Profit vs. Revenue: What Your Money Says About Your Practice

Too many aesthetic practice owners think revenue equals success until their P&L tells a different story. If you don’t understand your numbers, you can’t control your outcomes, and what you don’t track will eventually cost you.

In this episode of Shorr Solutions: The Podcast, host-turned-guest Jay Shorr joins one of our partners and Sr. Client Success Manager, Cristian Devoz, to uncover the financial blind spots most providers overlook. Discover how to properly analyze your profit and loss statement, identify areas to cut (and where not to), understand what a healthy EBITDA looks like, and learn a few simple steps you can take to boost your revenue.

Schedule your free consult with our expert, Jay Shorr, here.

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Transcript

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Welcome to Shorr Solutions, the podcast. And I'm your host. Jay Shorr. CEO and founder of Shorr Solutions. We are a team of national and award winning practice management consultant with experience running a multimillion dollar cosmetic, dermatology and plastic surgery practice. We're here to share strategies and insights that will help you grow your practice efficiently and profitably. In each episode, we'll explore the steps and actionable insights to guide you through your journey to increase efficiency, boost revenue, and decrease costs. Tune in and discover how to improve your patient experience and take your aesthetic practice to the next level. All right. Welcome everyone. This is going to be a very different type of an episode for Shorr Solutions the podcast. Today I will be hosting the episode and Jay will be our guest. So welcome once again to another episode. And today we're just going to have a conversation about numbers. What is it that matters the most to a practice manager, a practice owner, a practice administrator? Are you making money? So, Jay, welcome. Oh, isn’t this a twist. Thank you. This is strange that I am a guest on my own podcast. Isn't that cool, Jay? Yeah, I love it, but this is the first time in the transformation of our podcast series as I'm going to be sharing this with my team and handing it off that Shorr Solutions. The podcast will be hosted by myself. It will be hosted by Christian. It's going to be hosted by Nan Maddox. It's going to be hosted by Ana Suarez. These are all our client success managers and additional partners. And rather than it just be me all the time, our team is actually going to take the lead on this and we're going to share these moving forward. So thank you for the opportunity to be a guest. You're welcome Jay. Honestly this is an exciting thing for our team. We're excited to start, you know, helping you a little bit more and just feeling this with you and just getting to it. And you know, just have nice conversations. So let's get started. One thing that I always wonder, and that I think that our audience should know, is what should you look for when you're analyzing a PNL? What is it that if an a practice owner, you know, a business owner, what should I look for to make sure that I'm on the right track? Well, let me give you the four keys that I do it on any of my lectures. And let's talk about what medicine is first, and then I'll get into them. The money. Well, medicine is a science. It's a way to heal the sick and injured. It is a way to make us look young and beautiful, especially in the aesthetic cosmetic surgical industry. It is one of the most respected professions today, medicine and law, but never lose sight of the fact that medicine is a business and we have to treat it like the business that it is. So what does that really mean? Let's talk about what are our four priorities. Number one safety. Safety of our patients and safety of our staff. Number one. Priority two into one priority. Yes. Second we have to protect the providers licenses. It's a must whether it's a physician, whether it's a physician extender nurse practitioner, physician assistant physician, associate institution, anybody that holds a license to provide and perform any procedures. Number three have fun. Number four, make money. Right. That's what we're talking about today. I'd say I'm trying to bring it all full circle, because we have to treat it like the business that it is. So let me reach over here for a second because it isn't going to matter. My famous armamentarium of things right off the bat. And for you, who for those of you who are just listening. Jay's showing all different bills of whether they're American dollars or foreign hundred dollars or $100 or foreign thousand dollars from different countries, it's all the same. Man makes money wherever you are, but do and make money in the safest and most efficacious way, because in our world we don't do anything illegal, unethical, or immoral. Immoral, right? Absolutely. So, you know, let's talk about the money. All right. Yes. It's all about the money, right? It's all about the money. Yeah. We always say that that's become a joke, but it's serious because if we don't treat it like the business that is, we'll be out of business, right? What good is bringing in all this revenue if we can't make a profit? Right? Absolutely. But I do love what you were saying about, you know, before you can make money, you got to have fun and you got to have safety in your practice, and you got