E824 | The Cash-Based PT Clinic Silent Killer

Jun 17, 2025

cash based physical therapy, danny matta, physical therapy biz, ptbiz, cash based, physical therapy, how to start a physical therapy clinic, hybrid physical therapy, physical therapy website

The #1 Killer of Cash-Based Physical Therapy Practices (And How to Fix It)

Over the past eight years, I’ve worked with more than 1,000 cash-based and hybrid physical therapy practices. I’ve seen what works—and more importantly, what doesn’t. And if there’s one silent killer I’m seeing across the board right now, it’s this:

👉 Shrinking net profit margins.

In this post, I’ll break down why this is happening, what it’s doing to practice owners, and how to fix it—before it’s too late.

Gross Revenue vs. Net Profit: Why It Matters

First, a quick refresher:

Gross Revenue = Total money your clinic brings in
Net Profit = What’s left after paying expenses, payroll, taxes, rent, insurance, etc.

You could run a million-dollar clinic and still feel broke if you’re only keeping 10% ($100K). But if you bump that to 20%, you’re keeping $200K. That’s an extra $100,000 in options: hiring, saving, or investing in your future.

What’s Squeezing Your Margins?

Over the last five years, we’ve seen:

Rising rent and insurance costs
Inflation driving up cost of living
Pressure to pay staff more to stay competitive
Higher operating costs across the board

Result? Businesses are generating more revenue but keeping less of it.

I call it death by a thousand paper cuts—each tiny increase adds up and chips away at your bottom line.

The Domino Effect: What Low Net Profit Actually Costs You

If you don’t have enough net profit, here’s what you lose:

1. You can’t hire mid-level managers

You stay stuck doing everything—marketing, operations, HR, admin. That leads to…

2. Owner fatigue

Most practice owners hit a breaking point around year 3 to 5. They feel stuck, overworked, and wonder if they should just shut it down or go back to working for someone else.

3. You can’t build cash reserves

No savings = constant stress. A slow December can feel like the end of the world when you have zero buffer.

4. You can’t build wealth outside your business

If every dollar gets reinvested back into the business just to survive, you’re not building personal freedom. You’re a high-risk operator with no parachute.

So How Do You Fix It?

Option 1: Cut Expenses

Yes, review your line items once a year. Eliminate overlap. Trim fat. But realistically, cutting $1,000–$2,000/month won’t fix your margins alone.

Option 2: Increase Revenue

This is where the real impact lies.

Here’s how to do it:

🔥 Increase Revenue Per Provider

The average provider in many cash clinics brings in $180K–$220K per year. You need to push that to $300K+ to compete with in-network salaries and afford better team compensation.

How?

1. Tighten Your Sales Process

Know your numbers:

% of leads that convert to evals
% that convert to plans of care
% that stay on for recurring services

Track it. Improve it. Make it airtight.

2. Raise Your Prices

Charge what you’re worth. If you’re delivering better results than traditional clinics, price accordingly. A jump from $150 to $250 per visit makes a huge difference.

3. Build Recurring Services

Examples:

Small group performance training
Wellness or maintenance plans
Monthly check-in packages

A $300/hour group training block can add tremendous revenue without burning out your staff.

Long-Term Vision: From Survival to Scale

Once your revenue per provider increases, here’s what becomes possible:

Hire competent mid-level staff
Offload 10–15 hours/week from your plate
Sleep better with 3–6 months of cash reserves
Invest outside your business to build wealth
Avoid burnout and scale on your own terms

This is the game. This is how you build a practice that doesn’t just survive, but thrives.

Don’t Do It Alone

You can try to piece it all together yourself, but in uncertain times, that’s a risky bet. At PT Biz, we help hundreds of clinic owners make smarter, faster decisions by plugging them into real-time data, coaching, and a proven blueprint.

➡️ Want our help? Schedule a free strategy call here.

Do you enjoy the podcast? If so, leave us a 5-star review on iTunes and tell a friend to do the same!

Ready to elevate your practice? Book a call at the link below with one of our expert consultants today and start your journey to delivering unparalleled physical therapy.

Podcast Transcript

Danny: Hey, Danny Matta here, founder of PT Biz, and today we're gonna talk about the number one killer of cash practices that I'm seeing in the market right now.

