Podcasts about dental intel

Growth in Dentistry: A Dental Intelligence Podcast

Play Episode Listen Later Apr 13, 2022 61:10

Leadership, Management, and Team Engagement (A COVID-19 Conference Favorite) Episode #406 with Josey Sewell Do you find yourself dreading Mondays? Well, 70% of the working world is with you! Employees are disengaged worldwide, and they are increasing in number. And to help prevent you from having frustrated and disconnected workers, Josey Sewell from Dental Intel shares how to grow better leaders and managers and have better team engagement. If you want to create a healthier, more joyful work environment so you can look forward to Mondays, listen to Episode 406 of The Best Practices Show! Main Takeaways: Only about 15% of the world's workers are engaged. Great managers are critical for worker engagement. Lack of clarity creates chaos and frustration. People want to be coached, not managed. Create vulnerability-based trust with your team. Don't be afraid of numbers and data. Quotes: “People are looking for purpose in work, and it's up to us to provide them and help them see that purpose. And when you can do that, it's amazing how your team can support you.” (10:49—11:02) “[According to a Gallup poll,] just 15% of the world's workers are engaged at work or appeared to have great jobs. 70% are just not engaged. And what I mean by “not engaged” is that maybe they clock in, and they clock out, and they're not necessarily super excited to be there, but they're not really that miserable. They're just in-between. They just do enough to not get fired. And, unfortunately, 70% of the world's population is living that. The other 15% are actively disengaged. So, what that means is they are miserable, and they want to commiserate with everybody and make everything difficult for everybody else.” (11:51—12:35) “One of the things that I learned is that that 70% [who are not engaged], sometimes they were on the fence. And what we found in working with a really large team is that their choice to become the active employee or the disengaged employee often had to do with how we dealt with the 15% of people who were disengaged. Because if they got away with whatever, and there was no accountability, and they made everybody miserable, but it didn't matter that they didn't follow the rules, why on earth should I really put forth a lot of time and effort into this team or into this company? So, make sure that you are consistent with your rules. If you say this is the way that it's going to be, you stick with it.” (12:36—13:16) “Gallup says that if we increased even just to 50% of people being actively engaged in work, the world would literally change overnight. Actively engaged employees boom your business, inspire teams, and solve problems instead of creating them. They volunteer in the community, have fewer workplace accidents, have better health and well-being, and make fewer mistakes.” (13:26—13:51) “The single, most profound, distinct, and clarifying finding ever: 70% of the variance in team engagement is determined solely by the manager. It's the manager that makes such a difference.” (14:24—14:42) “Being a great doer of tasks does not always make somebody a great manager. And there's not a lot of training or things that are available for managers, so you have to put an emphasis on helping them lead and manage people.” (15:29—15:43) “If you're just doing an annual performance review like they used to do decades ago, that is not enough. [Employees] want constant feedback and coaching.” (16:37—16:46) “People don't want to be managed. People want to be coached. And so, the manager has to turn into being a coach. The coach does not only just provide answers with every question that's asked; they ask good questions to facilitate learning. They're not judgmental. They're supportive. They do not dictate what must be done. They facilitate development and learning. Command and control is out, and collaborate and coordinate is in. So, it's much more that your team members, every single one of them, is leading within their position.”...

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34. Your Next Hire: Automation of Getting Paid w/James Grover, CPO of Dental Intel

Play Episode Listen Later Mar 4, 2022 28:14

On this special episode of the podcast, our very own James Grover, CPO of Dental Intel, joins us to share his passion for dentistry and how his mission to help the industry get paid has already been revealing its impact. Here's what we discussed:Exchanging and leveraging strengths to succeed furtherSimplifying the challenge of collecting patient payments What automating accounts receivable actually looks likegrowthindentistry.com dentalintel.com