to protect your provider's licenses. That's your priorities. And if you don't do any of those, you're not going to make money. Or if you do make money, it's not going to be as enjoyable. You got to have fun. So what kind of money are we looking at? Shekels. Rubles? Gelt? Yen. Euro. Dollar is money. Is. Oh, money is money. Okay. Right now something that I want to mention is definitely when you're looking at a, you know, going back to the PNL, people don't know sometimes the difference between gross profit, net profit margins, what are all these terminology. Because in the industry and if you go to like banking, industry or finances and all of these different things, they always use all these terminology. But what does it come down to? J yeah. Well worse yet we use acronyms. Yeah. All this acronyms ROI and oh my goodness. And there's so many acronyms. You know, it's very interesting that you say that because Christian, you and I were on somebody else's. We were a listener. We joined a webinar last week on onboarding, and I thought, this is going to be a really interesting webinar. Let's listen to it on onboarding. After the first five minutes, I was so lost. You know, they're talking these acronyms and these three and four letters that supposed to mean something. I was so lost that after 15 minutes I just exited out of the webinar. Because if I can't enjoy it, I can't learn. Even if I could learn 1 or 2 different things, it was worth my time. But it was nothing that I could apply, you know? And we laughed at each others like, wow, we're looking it up. What do you mean on Google as we're listening to it? And we still couldn't do it. All right. So, you know, we really want to bring you the latest and the greatest. And you're talking about all these acronyms. So let's start from the very, very beginning. And as I teach basic business financials as a faculty member at Florida Atlantic University, you know, we talk about one of my courses and sessions that I teach is Basic Business Financials. And it's a three hour lecture. But let's talk about the basics. All right. The number one top line is total revenue. All right. And then you have cost of goods sold. And here's where it gets boring with an acronym. People will refer to it as COGS right. What I remember is that COGS is something that stopped the wheels in motion because it was a COG in the wheel, but there's a different type of a COG.. COGS means cost of goods sold. All right. So you have your total revenue minus your cost of goods sold, which gives you your gross profit. That doesn't mean you've made any money yet. And then below the line, look, most people we're going to talk, you know, on the piano. We're going to talk about how it's produced through QuickBooks. That's the number one type of of an accounting financial software. So then you have your fixed and variable expenses, which is everything outside of cost of goods that you sold. And that could be HR or, you know, your payroll. It could be your rent, it could be your maintenance, it could be utilities, it could be your office expense in your office supplies and legal and accounting fees. And we can go on and on. Just think about all the expenses you have and you total all those expenses. So now when you add your fixed and variable expenses and you subtract that from your gross profit, that gives you your net profit. All right. Believe it or not, you can actually have a negative net profit with a positive gross profit if your expenses are too high. And what that means is you didn't make any money. And then at the end of the year, when you go to do it all, there's this five letter acronym. Oh boy, here we go again called EBITDA. EBITDA like a tomato. What a tomato. Which is right. And the EBITDA is EBITDA and that is your earnings before interest, taxes, depreciation and amortization. This is not going to be an accounting lesson. I'm just trying to explain what those letters mean. And it's also commonly known as the bottom line. That was pretty good Jay. Hey that was I learned everything from you, Christian. Yeah. You thought you were going to say that you watched it on YouTube. So that was my standard line that I give everybody. I watched the YouTube video, but something that I was thinking when you were talking about gross profit is sometimes in different practices. I have seen this done and I don't I want you to give me your opinion. What is the correct way to do it? I know the answer because you have told me many times, but I want our listeners to know this. Sometimes people will take those providers out of practice who are revenue generators. So you have different doctors that they see patients and they generate all these revenue, and they put them above the gross profit line. So they are putting them basically as paying those doctors their salaries is kind of like, a cost of goods sold or a cost of a service sold, if you want to call it. And now, you know, they are putting it at the top of the line and then they get the gross profit. So whatever that number was that they got on revenue, then they subtract the doctor salaries and then they get the gross profit. They might not necessarily sell skincare, but they're calling that a gross profit. Is that correct or should we just use the COGS? Now I may not become the most popular guy amongst accountants, however, I in standard accounting principles, I really want to define what gross profit