Over the last eight years, I've had a chance to work with, uh, a little over a thousand cash based and hybrid clinics, and. You know, it's been interesting to see trends in the market, things that are happening. Um, you know, when I started my practice, uh, my, my, my first business that I ever started was a, was a cash-based physical therapy clinic.

And this is in, uh, 2014. The, the landscape of, uh, clinics at that time was very different. So, so, number one, there weren't many. Uh, it also was a model that many people thought was unscalable. So, and I thought it was unscalable. Uh, as well. Uh, I thought this, this is gonna be a lifestyle business, but it's gonna let me treat patients the way that I want.

Uh, spend enough time with them, uh, still be able to, you know, make a good income, uh, be able to make more than I could working somewhere else. And, and that was okay for me. Like that was the trade off I was willing to take. Um, now as we look at how, how those things have evolved, really, this is 11 years later.

That's a significant amount of time and a lot of things have changed. And one of the big things is there's way more cash-based practices right there. There's way more small practices, hybrid practices, and uh, and I think is a very positive thing generally for, uh, for healthcare, for our profession and for, uh, individuals that are looking for people to work with.

But when we look at other factors, economic factors that have happened, especially in the last five years, we've seen a lot of. Uh, inflation occur, which is basically things have gotten more expensive, right? So as things have gotten more expensive, a lot of clinics that, uh, you know, that, that we work with, the, one of the bigger challenges they have is how do they keep pace with that, as well as keep pace with, uh, salary adjustments needed for their staff to be able to afford to, you know, live their lives.

And this is, uh, this is a tricky thing to do, not just in our business. Any business, right? I mean, I had a conversation this morning with another business owner, um, in a completely separate industry, and they were seeing a similar, uh, trend, which is, um, you know, essentially businesses that are starting to get squeezed, right?

So if we look at, uh, the iPad here and, and kind of go over. What I'm seeing and what I think the biggest risk is, we have to first start with understanding the difference between gross revenue and net profit. Okay. So this is fairly straightforward, but sometimes people confuse these 'cause they talk about the revenue of a business.

It can be confusing 'cause there's a lot of different terms for this. But gross revenue or gross, gross, gross revenue or just revenue in general for most people just means how much money did the business make before any expenses, taxes, anything like that. So let's, let's just take an example of a, a $1 million gross revenue clinic.

So that's how much they're generating in, in revenue in the year. They have a net income or what's left over, which is net profit. So after you have all of your expenses, payroll, all the things that you're paying for in the year, your overhead, like your facility, everything like that, what do you have left at the end of the year?

That's your net profit for the year. Okay, so in this scenario, let's say it's $1 million grocery revenue clinic and you have a hundred thousand dollars left over, which by the way, if you're listening to this on the podcast, um, and you want to get a visual example of this, head to the PT b YouTube channel and you can watch it there now.

That would be a 10% gross revenue business. So a million dollars of revenue, uh, of, I'm sorry, that's a 10% net profit business. So a million dollars of gross revenue, 10% of it is net profit, which is a hundred thousand dollars. Now, if we take the same example and we say, okay, we have the same million dollar gross revenue business, but it's a 20%, uh, net profit business.

Now that's $200,000. So. This is a big difference, right? It's a difference of a hundred thousand dollars of money that you're retaining in the business or you're paying to yourself over the course of the year. Now, if you had to choose, which of these two businesses would you like to own, you're probably gonna pick the second option, right?

$200,000 in net profit, which is, is a significant amount, more than a hundred thousand bucks, right? You've doubled your net profit. So here's why this is really important 'cause net profit. It gives us options and the biggest killer that I see in cash practices and honestly is core would correlate to in-network practices as well, is lower net profit margins, especially over the last five years as everything has become more expensive.

That's not just, that's just not just your salaries, that's your rent, that's the supplies you're buying. That's education, uh, courses you're sending people to, that's insurance. I mean, for god's sakes, like if you just look at your auto insurance, look at your home insurance look, and, and that doesn't even include, maybe you don't even have a business yet, but business insurance and iur that has gone up exponentially, uh, over the last few years.

So just insurance alone can make a massive difference. So what we're seeing is these businesses, their gross revenue. Is continuing to go up. So what they're making before expenses is continuing to go up, but their net profit is getting squeezed. And it's because everything has gotten more expensive and the people that they're employing are having to be paid more because life has gotten more expensive for them, and the market has to keep up with that.

