know, the goal here is to just give you enough to think about, give you enough to be like, all right, I want to learn more, right?

Like, I need to start deep diving on this. You know, the big theme is, you know, I think you just hit it, which is like, you've gotta know your numbers in order to make these decisions. Like, you know, um, we have this whole, you know, filter. That I get people to make decisions, sir. Right? Like part of it's personal goals.

A big part of it is like financials. And a big part of it is business goals, right? And like you've got to know all things and have the right data to make the right decisions, uh, for your business. That's just a, that's just a bottom line. And yeah, we've been learning this, you know, on the fly through courses, through a lot of trial and error and a lot of ups and downs.

But at this point, you know, the. Game plan, the route, you know, is, is there, right? And like a lot of it is being comfortable with being uncomfortable. Like, yeah, it, of course it sucks in the beginning. It's supposed to suck in the beginning, but in the end, you know, I can say the word KPI and I know what it means and I know which ones I need to know for [00:55:00] each one of my businesses.

Right? And like, it's just part of that process. You gotta commit. Just like we ask our patients, you gotta commit to the.

Danny: Right? Yeah, exactly. You learn anything. You're smart enough to get a doctorate. You're smart enough to understand how to run a business. Right on. Um, it just needs to be explained to you, right?

It's a, it's, it's not like you just taught yourself how to be a physical therapist. Uh, and so it's funny on the business side, it's, we think we can do something that I think is actually harder than solving back pain. Uh, is actually like starting running and growing a, a business. There's so many things you can go wrong.

Um, so anyway, if you guys are interested, like I. We actually have our, uh, our September Mastermind event is coming up in Dallas, Texas. It's gonna be awesome. We're gonna be at a huge ranch out there. Um, we got a, about a hundred businesses, uh, mainly from the us, uh, potentially some international, and still a little weird with, um, regulations of whether they can get in or get back.

Uh, get, maybe get here. They can be okay, but getting back they may have a hard time with. Um, but if you're interested and you're at a stage where you're ready to grow your business, again, head to for, uh, physical therapy biz.com/apply. We will have a couple spots that'll be opening. For the [00:56:00] September, uh, mastermind event.

And, uh, if you wanna help on your business and growing past yourself, that's exactly what we're gonna work on. And surround yourself by people that are doing it, and in many cases, probably very much further along than where you're at, which is a pretty cool place to be as a business owner. So guys, as always, we really appreciate your time.

Appreciate you watching, and listen, thank you so much for all the comments today, uh, and questions as we're all really good. And, uh, next week we've got what's teed up next week, and we have, we're talking to one of, um, our members.

Yves: Oh man. Yeah, I don't know which one. You're just gonna have to wait for the anticipation post.

We're gonna talk to somebody. An incredible lineup over the next six weeks, though. You know, we've planned it out basically till the end of September, so we got some pretty awesome businesses, so definitely stay tune. Yeah,

Danny: we're trying to share as much as we can with you guys to help you be successful. So as always, thank you so much for watching, listening to the podcast, and we'll catch you next time.

Hey, real quick before you go, I just wanna say thank you so much for listening to this podcast, and I would love it if you got involved in the conversation. So this is a one way channel. I'd love to hear back from you. I'd love to get you into the group [00:57:00] that we have formed on Facebook. Our PT Entrepreneurs Facebook group has about 4,000 clinicians in there that are literally changing the face of our.

Profession. I'd love for you to join the conversation, get connected with other clinicians all over the country. I do live trainings in there with Eve Gigi every single week, and we share resources that we don't share anywhere else outside that group.

So if you're serious about being a PT entrepreneur, a clinical rainmaker, head to that group. Get signed up. Go to facebook.com/groups/pt entrepreneur, or go to Facebook and just search for PT Entrepreneur. And we're gonna be the only group that pops up under that name.