is and that is gross revenue. Total revenue minus cost of goods sold. And what is the definition of cost of goods sold? It is the cost of the goods that you are selling and is you're not selling electric. You're not selling your water, you're not selling the maintenance. You're not selling payroll. They are your fixed and variable expenses below the line so that if you are in a aesthetic practice and you are selling something retail, what was the cost of that? And that's what you put under cost of goods sold. For those of you out there that are plastic surgeons, cosmetic surgeons, facial plastic surgeons, you do not put Botox, you do not put dysport. You do not put the cost of an implant because you're not selling a breast implant, you're not selling Botox. You are providing the service. So the implant, the Botox, the dysport, the dermal fillers all go under medical supply below the line, you know, as a fixed or variable expense. And most of the time it's a variable expense because it will vary from time to time. But the most important part, it's that's the service that you're settled. You're not physically selling a bottle of Botox. And if you did, if it was legal, by the way, the just sell it on the open market, then you could put the cost of that bottle 600 plus dollars. All right. And then you would sell what you would put in the top line revenue, whatever you sold it for. But that's not what we're doing. So truly, the definition is everything's goes below the line either an office supply office, equipment, medical supply, medical equipment. And I got so detailed that I used to bifurcate my expenses. For example, in medical supply, we had a dermatology, plastic surgery, med spa practice and an O.R. so I would put medical supplies, medical that went for my derm and recon plastics. Then I would have medical supply surgical, which was strictly used in the O.R., all right, as an expense. And then all those other types of supplies, just like, office equipment. I might need equipment for the surgical side, the med spa side, whatever. All right. Now, capital equipment is totally different. I don't want this to be a finance lesson, but it's all important. It's always important because you want to know how are you going to properly depreciate all this stuff? If it's a capital goods. Right. Well, that's very interesting that you broke down all those different items to make it very, very specific. And I could totally see that being an advantage because if you wanted to know exactly where most of your expenses are going, then you will look at those breakdowns and see, you know, what am I spending the most on? The reason I do that question very succinctly is that I want to know in each one of my product lines, but I can bind derm and plastics into one. All right. But then I would not combine my meds box. I had medical supply, medical, medical supply, cosmetic and medical supplies surgical. And this way I would break down the revenues as well. What did I bring in on the medical side? What did I bring in on the med spa side? And what did I bring in on the O.R. side? I really always like to know, am I making money in my different product lines? Because if I'm not, I have to make decisions in my business, right? You gotta make informed decisions. That's where the informed part comes in, right? I love that, and definitely I've been applying a lot of these lessons into my personal life. I don't know if I told you that I created this spreadsheet once again, me and the spreadsheets, right? I love my spreadsheet in Excel. I don't have QuickBooks, so I just created a spreadsheet and I put all my different expenses that I have every day. My income and I create a PNL for my own personal use. But I apply your principles and I broke down all the different things, and it has been life changing for me, because now I can automatically know, you know, day to day. What am I spending the most? Where do I need to cut my expenses so that I can keep my budget? And that applies also to practices like if you're analyzing your people regularly and honestly, you should look at it at least monthly. Honestly, I look at my finances almost every day, but as a business, you should look at them monthly, quarterly, and analyze how you're doing throughout the year. Are you meeting your goals as far as your budget? How much money do you want to spend on certain things? And then once you hit that limit, are you keeping track of that? You just have to look at the numbers. So is very, very important. Quick question for you. Yeah the have a positive or a negative EBITA oh gosh. Well I'll say it's positive it's not a 35% return just yet. And just so you know, you always says that for a practice to be profitable, you should be around the 35% margin in your profit. That's where profitability really kicks in. I'm not there yet, but that's my goal. But yeah, let me ask you another question here. Well, you had more profit until you had the baby, right? Right. Yeah. Now he's in school and that's a lot of extra money now in school. And so but however that's an investment, it is an investment that the it's it's not a cost. It's not a cost. You always say a cost is something that you never get back a return on. Although to be honest, I still don't know if he's going to be, you know, an actual investment until he grows up and you know, and I will know if he was a real investor. But yeah. Let me ask you another