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The Reason Communication is Challenged in Your Office with Katie Poulsen

working from home burnt dental intel

Play Episode Listen Later Feb 14, 2022 38:36

The Reason Communication is Challenged in Your Office Episode #381 with Katie Poulsen Just like on the playground, there is an in-group and out-group in your practice. And typically, the dentist is in the out-group. To explain why that is and what you can do to close the gap, Kirk Behrendt brings in Katie Poulsen from Dental Intel to share her research findings for why communication is so challenging in your office. There are many key elements to running a successful practice, and one of them is to keep your team happy! To find out how, listen to Episode 381 of The Best Practices Show! Main Takeaways: In-groups and out-groups form because of conflict. Dentists are typically in the out-group of their practice. Communication breakdowns cause conflict. Not communicating expectations can cause conflict. Set a time for discussion so conflict can get resolved. Have consistent meetings, individually and as a group. Effective communication is learned, not inherent. Quotes: “I wanted to study who was in the in-group in a dental practice, who was in the out-group, and why were they in the in-group or out-group, or does it even exist. And I had an idea, but I wanted to verify it. So, through a survey, and interviewing with multiple different roles in the practice, hygienists and dentists, different genders in each role — I didn't want there to be any gender bias — I found that, as you can imagine, dentists are in the out-group of their practice.” (7:27—8:05) “For a lot of dentists, [being in the out-group] happens for a lot of reasons. And what it all revolves around is conflict. For whatever reason — and this is a whole other thing that needs to be studied — most dentists, I don't know if they choose the profession because they don't like conflict, or the profession makes it so that you don't like conflict. Maybe they liked it before, and now they don't because they're in the profession. But it really does draw people who do not like conflict.” (8:52—9:28) “We can make a generalization that most humans don't love conflict. But for whatever reason, there are a lot of dentists who are conflict averse. And so, they want to do their job. They show up, they do their dentistry, and they let the office manager or somebody else in the office deal with all of the drama in the practice. Which, then they're like, ‘I'm the leader, and so I'm going to be over here. You guys work together. Let me know when you have a problem.' Which, really, it makes for a huge chasm in the communication breakdown. It makes it so you don't get trusted by your employees. They don't go to you with problems because you're not approachable.” (9:29—10:16) “Dental hygienists do have overlapping responsibilities in the practice. I did a lot of anesthetics for the dentist. You can feel like your hands are tied a little bit with diagnosing periodontal disease. Like, you can see it, but you can't diagnose it. Or can we diagnose it? It's being seen as a provider, even. I mean, there are a lot of practices where the dental hygienist is just treated like a member of the staff. And maybe they're okay with that. But that's the root of where all the problems exist. And it's not just dentistry. It happens in any place where some of the tasks and expectations overlap between providers.” (12:04—12:50) “Add the fact that there's not time to have conflict in a busy dental practice. You can't approach [your team] over the patient, and the next patient is coming in the door. And by 5:00, everybody's ready to get out of there. So, if you don't set time to discuss these things, then they don't ever get resolved.” (13:23—13:44) “When reviewing and surveying a bunch of these providers, hygienists and dentists, I was looking for common themes of why they were in the in-group and the out-group. And the first and most prominent theme that came about was expectations, setting expectations. And there were a lot of hygienists who felt like the line was always moving. And the same

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From Burnt Out to Working from home!

Practice Ally Podcast

Play Episode Listen Later Dec 2, 2021 13:07

I keep hearing people in the dental field talk about being burnt out and wanting to work from home. In this episode we talk about working from home opportunities and how to use your skills and knowledge outside of the dental office.Dental Intel is providing FREE growth reports for listeners off this podcast, to request one just go to get.dentalintel.net/PracticeAllygrow-growth-report.

#445: Dentistry in a Virtual World

Dental A Team w/ Kiera Dent and Dr. Mark Costes

Play Episode Listen Later Nov 11, 2021 24:48

Kiera is joined by Tom Brown of Your Virtual Consult, a system that educates patients about dental procedures and expectations over the computer. Did you know that case acceptance across the United States currently averages 41%? By incorporating Your Virtual Consulat, you can bump that up to 89%! Kiera and Tom talk about how the system will better both case acceptance and patience experience and improve efficiency and automation in your practice all while keeping a personal touch! Listen to this episode to get a taste of what comes with Your Virtual Consult. Be an early adopter and get more qualified patients coming to your practice. About Tom: After a decade in dentistry including stints at Dental Intel and LocalMed, Tom is currently partner and VP of sales with Your Virtual Consult. Tom's love of dentistry (which he's been in for almost a decade!) and technology paired together has made him one of the most well-known faces in dentistry. He enjoys traveling to dental shows, tinkering and refining his teams' processes and of course meeting up with industry friends from across the country. When Tom isn't working on Your Virtual Consult, you can find him hanging with his 10 brothers and sisters, exploring DisneyWorld, and playing volleyball every Tuesday night with his wife. Episode resources: Try out Your Virtual Consult Get in touch with Tom directly Reach out to Kiera Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast on iTunes

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What is a CFO?