So what happens in between, your net profit gets squished, you know, it gets, it gets what we call like death by a thousand paper cuts. So these little, um, these little things that affect it. You know, there may be a dozen things that affect your net profit 1% each. Now all of a sudden it's 12% down. So this is the biggest issue that I see with these businesses today, and the the net profit that you have is so important because it gives you options.

We're gonna get into that and the options that you have. The other big problem that this leads to. Is what I call owner fatigue. So one thing I've noticed, this can happen as early as like three years in for some people. For most people it comes around like five years into running their business. And at the five year mark, if a business is, uh, it doesn't have very much net profit, that means that the owner.

Is killing themselves still to keep the business, uh, you know, going in the right direction, which running a business is hard no matter what. Like, it doesn't get easier necessarily, but you should be shifting, uh, some of the responsibilities that you have to other people. And around this three to five year mark.

Owners get just burnt out. You know, it's sort of like clinicians, if they're working in a high volume setting, this tends to happen to them in the same time period, right around three to five years out. Right. I mean, we can tolerate pain for a while until we can't. So the, at that three to five year mark, the, the root cause of this problem, like the real issue, is that they don't have enough net profits to be able to do a few things.

So when we look at these things, number one is reinvest in managers. So if you don't have any money left in the business, you don't have any profit left in the business. You can't bring in sort of mid-level leaders, which would be considered. Managers or leadership roles within the business. Historically, in a clinic, this is considered a clinic manager, right?

Or a clinic director. You may also have a administrative assistant that is, um, you know, has a lot more, uh, advanced skills. And that person could maybe move into an operations director role in a bigger clinic. But in a smaller clinic, if you don't have the margins, you can't in, you can't pay those people.

You can't pay, uh, higher skill people. So you end up having to just work with fulfillers more so, and people that aren't necessarily managing, solving problems. So who's managing and solving all the problems? Well, it's you, right? And that while doing that and doing everything else for the business. It's, it really starts to wear you down over the course of a few years.

So this, this owner fatigue that we see sets in and the, the real reason, well, there's, there's two reasons. One, I. Maybe they're terrible at actually developing systems and being able to, uh, empower other people to, to do a job. Maybe they're really bad at hiring and retaining, um, you know, people that are, are a players and leaders, uh, within the business.

You gotta learn how to become a better business owner as far as that goes. Right. And that's, its, its, that's its own set of problems. And I'm not gonna address those today. As much as the nuts and bolts of like the numbers of how you would even keep those people around, which requires money, requires you paying them.

And it also requires you incentivizing your staff with competitive salaries and compensation in order for them to not churn and leave, which is a huge, huge burden on the business. You know, like every time a staff member turns over, which is gonna happen, by the way, there's no way you can avoid that, but.

Uh, if you can avoid too much of that happening or unnecessary churn, it's gonna make the growth of that business so much, uh, less turbulent, faster, and more enjoyable to run. So not having enough profit takes away from your ability to reinvest in managers. So number one to number two, build big enough cash reserves that you can decrease stress.

This is another huge. Problem that happens from this. So if you have such small net profit that you, you don't have money that you're able to build your cash reserves up, which for us, we recommend having three months to six months of both business and personal expenses. This is so that you can sleep well at night.

Right? I know. Yeah. Maybe. You could put that money into many other things, but you can just park it in a high yield savings account and then you know, if anything bad happens, you have a runway of cash, which which gives you options and makes you sleep better at night. That's what we recommend, but for a lot of business owners, they can't build those up because they don't have enough.

Profit from the business. And that profit doesn't allow them to hire managers. It doesn't allow them to build cash reserves. So they're always working a ton doing all kinds of stuff, and then they're feeling stressed 'cause they don't have enough cash. So if, if there's like a bad month or, uh, seasonal changes, like we know December is very slow for cash based businesses.

Like you have so much more stress and you freak out and it's a really bad place to be. I've been there. I it's not, it's not the best way to run a business. It's actually very, very stressful. So. These are two big things. And then the third thing is it doesn't allow you to build wealth outside of your business.

So if you don't have any profit. From your business. How are you going to then take that and invest that in other things outside the business that then de-risks your net, all your net worth being tied up into this business asset that may or may not ever be able to be exited, right? Like you may or may never.

You may or may not ever be able to sell it. These are very sellable businesses if you build 'em the right way, but a lot of people do not. And if you have super low net profit. Who's gonna wanna buy that, right? Like, it's not necessarily a business that someone's going to want to buy. So these are the three big things.