question, Jay. Why does this matter to a doctor? Because at the end of the day, and just to kind of summarize what you said, you have your revenue, you have your cost of goods sold, all your expenses fixed and variable. And then basically you get what you make minus where you expend, and then you get your bottom line. But why does that matter to a doctor. All right. Well, because a doctor is a business person, business man, business woman. He or she has to know. Some months you may have negative, other months you may have positive. And that's because you may have had a large expense that you didn't spread out over the year. You took all that expense in one specific month, because I don't want to get into this much that you put it on a cash basis. If you took the whole expense versus in accrual an example, you have a $12,000 professional liability expense instead of on the books taking it as $1,000 a month. You took the entire $12,000 in February. At the end of the year, the numbers will still all work out. However, I always like to split it up to show what the true profit ability was in a month, because you can be put in the negative by having one huge expense in any given month. All right, but why does it matter? Because it matters how you want to continue your business or potentially change your business. If you don't know where you've been, how do you know where you're going? Right? That's an old age old line. But if you think about it, it's true. If I am continually continuing to make money and make profit now, I can further invest in my practice. Whether that means hiring more staff, whether that, you know, take care of the growth or whether that means investing in more capital equipment, more tenant, an improvement build out to my facility, moving into a bigger facility. Because if I'm not making any money, then I really have to be gun shy to do this. And then further and down the road, doctors say to me all the time, I want to get out. I want to get out. Yeah. When should I start thinking about it? And my answer is, you just started the moment you ask me when is the moment you should start thinking about it, right? You may not effectuate your plan for two, three, five years, but have a plan, all right? Because the failure to plan is a plan to fail. Yeah, that's another one of your lines right there. I got all kinds of attitude people on me. And then they really regurgitate them and say, oh, you know, I'm becoming like my father, you know? All right. I used to hear the same old jokes and the stories, but, you know, every time I think I'm like, get like my father, it makes me smile because my father was. I love my father. He was a very smart man. All right. Sometimes when I'm talking about money to my wife, she says, now you're something more like Jay. Yes, well, that's because I've adopted you and your wife. So I am right. Right? Definitely. No. But I think that, one of the things that I wanted to say now that you were talking, I just thought of this. Well, when the doctor's thinking about an exit strategy, what is it that they should be focusing on? Because, of course, now you have to plan ahead. You have to start with the end in mind. What do you need to do to make sure that your numbers make sense to be sold? Because otherwise, how are you going to be selling your practice if the numbers are not right? What should those numbers look like? Well, I'm not going to get into this much because you're still in the episode that we're going to do next. Okay, I'm getting ahead of myself. Yeah. On the private equity guy. Yes, you're right. We're doing a separate episode and we'll have Nan joining us, joining us for that one. So let me let me answer that question real quick. Yes, a little, you know, trailer and what is coming a trailer, right. If you want to end up even considering selling your business, you know, there's going to be a potential 4 to 6 multiple of. Here we go of your EBITDA, your earnings before interest, taxes, depreciation and amortization. That is very important because potential buyers, whether it's another doctor or private equity or whatever, you want to know that what they're buying is a profitable entity. So why why is this all important? Because every dollar that you are able now to increase in profitability, it may be worth 4 to $6 down the road. And I say this to clients all the time. It is much better if you hire us to help you increase your EBITDA from $200,000 a year to $400,000 a year and pay us 40,000, or if that's what it took, because that extra $200,000 a couple of years from now can get you 800 to 1 million. All right. That's why it's important, because you need to run your business by the numbers to know where am I wasting money? I'm not talking about dodging. And this is not political. This is about. Yes, I believe in some forms of dodge. Any business. Get rid of the waste. But I don't believe in dodging human like humans because we cannot provide services without humans. All right, that's the difference. We are very people focused, and we have the provider, which is the revenue side. And then we have ancillary staff, which is an expense advertising social media marketing. These people don't necessarily bring in revenue, but you need it in order to run your business. Yeah, yeah that's true. Now, something else that I will say, and I know that we have been talking a lot about the PNL and the numbers and the exit