Tooth and Coin Podcast

Play Episode Listen Later Jun 19, 2021 44:24

Join the discussion on Facebook!Full Transcript:Jonathan:Welcome to the Tooth & Coin podcast, where we talk about your adventure of being a dental practice owner. In these episodes, we're going to be talking about problems that you will likely face as a practice owner, as well as give an idea about actionable solutions that you can take so that you can get past this problem in your practice. Some of these concepts are really big ones. Some of them are very specific, but we hope that these episodes help you along with your journey.Jonathan:Now, a very important piece for you to understand is that this is not paid financial advice. This is not paid task or legal advice. We are not your financial advisors. We are not your CPAs. This is two CPAs talking about informational and educational content to help you along with your journey. It's a very important piece for you to understand.Jonathan:Another thing that you need to know is if you enjoy today's content, join us on the Facebook group. So we've got a Facebook group that is active with dentists that is going to have content talking about what we're talking about today, to continue the discussion. Agree with us, don't agree with us, have a story to tell, have something to share. Join us in the Facebook group. If you go to Facebook and you search for Tooth & Coin podcast, click on it to join it and be able to join us there.Jonathan:Finally, if you need some more help, we're developing a list of resources that are going to be centering it around our topics of discussion, to be able to help you a little bit more than what the content is doing. So if you'd like access to that, whenever it becomes ready, all you have to do is text the word toothandcoin T-O-O-T-H-A-N-D-C-O-I-N to 33444.Jonathan:Again, that's toothandcoin, all one word, no spaces, to 33444. Reply with your email address and we'll email you instructions on how to get into a Facebook group, as well as add you to a list to be able to send you those resources when they're available and if they're available, we'll go ahead and send them to you as well. So onto today's episode. I hope you enjoy it.Jonathan:Hello, ambitious dentist. So today we are talking about the CFO role in dental practices. One of the things that I talk to about, a lot of dentists about throughout all of my conversations is what a CFO is, what they do, how they are aligned with your business. Do you even need one? I'll be honest with you. There's a lot of confusion in the dental industry around the function of a CFO, what CFOs do and is your CPA your CFO? Is that who it is?Jonathan:There's a lot of misconceptions about it and Joseph and I are going to talk about that today. So if you didn't listen to the first episode, this is episode number two. On the first episode, we outlined a bit about what the podcast is going to be about. In this episode, we're going to talk a little bit more about that CFO role and what it is, how it works and things like that.Jonathan:Joseph was actually the CFO of a medical company that was in the services space and had a lot of success. Seeing that business go from around $3 million a year in revenue upwards to almost eight figures in revenue. So he's got a lot of insight to this and I'm going to be asking him and interviewing him on this topic. So Joseph, why don't we start with that. Let's start with what is a CFO and what do they do?Joseph:Great question. Thanks. So when we think about different roles inside of the organization, I think most people are familiar with a CEO and could probably even tell you what a CEO is, a chief executive officer, and you may have heard terms thrown around like C-suite. When we talk about C-suite, what we're talking about is all of the team leads that have C at the beginning of their name.Joseph:So you may have a CEO, you may have a CMO, a chief marketing officer. You may have a chief operations officer or COO, you may have a chief compliance officer. So the CFO is the chief financial officer of an organization. So I think that's first and foremost, as you look at the traditional C-suite has three seats, a CEO, chief executive officer. Basically the one that is spearheading everything, the CEO has the vision. They typically are the owner of the practice, owner of the deal.Joseph:You're going to have a chief operations officer. So somebody that makes sure that the operations of the company are out there and then you've got the chief financial officer who are making sure that all of the money works. That's as simple as I can break it down. What are your thoughts when you think about what a CFO is, Jonathan?Jonathan:Same. The financial side, the F in there which obviously stands for financial, not the other F, it is there to talk about money. It's talking about the numbers. Talking about the ways in which that business has measures and manages its money in terms of the way it's coming in and the terms of the way it's going out. Definitely that's what most people think about when they think about CFOs. What I find in small businesses though, is that there's not always room for a CFO. So the owner usually takes on in smaller businesses.Joseph:I think first and foremost, you got to have cash to run a business. You can't pay payroll on an IOU. So at some form or fashion, you've got to have somebody that is managing cash. So that is cash that comes in the business. That's cash that comes out of the business, that comes in and goes out lots of different ways. It may come in through a line of credit, a beginning working capital draw.Joseph:It