You can't reinvest in mid-level managers. You're always doing too much work. You, uh, cannot build your cash reserves, so you're always more stressed out and you cannot build wealth outside of your business because everything's tied up in it and you're just constantly reinvesting and growing, uh, growing the business and hiring people and paying those people, but you never have enough profit to actually take money and put it into things to build wealth outside of it.

And these can be incredibly, um, you know, stressful things to, uh, to have to deal with. And imagine having to deal with all of them for five years, right? And not getting to a point where you can actually build those, build the, build the wealth up outside the business, or hire people that can help you offset a lot of the work that you need to do.

Um, so, you know, when you look at, uh, at the options for this, when you, when you look at net profit, there's really, um. Two ways to increase this. Okay. Uh, and let me back up for a second. You may be going through a phase in your business right now where your net profit is lower, but your business is growing quickly, and that's totally normal, by the way.

So lemme caveat this. There are certain stages of your business where you're gonna have far less profit. You're moving into a new standalone space. You're hiring staff on, you're, you're, you're growing. You're, this is your investing profit into the business. This is normal. You have to do that, right? But over the course of five years, you should get to a point where those growth cycles level out and you have profitability.

And if you do not, then you're, you need to focus on the next two things that I'm talking about. Okay? Um, so if you're going through a growth cycle, that's all right. There's nothing wrong with that. That's totally normal, and you're gonna have to do that. And they suck, but they're necessary. Uh, but. If you're here five years out and you have no profit in the business, you're missing the mark on something.

And this, it's probably one of these two things. So, alright, how do we increase the net profit of a business? Right? So like, this is the like actual million dollar question. Well, there's two things you can do. You can decrease expenses or you can increase revenue. Um. That's pretty much it. You know, like, uh, you can decrease expenses, you can increase revenue.

For most business owners, the, the increased revenue or, or the decreased expenses. That's not gonna get 'em too far. Uh, that might get you, you know, I don't know, a thousand dollars or $2,000 a month of decreased, uh, expenses, which it's very, it's very important to go through and actually look at your expenses every year.

This is something that, um, consulting companies call zero cost, uh, budgeting or line item budgeting, where you should go through once a year and just look at your expenses, see if there's any redundancies, and see if there's things you're paying for that are just not like, um. They're not useful things for the business.

And, and this happens a lot with technology by the way. Like, we'll get, we'll get like, uh, overlapping technology, uh, and you're paying for these on a subscription so you can actually like lean up the business a little bit there, but it's not gonna make a massive difference, right? Like, let's say you could just, you know, decrease by like one to $2,000 here in your, uh, expenses, you're talking about 12 to $24,000 a year, which, okay, that's not an insignificant amount of money.

Um, but it's not gonna move the needle that much. Right? The, the big issue that I see is right here, so it's in revenue. And when we audit, uh, businesses, we look at what their average visit rate is and how many visits per month a provider is seeing. We're, we're finding that, uh. Business owners, uh, these clinic owners, their staff is just not efficient enough, and for many of them, they're hovering somewhere around 180 to $220,000.

So 180 to two 20 per year per provider. Now, that might sound like a lot of money. But lemme put it in perspective for if, if, if you're competing against having to hire people that are gonna go work for, uh, a large to mid-size in, in-network clinic, that's gonna have them seen a lot more volume that clinician's probably generating somewhere in the ballpark of like $300,000 or, you know, or more, 300, 3 25, somewhere in that range, uh, of gross revenue per provider for that clinic.

So if, if, if you're. Making 180 to two 20, and this other clinic, let's say is making three 20, and now you're on the high end, you're at a minus $100,000. Now they may have more expenses that they have to pay for and things because they're dealing with insurance. They have more administrative burden, but it's not making up that much of a difference.

And so they can, they can afford a higher salary. Better benefits, these things that are going to retain and attract, uh, like higher quality people. Now you may be able to say, Hey, we have better work life balance or lower volume, and that'll only get you so far. Like if you're not paying them enough, that'll only get you so far.

So the, the problem is this, the problem is the fact that there's a hundred thousand dollars. Difference that needs to be made up for. And what we need to see is providers moving up to where they're generating in the range of $300,000. So getting close to where you're at with an in-network clinic. So when we look at that, like the difference is, is exponential, because let's say you have somebody.