strategy and kind of a little bit of everything, but I just thought of something. JAY and it's a question that you were asked yesterday, how can you increase the revenue? Because now, you know, we have talked about expenses, how to reduce debt, and if you reduce an expense of an expense that you're reducing this 100%, your margin dollar as opposed to a dollar revenue, which you may only be getting 30,$0.35 on the dollar of actual profit. So if you're lucky, if you're lucky, yeah, that's a best case scenario. Some people might actually outperform that and those at the top of the line. But for most practices that's kind of where they kind of stand 20, 30% return. Now tell me about revenue. What should a practice do or what is the biggest bang for the buck when it comes to what they need to be doing to increase the revenue? Well, I am a firm believer in not always doing what everybody else does because I'll give you an example. You can be the biggest and you could be the best, and you have the experience and people will come to you. However, there is a med spa on every corner. Several years back, IV hydration was brand new service. Today everyone is doing it semaglutide as well. And you know, weight loss and this and there's appetite and semaglutide you know and that's advertised initially coming out as lowering your hemoglobin A1 C. And they found that it was an appetite suppressant and people lost a lot of weight. I don't know what the future of weight loss is going to be. When I first started in this, it was, you know, diet and exercise and then it was HCG, whether it was oral or sublingual or injectable, and it was phentermine. And each one has its drawbacks, by the way. And if you starve people and put them on X amount of calories in any particular day, you're going to lose weight just by the nature of starvation. You know, I have transformed my diet tremendously. My wife took away all the oreos and she took away all the milanos, and she got rid of the hot dogs and she got rid of the processed cold cuts. All right, then, I used to love to eat and now cut out the sodas. And now I'm drinking the water and Vitamin Water. And, you know, anyone that knows me knows that I'm a propelled junkie. Yeah. Always thinking propel. All right. And it's because I'm a I'm a big, very big golfer. So I always like to be propels you to success. Right. Good. Funny joke. Now that that I. So let's get back to the revenue portion. What would I do? I would bring on services that I haven't done before that are big in the marketplace. That is has done that. The buzz is already out there. But I already have a patient base, dermal fillers, neurotoxins. They've been out there for a while. You know, CO2, men's and female sexual health. There's all kinds of wonderful services out there hair removal, you know, it's been out there forever. Start small with minimal investments. And then they've got all this capital equipment you can capital equipment your life to death. All right. Because remember, be careful of people coming in with spreadsheets telling you how much money you can make by doing X amount of procedures. The problem is you have to have the patient base that need those procedures before you buy the equipment. It's not like the movie field. The dreams build it and they shall come. I always like to know. Take a poll of your patients before you buy the equipment, because some of these modalities are really old. All right, I'll give you the example. And I'm not going to pick on any one in particular. I'm going to pick on a lot. All right. Years ago thermite was one of the things, you know, for radio frequency. And then came all the criollo policies. And you know, with many and it was the big thing. And then came version one and version two, and then there was CO2 assisted RF. All right. And there's so many different things and modalities out there. Sometimes I believe in buying a multimodality machine that can do tell and pages or Mangum is it can do vascular pigmented lesions. It can do you know on on micosis is for I had nail fungus. It could do hair removal. There's a very big benefit to multiple platforms. You only have like one investment be able to do all of these services. But let me tell you the downside. You can't book all these patients concurrently. Right. There's a machine that can only be in use if you have a multi-platform machine at one time, right? If it breaks down, you're out of business for four different modalities. Yes. All right. That's. Yeah I've been there done that. So pick and choose and refuse which things that you think can make you money. Do not go out and spend a lot of money in the very beginning, when you could not afford to do so. Correct? No, I love that. That's great advice. And if I would add anything to that, I would just say start from where you are. And and I think that the biggest bang for your buck to increase your revenue, it's making sure that your people are trained, your phone staff people and your all your staff really on how to convert the patient, how to provide a really good patient experience and being able to sell to the patient and upsell. And if they know how to do that right there and then you're going to increase your revenue. Because a lot of practices don't even realize how much revenue they're losing by the people not being properly trained to convert those calls into consults. That's a very good point there. So how