may come in through patient sales and collections. It may come in through credit card transactions, and then it's going to go out by writing checks, paying credit card bills, paying employees, all of those different things. So first and foremost, a typical owner of a small practice is going to be the one that's making sure that the cash comes in and the cash goes out. At the basic, most simplistic level, that's the first role that people are doing.Jonathan:I agree. Usually the person who is the owner or ends up being the dentist, they basically have to be all three of those things. They've got to be the CEO, they've got to be the COO and they've got to be the CFO. In that CFO role, they've got to make sure that the money going in and out is going to the right places and that there is something to manage and there's things happening.Jonathan:So it's this unique problem that is in the dental industry, that you have to be all of these things in this organization. Now, pretty much every small business has that problem. Obviously I'm the CEO, CFO, COO of Tooth & Coin but I have other people that help me with those things, but I haven't always had those people because we haven't always been as big as we've had.Jonathan:So we've had to grow people into those positions as our company has grown and evolved and things like that, but in terms of that small dental practice owner, you mentioned you got to have cash and you got to move those things in and out. What is it that you see in the dental space, being the dentist are doing, maybe even unknowingly as CFOs? What is it that they're probably, whenever they're thinking about their practice at night, they're probably doing in terms of like what a CFO would normally do for you?Joseph:Great question. So I think that a lot of them are trying to figure out top line revenue which when we talk about top line revenue, what is the amount of services that have been delivered? We can measure revenue a couple of different ways. As someone comes in the practice and as they get a treatment and they get a cleaning, they get an exam, once that service has been performed, you are owed that money.Joseph:So that could be one way that we measure revenue. One of the ways that you can pull that out is pull that out of your practice management software. So they're trying to get an idea of how much revenue is generated. So the next piece of that, that I think that a lot of practice owners are looking at is how much cash is coming in the door?Joseph:So there are certain times that 100% of the service that you provide turns into cash the same day, or within a couple of days, if somebody writes you a check, brings you cash or pays with a credit card. So there's not often a lag time between those. What is most common is that there is a lag time between when the service is performed, when the revenue is generated and when the cash actually comes in the door. That's where there's often a difference in timing.Joseph:That timing, if you've got a great front office billing person, that's billing and pushing claims out the door, that may just be five days between the time we send it to the PPO insurance company and the time that an EFT shows up into our bank account. We may have patients that are paying us out a month to month to month.Joseph:We may have somebody that pays in full with care credit, or with a credit card that turns into money in the bank account within a couple of days. So all of those things, I think that small practice owners are trying to get their arms wrapped around all of these different things as money comes in the door, as revenue is generated. Then what they're trying to do is they're trying to figure out, okay, did I make enough money this month to pay rent, to pay my people, to pay my supply bill, to pay my lab bill, and hopefully to pay myself?Joseph:So if I'm set up and I've got payroll running out, hopefully I've generated enough cash coming into the practice to cover all of those expenses. Then at the end of the day, whatever is left over, it depends on who you talk to, but we'll just call it profit. Profit is the simplest way of doing that. As the money came in and the money went out, do you have more money in your bank account today than you did 30 days ago? Then I would call profit.Jonathan:So try and get some type of an understanding of how they're making money in practice from revenue to expenses, and then eventually paying themselves and profit and things like that. All within the responsibilities of that dental practice owner, who also is generating production and revenue every day, and managing employees, doing the marketing, doing all the different things that go along with their business. So, with that in mind, what was it that you saw whenever you went to your ... When you started your role as a CFO?Jonathan:Again, I could see many of my practices, and many of our clients here at Tooth & Coin are having the same issues as the business that you got into at the time that you got into it as the CFO. Around that $3 million in revenue mark, you got a lot of practices that are around that level, half a million, a million, 2 million, 3 million, but $3 million mark.Jonathan:They get to be pretty busy in a small business. So what is it that you saw whenever you walked into that business in the first day in the role of the CFO, that really just hadn't been done that needed to be done from a CFO perspective. Because again, that owner of that business couldn't do everything. There's just no way that you could have that type of skill set to be able to do everything on your own.Jonathan:There's a