Dr. Allen Miner (00:01 .302)

Everyone, Dr. Allen Miner from UAC with our month's master class. And we're going to be talking to Dr. Josiah Fitzsimmons today here in just a minute. But we got some housekeeping first to take care of. First, next month here in September, we have our New York event, Ultimate Intention coming up. It's our biggest event of the year. think we're just about sold out on our room block. We have Gary Vaynerchuk's

COO is speaking to the group along with some awesome presentations from people inside the group and also our board has come up with a mastermind, a workshop we're going through in the theme of the event that is really going to be phenomenal. also Friday night we're actually rented a beautiful space and looking over the city.

where we're going to do the event that night into a cocktail hour jazz band. So, and then the next day, Saturday, we're overlooking Central Park from the hotel. It's going to be, I think, our best event in a while. So, first, before we get in with Josiah, our sponsor for today's masterclass is Aspen Laser and Theralite. You guys all know Mark, Mark Murdock. Here's the commercial. Is your current laser falling short and treating tough patient issues? Aspen Laser and Theralite. Have the solutions you need for quicker, longer lasting results.

Guys, here's what I like about Mark. He offers a no risk complimentary demo. So he says, line up 10 or 15 of your toughest cases. He flies out, he pays for it, he sees them, treats them. And if you're not wowed, then they actually pay you 500 bucks. But that's how he sells this. mean, people see the results and they buy his product. And to me, it's like the marketer who doesn't charge you to the people are in the door. I love that way of doing it. So if you want more info, reach out to Mark Murdock, 214-641.

Dr. Josiah Fitzsimmons (01:32 .172)

you

Dr. Allen Miner (01:52 .887)

1827. All right, Dr. Josiah, know, you're a, I love you, man, because you've been in UAC for as long as I can remember. You don't always come to a lot of stuff. And interestingly enough to me, you kind of reinvent yourself and then pop up. And then I don't see Josiah for a while. And then he reinvents himself and reinvents not quite the right word because you're still doing all the things you were doing before. But you know, you're growing your empire.

And so Josiah, know, UAC, think the people we attract the most are, you're a great example of this. They're people who show up who've built a successful clinic. They've hired coaches. They figured out what they want to do and they've accomplished that. And now they're kind of looking around saying, well, now what? So many people come into UAC at that point, like, all right, I built a successful clinic. What's next? Do I build it even bigger? Do I do other clinics? Do I do something else?

And I've watched you evolve Josiah through building, you know, a massive clinic and then evolving into Lucro, which is this really interesting accounting business that you do, we can get into. now the last one you've gotten into real estate and some investment on that side of things, sort of as a syndicate kind of a thing. So we'll get into that. The theme of New York and where you're going to tee this up, Josiah is

It's ultimate intention, but it's around the intention of innovation. And so where I really want to dive into you today is areas in any of these businesses where you've really gone out of the box and innovated something. And I know a lot of times I've seen you do both. I've seen you follow other people's blueprint and learn and apply that. But I also know at the level of success you've had Josiah, you don't just stay in that lane. You tend to then probably pivot a little bit, innovate.

I mean, I don't remember every time the number's bigger if your clinic's at five million or eight million. I always hear some large number. You know, that's not what you're learning from those coaching groups. I had a similar thing back in my day. I grew to a thousand a week and all the coaching I had kind of really fell apart at a thousand a week. And that's how I ended up in UAC. I was trying to find a group of people and I knew it really wasn't coaching. So innovation, that's what we're drilling down into New York.

Dr. Allen Miner (04:13 .634)

What's the first thing that popped in your mind in your empire when I talk about like really your best innovation story where you just did something different and it really worked out well?

Dr. Josiah Fitzsimmons (04:23 .348)

man, yeah, that's a great question. You brought real estate up. For me, that was a big revelation of not paying taxes. I haven't paid taxes in quite a few years. I don't remember the last time I paid taxes, maybe 2018, maybe my second year in practice.

And so yeah, that's that there's definitely evolutions and innovations along the way. And I think that's something that I've always tried to figure out. What is that next number one thing? The one I really want to focus on for today's call, I think is going to ring home the most for everybody listening is what I call I call it the number one stat in the entire chiropractic profession that no one tracks. And this was a revelation for me in my own clinic, you know, because I'm trying to

Dr. Allen Miner (05:09 .39)

Thank

Dr. Josiah Fitzsimmons (05:14 .146)

the most out of my team members and I'm trying to fill their schedule up and team members that I had at the time were coming back and saying we can't keep up you know like you're you're putting more on the schedule than we can do you know and I'm like I was just like you know like you came Dr. Allen from a high-volume you know clinic and I was like I'm like what are you talking about you know there's no way I was like I want you to go back and I want you to report back to me you know I would say how long does each appointment take

Dr. Allen Miner (05:28 .883)

Okay.

Dr. Allen Miner (05:36 .204)

.

Dr. Josiah Fitzsimmons (05:43 .968)

You know how many hours are you working? How many hours are you available of your working for seeing patients? And then like I said for each of the different appointment types that you see how long should those take?

So I had them all do this process where they calculated how many of every appointment type, you know, they could see you know, how long each appointment type took and then how many available hours they had and so I came up when I coined it the percentage of what is your percentage of schedule that's filled and so to my disdain and horror I realized we're only about 40 % filled

and my team members thought they were 200 % filled. And so.

Dr. Allen Miner (06:28 .845)

I've had that same issue. It's gut wrenching as an owner, isn't it? And like, I'm so busy and you're like going through your lens, you're not even starting to get a little bit busy. But that happens a lot. I don't think you're touching on something. If anybody's had associates, you know, I was the guy bent over adjusting 750 while my associates were seeing 250, 300. And back then I thought I'm going to show them how by outworking them. And then you realize they never.

They probably just went, look at this sucker, we're going to sit back. He does all, but I remember having that frustration. that's interesting. I don't know if I've ever really heard anybody put a number or quantify that.

Dr. Josiah Fitzsimmons (07:09 .612)

Yeah, so now it's actually one of the number one, if potentially maybe, I would say the number one stat in our clinic that we report on on a weekly basis. So we call it percentage of schedule filled. And so first of all, what you do need to do is calculate what your capacity is first. And so this is where everyone listening to this right now, I would say pull out a pen, pull out a piece of paper, like let's do the work right now so you can have some immediate action.

Dr. Allen Miner (07:34 .573)

Do you break it into categories? Because right away we have adjustment, we know our adjusting volume, we know our new patient volume. I'd imagine if you had complexity like other therapies that you might have some layers to this.

Dr. Josiah Fitzsimmons (07:47 .982)

Exactly. Every appointment type should have its own capacity. so capacity is really coming down to the length of the time for that appointment, the team members available, the rooms available, and then potentially any equipment that might be necessary or hours that your office is open. So you have these different bottlenecks or parameters. So the easiest way, I always say is just like, don't change anything. Don't change your team members, your hours, your space, your equipment, anything right now. All we need to do is just figure out your baseline. What are you currently doing?

the easiest one for most doctors is new patients. So that's what I would say. Let's just start with that one. You know, for example, you know, most doctors I say, well, hey, how first of all, how long does it take to see a new patient? You know, most doctors are going to say 30 minutes up to 60 minutes, you know, depending on the office. And so let's just make it easy math. You know, they're open 20 hours a week. They can see one new patient an hour, you know, 20 new patients a week, you know, would be the weekly

Capacity for new patients, know in this in this example and so there's 4.3 weeks in a month 20 times 4.3 is 86 so that's the new patients, you know capacity