do you do that? Well, you start training your people. You gotta start having them, you know, listening to their calls, being able to get feedback to them and allowing them to listen to and sell, seeing what they felt like, seeing what they need to improve on. And, let me let me play devil's advocate. All right. Go ahead. Gretchen, I'm a doctor and I'm in clinic all day, and I'm in the O.R. all day, and then I'm doing post ups, and then I'm doing consults. I don't have time to listen to calls. Well, you can outsource it, Jay. You can have a team that can do it for you. And whether that's even your practice administrator, if they're someone who has experience in sales and how to talk to patients, then they can do the training. They can listen to the calls and they can provide that feedback on coaching. So what kind of phone system do I need? It should be able to record calls. I mean, there is so many out there I'm not gonna tell you what to get, but whatever you get, just make sure you can record calls and you have good metrics and analytics. That's like the main two things. I would say everything else, you know, it is good. All these other gagets and all these other features is great. But the main things I want to be able to have is being able to listen to my people's calls so that I can provide coaching and advice on how to improve, and then being able to track the metrics and see where the patients are coming from. Because if you don't know where they're coming from, you don't know where to invest your money going back to the money, right? To be able to maximize that revenue, that if you find that a lot of people are coming from, I don't know, maybe referrals, then you can start saying, okay, maybe I'll start a little referral program, but be careful, because there is a lot of laws against, you know, compensating like or in kind for the referral of services cannot refer or compensate people in like and or in kind for the referral of a patient. Correct. But there is ways that you can maybe not compensate the person, but you can provide some kind of special for the person who is being referred, as opposed to the person who's referring the patient. Right. There is all these ways to generate revenue. Right. And all this goes back to strategy and being able to know, you know, first of all, do you have the right team? Second of all, what are your what is your equipment? What you were saying, right. Of course, there is pros and cons to having the multiple modalities and all of that. Yeah, there's a different episode of Always Help as well, but how do I know all the calls that are coming in and how do I know how many calls came in? How do I know what the status is? The how do I know what procedures they called? How do I know what was quoted? I mean, how do I know all this information? I'm a doctor. I'm in the O.R. all day. I'll give you another acronym, Jay CRM. Okay? Okay. So customer relationship management and there is so many different softwares out there that will do this for you and that will help you keep track of those leads and for your people to be able to actually follow up. And you have a very good lecture about the art of the follow up. And that's a big part of that. You got to be able to track all of these different things you mentioned, and that's a customer relationship management tool. People sometimes do it on a spreadsheet, and we actually provide spreadsheets for clients who are not ready to make an investment in a CRM from the get go. But at the end of the day, you gotta get yourself a nice CRM that will help you convert more. Page more leads into patients. Where do I get these CRM? Well, you just call the company. So there's, you know, schedule a demo and see which one you like the most. There is so many options out there that you can pick from. How do I know which one is the right one? Well, going back to the doctor, I'm too busy. I'm in the O.R.. Okay. Yeah. You know, you just hires Jay, hire us we would love for you. We'll find out which. So you want to make a disclaimer to the listeners. I want to make a disclaimer to the listeners. He is not a doctor. I'm not a doctor. Right. All right. I would say that to be difficult with question, but my disclaimer is I'm not a physician. God, yes, I guess the answer is just hire us or hire somebody to do it for you and to help you figure it out. Or if you have staff members that you practice admisnistrator practice manager, they can look into different options, book some demos and see what makes the most sense for your practice. At the end of the day, every practice is different and depending on your size, how many people do you have? As you know, patient base and how many people you're attracting every month? Maybe you need a more robust type of a CRM, and a good one for that will be. For example, Salesforce is a big CRM, and there is other CRM out there that are for the growing practice is more practice for a med spa as opposed to a plastic surgery practice. So depending on who you are and where you're at in your journey, then you can hire what makes sense. But also keep in mind gross. Don't get a CRM that maybe works for you right now, but in the future, as you're growing really fast, maybe it will not be good enough. So you gotta also think ahead and see what's going to be the best. So in closing, I heard that you have this employee staff training called this Conversion Cascade. All