reason there's a million employees at Bank of America. The CFO there is not ahead of every financial element. The CEO doesn't do all the COO and CFO and all the other roles and things. There's reasons why there's more than one person doing all of these things. So what was it that you walked in at day one, your becoming a CFO from the smaller medical business to grow into where it was?Joseph:Sure. I think the first thing I noticed is the wild swings and cashflow. It wasn't a matter of, we had the same exact amount of money that would come in every month and every day and we were pretty product heavy. So we had to spend quite a bit of money to provide these specific devices and services before we ended up actually delivering the service. So as you're paying your lab bill, as you're paying your supply bill, there's all these huge outflows that go, and they don't always match up with your revenue perfectly.Joseph:So I would see these wild swings in our cashflow. So, as an inquisitive person, if you see wild swings in the cashflow, the first question you're going to ask is why. So the first question I started asking was, "Well, how do we get to deposits into the bank account?"Joseph:Well, insurance companies write us checks, patients write us checks, we take credit cards, all these different things. That's how money turns into the bank account. I'm like, "Okay, well, how much did we generate in services last month, for example?" Okay, we'll pull the rapport and we got all the billing done. We got all the services delivered and we would pull the report and they'd say, "All right, well, we did 300,000 this month. That was a great month."Joseph:I was like, "Oh, okay. Well, what kind of service was that?" "Well, we did 300,000 this month." I was like, "No, no, no, no. Like specifically, you've got eight lines of business here. How much did you do in each one of those?" They're like, "Well, we can think of those couple of big ones that we delivered. I know that our shoe business was big. We had some big shoe," but it was very clear early on that they were not measuring revenue by line items.Joseph:So when you translate that to the dental practice, it's like, well, how many cleanings are you doing? How much hygiene are you doing? How many crowns are you doing? How many are you doing that are implants? It's like, the first thing that you've got to do is you've got to measure what specific revenue pieces you did in each month. So, if we're looking at the month of January, I'm going to say we did X amount on this, X amount of that, X amount on that. Then we as accountants, what we like to do is we'd like to compare.Joseph:So I came in and said, "Okay, well, you did 300,000 this month. Well, what'd you do last month?" "Oh, we'll have to go back and rerun that report. We don't remember what we ran. Oh, but we remember that May, of last year was a really, really good month. We should run that month." So it became very clear and apparent that they weren't measuring how the practice was doing month by month by service line.Joseph:So that was the first thing. So the first thing I did is okay, why don't we categorize our sales? Why don't we just make it simple and just have three or four different big buckets of sales that are all kind of related and we'll just measure those specific line items, rather than trying to do some kind of procedure code, because the healthcare practice that I was in, we had a thousand different procedure codes. Some of them were the big numbers and some of them were the small numbers and there's all these add-on codes for these additional things.Joseph:So it's like, I don't want to look at a revenue by code line item because I've got a thousand codes that we use in the course of the month. Why don't we break that down and summarize that into three or four different ones that we can measure? Why don't we look at that for this month versus last month versus the month before, and let's figure that out. So the next thing that I figure out, I get in there and I'm like, "Okay, so that number of 300, tell me what that number is? What makes up that number?"Joseph:They pulled it up and I started looking at the individual patients that made up that line. It became very clear that what they were calling revenue was usual and customary. We may refer to that in the dental world as the UCR, the usual and customary rate, or you could just say, that's your general fee. I said, "Okay, well, of this 300,000 that you generated in revenue, is that going to be what turns into collections in the bank?"Joseph:They're like, "Oh no, no, no, no, no. Insurances, they all take their discounts." I'm like, "Okay, well, that's probably where we need to start measuring revenue. We didn't do 300,000 revenue. We did much less than that. So let's come up and figure out what's the allowed charge." The next thing that I figured out is that whenever I went into the allowed charge, they had taken a standard discount off of everybody.Joseph:So we had, in the business that I was in and we had the Medicare allowed fee. So basically what they did was they keyed in the Medicare allowed fee for every single patient that came through the door. What's the problem with that? Problem with that is not every single patient is on Medicare. We've got Blue Cross Blue Shield, we've got Humana, we've got UnitedHealthcare. We've got TRICARE, we've got a number of these different ones and I'm like, "Well, how do we know what Blue Cross is going to pay us whenever Blue Cross comes in?"Joseph:They were like, "Oh, well, we just adjusted off the EOB, or the explanation of benefits whenever