In this episode, Dr. Barbara Hales and Jessica Jones discuss:

• Strategic Focus for Practice Growth: Jessica emphasized the importance of evaluating daily problems to focus on high-level issues that drive practice growth, rather than getting caught up in minutiae.

• Common Marketing Mistakes: The discussion highlighted frequent marketing errors made by medical practices, such as switching marketing strategies too quickly, not following up on leads, and spreading themselves too thin across multiple platforms instead of focusing on what works best.

• Diversifying Revenue Streams and Financial Planning: Jessica discusses the need for practices to have multiple offerings (not relying on a single service or device), maintain at least six months of cash flow, and carefully evaluate investments in expensive equipment.

Key Takeaways: 

“For medical practices to achieve sustainable growth, practitioners should focus on high-level strategic issues rather than getting bogged down in daily minutiae, diversify their revenue streams, and consistently evaluate both internal operations and external opportunities. Making time to step outside the business and observe broader trends is crucial for long-term success.” – Jessica Jones

Connect with Jessica Jones

Website: www.buildyourcashmedicalpractice.com

Email: jessica@buildyourcashmedicalpractice.com

Connect with Barbara Hales: 

Twitter:   @DrBarbaraHales

Facebook:   facebook.com/theMedicalStrategist

Business website: www.TheMedicalStrategist.com

Email:   info@TheMedicalStrategist.com

YouTube: TheMedicalStrategist

LinkedIn: www.linkedin.com/in/barbarahales

Books:

Content Copy Made Easy

14 Tactics to Triple Sales

Power to the Patient: The Medical Strategist

TRANSCRIPTION: (209)

Dr. Barbara Hales  00:02  

Welcome to another episode of marketing tips for doctors.

I’m your host, Dr Barbara Hales, and today we have with us Jessica Jones. Jessica has assisted her clients open medical clinics and reach millionaire status using her unique ability to analyze challenges and consult on methods needed to start and scale a cash medical practice, this includes help to add revenue streams, scale back to grow, do a better job of converting calls to appointments and sales and review organizational structure and overall systems for the function of the practice.

Jessica knows what it takes to open successful practices achieve your financial and growth goals, all while enjoying the ever meaningful work life balance her award winning work in advertising sales, as an advertising agency owner, medical clinic owner, and as the primary bread winner for her family, has prepared Jessica to be the greatest guide and accountability partner you could have Jessica to be, to be one with you, and as you leave frustrated and move towards a clinic, You can feel passionate about Jessica has more than 25 years of experience as both an entrepreneur and in the corporate world, leading teams of hundreds, and a master’s degree in communications With a focus on organizational development and conflict management. Welcome to the show, Jessica. 

Jessica Jones  02:04  

Thank you so much for having me. Wow, that’s quite an introduction. Thank you. I’m delighted to be here. 

Dr. Barbara Hales  02:13  

When you started in business, it was in organizational development and conflict management. How did you or why did you transition over to medical practices? 

Jessica Jones  02:26  

Sure. So actually, in my very young days, I worked in a large national marketing corporation where we represented media outlets, broadcast outlets, and by the time I was 24, I was their youngest executive vice president. They saw an entrepreneurial spirit, and when they when the owner, I was very lucky, when the owner of comp, the company, saw that in in an employee that he valued, he built ways to retain the employee. So I actually got that master’s degree while I was working in that area, conflict management, and organizational development. I was already by 24, I was leading the largest firm under an umbrella of seven, and then shortly thereafter, I became the manager over all of the seven divisions in the region. And so we were a company, it’s hard to understand, but we were a team, but we also competed with one another, so conflict management seemed reasonable, and organizational development is also imperative for really a number of reasons, but that’s why that focus was there, and it’s helped me throughout my life, and then later at that same organization, I was so lucky. They sent me to a program at the University of North Carolina with Dr Gerald Bell, and he’s a leadership expert, and he teaches leadership, and I attended a master’s round table with him, which was going every month for a year. And while I was there, the owner of Radio Flyer was in the mastermind, debating moving manufacturing to China and his family and everything else. And that’s a generational company.

The owner of the Biltmore was there trying to figure out how to get school districts in North Carolina to focus on serving food raised and grown in the state, to help the farmers, and also the health of the communities, and all of these other things. So it was a very diverse group of people, and also an education that, unfortunately, most people never get in their lives, and I was lucky to have it at that time in my life, because when people do get that leadership training, it’s usually, you know, you’re to get into the program you need to be a C level executive. So most people aren’t getting that education until they’re in their late 40s or early 50s. So I got it when I was 2829, so it was really special. And how. I am in all facets of my life, but that’s why that degree and then, you know, living in Philadelphia, I was working with pharmaceutical companies to help them fill clinical studies.

The company I was working with went chapter seven, as many companies did in 2008, so I was there from 94 to 2008, and so when it went chapter seven, I was very lucky, because I had no problems. And so the I continued working for the pharmaceutical companies to fill these studies, but I was working directly with the clinical study sites, and it wasn’t just a lead generator I was hired for, like, to get patients into the study, but I was working with the study sites to determine, well, what is the issue? Because I could see the leads coming in. So then I started digging into why the leads aren’t enrolling. Like, what’s happening with these patients? And then I would start to solve problems within the practice that were outside of the role that I was playing doctors, started referring me to doctors, and I built a very strong business of helping struggling practices turn into a successful practice and scale. And so then in 2012, one of the physicians that I had helped grow from, again, he had a struggling practice, and grew to, you know, 15 locations, and he was starting a new venture, and he said, You’re the business side of things. I’m the medical side of things. I know I need you. Why don’t you be my partner in this next thing? So we grew our own chain of clinics. And so from 2012 to 2015, we built our own 15 locations across the country, and we sold those. And then after we sold those, I started six of my own practices. And in 2017, I said I never wanted to own practices, not you know, I’ve always wanted to help practitioners, and so I sold my practices and went back to consulting, and have been doing that ever since. Thank thankfully. 

Dr. Barbara Hales  07:10  

Do you have any medical experience or background at all?  

Jessica Jones  07:16  

I don’t.  Of course, you know, as part of what I do, I need to have some level of expertise and knowledge in what the bulk of my clients are interested in. So I do do a lot of training, but I don’t have a medical degree, and I always defer to the practitioner, but I have been able to help. You know, from 2017 to 2020, it was, you know, diabetes reversal, weight loss, men’s sexual health, female sexual health wasn’t really yet the focus, IV therapy had just started. Then 2020 hit, and I helped practices that weren’t considered essential. Switch from brick and mortar to virtual and build virtual programs. And once things started freeing up, of course, in late 2020, is when I started working with GLP one practitioners, and I have helped many, many people implement GLP ones into their practice. And then also, you know, I’d say in 2021 late 2021, mobile wound care became a high focus. So I’ve studied that and have a significant expertise in helping people work within the mobile wound care space. And so what I do, like, for example, I attend weekly compliance calls with a compliance expert to talk about what’s ch