right. Because the phone rings. Yeah, I heard that you listened to them. Yeah, I heard that there's a CRM. You know, I heard about that. But what is this Conversion Cascade to help my staff educate themselves on training and being able to sell. Right. It's a it's a tool that we have created and that will allow people to train their staff. And they can watch all these videos. You are actually the host of that one day. You're the one who teaches within those six hours. And it's very educational. They will get to learn a lot about patient experience, about the conversion wheel. And all it is, is really a funnel, right? So you have the beginning of the funnel, which is your marketing, which is how do you attract your patients then how do you convert those leads, potential patients into actual patients by in a consult. And then what do you do at the consult to make sure that they convert and have the actual three minute procedure and become a patient. And then how do you keep them coming back for more? How do you keep them referring you to their friends and family members and all the people that they know? And then how do you repeat all of that wheel over again once they send you their referrals? So it's a whole process and it goes into, you know, all these different steps and what you should be doing as far as phrasing, it has different tools. So it's a really great tool. How do I get it? Well, you can go to a website Jay to Shorr Solutions.com and you'll be able to, you know, there's a section right there, sales training, and you'll be able to sign up for the course. And if you're actually a podcast listener, you can actually use the code podcast and get a 20% discount for this one. And and, you know, you can do the course and I will help you generate more revenue. And then, of course, if you want to analyze PNLS, if you actually want to get into the numbers, we also have a package where we can do a one off. Just me with you. Look at your PNLS, you some good advice on how to improve it and make more money, reduce expenses and become more profitable. All right, so on and off of the sales. Yeah. That's enough. I had a good idea. I didn't mean it to be a sales pitch, but that's kind of the direction it went. Well, but you have to learn how to sell in order to be able to bring in the money, and that's just as important. If you don't know how to sell, you're going to be spending and investing a lot of time and money in your marketing. But your team won't learn and know how to convert, and that's important. And you know, what about that? Do your patients know all the services that you provide? Because what we just did, we gave you a couple of our services. But do your patients know all of your services out there? Because sometimes they don't know. I want to give you a quick story. In my former clinic, we were dermatology med spa, plastic surgery and surgery center, and I used to have dermatology patients coming in asking if we know of a good plastic surgeon. We had plastic surgery clients coming in for consults. And do you know and know a great dermatologist. And I realized right then and there that I made the biggest mistake. My all my marketing was not as effective. I assumed everybody knew what we did. So I went out and I bought now everybody has it buy back then, you know, at the turn of the century. Ha ha. What I did is we bought a wide screen TV, put it in the reception area, and I didn't take any of the freebie CDs that vendors gave us. We created our own so that it was more family and, you know, we ended up putting it so that people would know what we did. And it wasn't just procedures. And if it was, we hired a new person. We did a little bit of spread on video of the new person. If somebody got promoted, if it was somebody whose work anniversary people loved knowing the family type of an atmosphere. All right. So, you know, it's all about bringing in more business and marketing and it's awareness. You can't ask people to buy what they don't know what they're buying. Well, any anytime I want to search for anything to buy, I go right to Amazon. There you go. Amazon doesn't have it. I'm not buying it because they have everything. So should your practice should have everything that you can provide. And don't let the patient or prospective patient peruse your website and browse your website. And no more than your team. Your team should know your website upside down, inside out front. Check. All right, that's it. All of these things make you money. So that's all it is. That's all folks. So thank you Jay for being a guest in our podcast Shorr Solutions the Podcast today. And you know, we look forward to another episode where maybe another team member will be hosting. Thank you to everyone who is listening, and we hope you have a great rest of your week. Good luck and God bless. Don't go anywhere just yet. If you enjoyed today's episode, make sure to subscribe so you never miss the latest insights! New episodes are released every two weeks. For more valuable information and resources to elevate your practice. Sign up for our e newsletter. You'll get the latest industry updates, expert tips and exclusive strategy straight to your inbox. Also, don't forget to follow us on social media at Shorr Solutions. If you're ready to take your practice to the next level, schedule a free consult with our team today. Thank you for joining us on Shorr Solutions, the podcast.