You know, a clinician that's generating $200,000 in your clinic, right? And now let's say you have five of them. Well, you're gonna generate a hun or $1 million in, in, uh, in revenue. Per year off those five providers. If you take that and you make that $300,000 per provider, that's an additional $500,000 to the business in revenue, top line revenue that changes.

What you can afford to pay people that changes how much it hurts to, to feel a difference in, uh, insurance going up for your business. That that changes a lot in terms of it's x amount more to send somebody to a con ed course or for a flight or whatever it might be. And it gives you the ability to reinvest in your people, to reinvest in your space and to have significant net profit left over.

So. Net profit is the problem. Net profit is getting squeezed. Net profit is really what matters. I was in a, um, a, a business group that they, they track a lot of metrics and they would always say, you know, gross revenue is a vanity number. Net profit is what really matters, which is true. Uh, we, we track lots of things with the clients that we work with.

Net profit is way easier to track just because. A lot of people just, they have poor accounting, uh, or they're very slow to get you numbers. Um, new business owners in particular, they're busy with all kinds of other things, or it hurts too much for them to look at their finances, so they just avoid it. Um, so it's an easy thing to track and I, I, I think there's value in that.

You can see it going up, but at the end of the day, what really matters is how much money you have left over, and that's net profit, right? So here's the question then. How do we increase net profit if we know that? If we know that this is the problem, we can either decrease expenses or we can increase revenue.

If we can do both at the same time, it puts us in a much better place. But the one that's gonna move the needle the most is gonna be revenue, increasing revenue. And this is where there's a somewhat of a catch 22, because things have gotten more expensive for everyone. Not just you, not just, uh, me, not, not just business owners.

Anybody, consumers in general, people that work somewhere else that are clients of yours. So you may be asking yourself, how can I charge more if I, if everyone else is, uh, you know, fuels the squeeze a bit more in terms of disposable income that they have? Well, that's a great question, and that comes down to your sales process, your price point, uh, recurring service that you have.

And more than anything, it's your brand, it's your ability to. Have a brand that people view, not as a commodity, but as a i, I have to work with these people because they're perfect for me. And that is your business. That's your culture. That's the day in and day out work you do to set the tone of how your business works with people and the decisions that you make, right?

And that allows you to, uh, have a better sales process, meaning, you know, you're tracking. Uh, all your metrics and you know what your drop off points are. You know what percent of people that you talk to turn into a client? What percent of those people turn into somebody that gets a plan of care? Percent of those people turn into somebody that does a recurring service.

You're very clear on your numbers, right? So you have, you have a tight ship in terms of how you're running your business, your price point. Is the other massive contributor to this, right? So your sales process being really solid is what leads to the volume. The price point is what you multiply the volume by to get you your gross revenue.

And if I'm charging $150 a visit versus if I can charge $250 a visit, massive difference in terms of what I can generate per provider. And if, if the goal is for us to go from $200,000 a provider up to $300,000 a provider and tr trend up that direction where we have to have. Either more volume or more revenue per, you know, hour of productive work.

And we're probably not gonna take on more volume. You're not gonna have your people see double visits, whatever. Um, so what you're gonna do is you're gonna have to increase your price point, and that's tied to your brand, that's tied to your sales processes, uh, your systems in your business, and what you can actually justify because of the training you're doing in, in your team.

And most of you, to be totally honest with you, probably undercharging what the, the outside world views, uh, for your value. And healthcare is just like tricky thing. Um, that honestly, like most people have a poor healthcare experience. If we can have a great experience and we can show people, you know, that we can really help them get outcomes and we can help them achieve the things they wanna do and get back to activities they love, people are far less price sensitive to that.

You know? And, and even right now, as we've seen some, uh, uh, some, some downturns in many different businesses like hiring freezes, people were kind of, uh, a little bit more on the fence about making buying decisions. This is nothing. This is like. This is legitimately where we're at, you know, five months into the year.

Uh, even with that, we're seeing many of our clinics have PR months because they have built a really good brand and they have really good systems, and they do a great job of getting people the results they want. There's always gonna be a market for that, and people are willing to pay more than what you think.

The last thing is to really be able to. Continue to focus on your recurring services because these recurring services, and we'll just take as an example, something like, um, you know, semi-private, like small group training. This is something where you can have a really productive hour, right? So let's say you have on average $50 per session that somebody's, uh, paying to train with your, your staff twice a week, right?

So they're gonna end up paying, what is that, 400 bucks roughly, uh, a month. So they're paying 50 bucks a session. Let's say you have six people. Uh, that are in that group, that's a $300 hour for that one, uh, you know, clinician that's running that class, that's a really good dollar productive hour right now, if there are $300 an hour there and you have an average visit rate that's pushing up north of like 200 to two 50, this is where we start to make the, the adjustments we need and to gain the traction we need to get us to the point where we're able to, you know, push our revenue per provider up to that 300, uh, thousand dollars per provider range.

Because if we can do that. This is the, this is the key. If you can do that, you're going to be able to get the best people, hire the best people. Because if, if I can say, okay, uh, you can go work for this high volume clinic where you're gonna be seeing, let's call it 50, 60 people, you know. A, a week, probably more, you know, 60 maybe.

Right? Somewhere in that range. Uh, zero, you know, sort of time flexibility, poor work life balance. You're gonna be getting burnt out. You can make the same amount working for us. You could see half the amount of volume. You know, we prioritize work life balance. We have whatever built in time off during the week for staff, uh, and.

Like that exchange, like which one do you want to pick? Do you want to be over here or do you wanna be over here? And the compensation benefits are the same. We win that like the damn near every single time. Better environment to work in, more specific population that they like to work with, able to use their skillset in a very, very, uh, pure way where they can enjoy being a clinician again.

And you make the same and have the same benefits. We win. The problem is. The revenue per provider is too low, and in order to get that up, you have to have a strong brand, a dialed in sales process. You need to be tracking everything you need to put your price point where it deserves to be, and you focus on additional recurring services that are gonna add value and decrease your need for just massive amounts of new.

Patience. That is how you build that up and you build a robust business that has the the revenue in place to be able to have the margins that you need to. Then if we go back up here to then be able to do this, get mid-level people in place, take. 15 hours a week of work off your plate. By being able to have people that are then taking these skills on these, these, these roles on that you have trained them how to do with your systems so that now you can take that time back and it's a long process.

This is a long game. Everybody can work their ass off okay for a certain period of time. Some people can work their ass off for longer than others. If you are just banking on the fact that you can just crush yourself for a long period of time, I got news for you. Eventually you're gonna run into a wall and you're not gonna be able to do it anymore.

And that's where you're going to look to exit. You're gonna look to get outta there, you're gonna look to fire sale your business, maybe you shut it down. And we've seen this happen. We've seen this with clients we've worked with that have, you know, kind of, uh, graduated from our mastermind and. Our alumni of ours, and they just never get to the point where they're able to bring people in that are mid-level positions and they just shut their business down and move on to a completely different career.

I've seen this happen multiple times and I see people training this direction all the time, and a lot of it is because it's like they don't see the end. Imagine if you're just killing yourself every week and you see no end in sight. How long could you possibly do that for? It's defeating. SI, I mean for a lot of people they would rather just go work for somebody else than just crushing themself and not seeing like an end in sight for their, for their business, even though there's all these positive benefits to run the business.

So in order to get yourself in a place where you can have the endurance to do this for a long period of time, you have got to be able to bring on mid-level positions. You've gotta be able to have enough profit to be able to build cash reserves to feel safe and not be stressed out all the time. And you have to be able to take money from the business and invest it outside the business because.

You can't just bank on a liquidity event of you selling your business. Now you can have that as part of your sort of net worth strategy and what you're trying to do. And if you do things right, you very much can sell your business. You know, like this happens, uh, you know, multiple times a year with clients that we work with, uh, in the master run and we help them with the sales process, with counter offers and all kinds of things.

Uh, but I can tell you a lot more businesses won't sell than, than Will. Because for them to actually sell, they have to be set up correctly. And it takes a lot of work. It takes a really, really strong business owner to be able to do that, to remove themselves from the day to day and to have the net profit to be able to be a sellable asset, right?

So all of these things are intertwined with how much money you have left over. So again, in summary, if you find yourself feeling squeezed, you have to look at decrease in expenses, which by the way, that's probably not gonna do it that much for you. Like I'm just saying like. You, you can, you should look at it.

You should understand what you're spending your money on in your business. And that is a very important, uh, part of, of running a business, being fiscally responsible, but that's not gonna change it as much as increasing revenue. I. Building a strong brand, having a strong sales process, making sure you have your system dialed in, charging what you're worth, and, and building recurring services that decrease your de your need to have new patient volume and have high dollar productive hours for your staff that aren't just seeing patients.

That is the path forward for these businesses to really be able to have the margins that we need, uh, in order to grow scale and to have that business owner not feel like it's this, um, burden. To continue to run the business. So if you are dealing with this problem yourself, um, you're not alone. This is something that we actively help people with all the time.

It's a very difficult problem to solve. Be very honest with you. Very difficult problem to solve because the mindset around this, the, the thing about this for a second, not only do you have to improve your systems, improve your tracking, improve training of your staff, maybe. Let staff go that aren't necessarily, shouldn't really be there in the first place that maybe you've been holding off on doing and you've been avoiding a, a difficult conversation.

Uh, but you also have to be able to change your price point to where it should be. And for some people that could be the difference of like a hundred dollars a session that feels very scary. People get very scared and they're like, oh, everybody's gonna stop working with me. They're gonna leave. And you probably will have some people that leave no doubt about it, but.

Do you wanna save your business, right? Like, do you want to actually put yourself in a place where, uh, you're able to have a, a, a really thriving business, something you could sell one day, something that could be, uh, autopiloted, something that could be more passive, something that can pay your staff better, someone can provide better lives for the people that work with you.

Like, you gotta ask yourself if you're willing to make these tough decisions and, and, uh, have these difficult conversations and do this difficult work for the end result that I'm talking about. And, and if it is. You know, like that's a worthy thing to do. That's an important thing to, to work towards. Um, you know, and this is something like I said, we help people with all the time.

If you are in this boat, if you are trending this direction, I highly recommend you reach out to [email protected]. Just go there, you can see what we have to offer. You can pick a time to chat with one of our advisors. We can dig into your business. But this is a. This is a difficult time for businesses across the board.

I talk to business owners every single week in many different types of businesses, and this is a difficult time to run a business. There's a lot of unknown uncertainty. People don't know what they should or shouldn't do. Nobody really wants to take a big swing on something right now and allocate, you know, towards something because of how fast things can change, uh, with, um, you know, different regulations, different economic policies that are being, um, uh, you know, proposed and change and all kinds of stuff.

So it's, it's a, it's a, it's a transitionary period that's very, uh, kind of sketchy to run a business in right now. So, you know, you need to, uh, really get your stuff dialed in and. It's kind of like you're rowing out into, you know, the ocean in a little dinghy. And you have no experience dealing with ocean, you know, waves and currents and all kinds of stuff.

Um, and you may not even know what's gonna happen to you. Like, it's, it's a dangerous situation to try to figure this stuff all out on your own in a a period of time like this, versus for us to be able to work with hundreds of businesses at the same time, see trends across, uh, the country, across different niches and demographics, uh, and quickly be able to give people information to make the right decisions and pivot at the right time.

This is why we, in the eight years we've been working with people, we've only lost one business. Uh, when we were actually working with them to, to like a bad financial decision. Bad business decision. One, one out of a thousand is where we're at. That's it. And it's because. The group together, the, the ability to aggregate information is so powerful and so helpful, uh, that, that allows you to not just feel like you're in isolation, trying to make decisions with blinders on.

And that's a massive difference. So you gotta ask yourself, is this a time when you're trying to figure this out all on your own? Or is it time for you to actually get help on your business and get plugged into, you know, the, the data and the, the information and the people. That are all across the country, they can really help get you through this uncertain time and put your business in a better place.

Because there will be people that go outta business. There will be people that get tired and just cut, uh, quit, and they shut their business down. I promise you that'll happen. That's happening right now. And that means as we get into, you know, calm waters, eventually at some point, uh, there's gonna be a lot more market share to take.

So the people that can thrive and the people that can, can weather a storm and even grow through that, I mean, gosh, you're in such a big d uh, different position to be able to capitalize and continue to grow. So keep that in mind. That's the one question I would pose to you. Do you want to figure this out all on your own?

Is this the right time to figure it on your own? Why are you trying to figure it all on your own? Uh, and if you wanna do that. Great, go for it. If you wanna make sure that you're doing the right things and you're getting an unfair advantage of information and mentorship from people that have already done what you're trying to do and already navigated difficult business situations, uh, over the last, you know, 10 years, you might be worth your time to take a look at what we're doing.

So head to physical therapy business.com, check it out. As always, thanks so much for listening and watching, and I'll catch you next time.