it comes in." I said, "Okay. So what you're telling me is whenever we've measured that revenue, we measured it at the Medicare allowed rate, but we're not going to make an adjustment for the Blue Cross rate until next month when they pay the claim or next week when they pay the claim or whenever they decide to pay the claim?" They said, "Yeah, that's what we do. That's when we adjust it."Joseph:I said, "So this $300,000 number is not a real number. The $250,000 is not a real number. So why don't we drill in and figure out, well, what are our contracted rates for all of these different insurance companies?" And as you can imagine, Jonathan, they were all different. Blue Cross had a certain percentage off of the Medicare allowed, United had a certain fee schedule that they had determined. TRICARE had something different. We had a workers' comp that would take a percentage off of our usual and customary rate.Joseph:So one of the things that I've always subscribed to is the Pareto principle or the 80/20 rule. So I was like, okay, why don't we 80/20 this thing. What 20% of our payers make up 80% of our revenue? So obviously to go through, we had hundreds of contracts. To go through hundreds of contracts and trying to get all of those fee schedules immediately ready, that would have taken months.Joseph:So I was like, why don't we just take the top 20% of our payers, the ones that pay us the most money and why don't we go ahead and make sure that that is correct inside of our billing software so that we were able to get to an allowed fee. The other thing that I figured out was that the Medicare allowed fee changes every year. Some years it goes up, some years it goes down. I'm like, "Well, what's that Medicare allowed fee?"Joseph:They were like, "Oh yeah, we loaded that in a couple of years ago." I'm like, "Okay, we should probably upload the current Medicare allowed fee. We should probably upload the current Blue Cross Blue Shield fee." Because one of the things is that as your accounts receivable people have money that's coming in the door and they have an EOB, we should know and expect to know what Blue Cross is going to pay us for this specific client, for this specific line item and if they pay us different, we need to know about that.Joseph:We need to investigate that, we need to follow up on that and say, "Well, is it because they paid us incorrectly? Is it because this is a Tennessee Blue Cross Blue Shield versus a Texas Blue Cross Blue Shield?" What are these differences that are inside of this? So I think that was where it first started was we need to start measuring revenue.Joseph:We need to start measuring revenue. We need to record it. We need to be measuring it month to month. We need to figure out what is revenue and it's obviously not your usual and customary. I was having this conversation with the dentist the other day. I said, "What was your production for the month of January?" She said it was $30,000.Joseph:I said, "Okay, well, tell me more about that number. What is that number?" She's like, "Oh yeah, that's the UCR." I said, "Okay, you understand that the UCR is not what your insurance company is going to pay you that you're in network with?" She was like, "Well, yeah, that's not the right number." I was like, "Okay, well, the first thing we need to do is we need to figure out what are you generating."Joseph:Because her question to me was how much can I afford to spend on you know, this next thing or this next loan, or can I hire another employee or can I increase my salary? Can I take a draw? Is my rent too high? She started asking these questions. I said, "Well, the first thing we got to figure out is how much money is coming in the door and how much revenue is coming in the door."Jonathan:There's usually a reason that revenue is the first thing on a profit and loss, because it's the first thing you're supposed to be able to know about. I find a big misconception inside of the dental space is that the CPA equals the CFO. When I try and tamper expectations with all of our clients is that, look, there is a lot more to revenue than just that first line item. Whenever you file a tax return, you file income. Sometimes you have a cost of services or whatever it is that you put down there as well, but revenues is a one line on the tax return, but it's much more than that. So would you say that's a fair statement to say that one of the jobs of the CFO, one of the responsibilities of small dental practice owners in their role as the CFO is to understand their revenue?Joseph:Absolutely. I think that's got to be where it starts. It's got to be where it starts because we got to understand ... So we've got to put expense models together and figure out how much we can afford based on our revenue. Obviously your revenue is going to fluctuate month to month, year to year. I'm looking at financials in January. Financials in January look a lot better than December. Why is that? Well, we took a week off for Christmas to New Year's.Joseph:So January, we worked full month. February will probably be shortened because we've got crazy snow storms that have hit the United States and people have been shut down for a week. So there's always going to be some fluctuation of revenue, but it's got to start with that. So then if we can figure out, well, what's a general rolling average that we can forecast out for revenue, then we can break that down per month and we can say, "Well, what did we do in July of last year?"Joseph:"Well, July is always a great big month for us, but it never is quite as big as August. August is so big because the kids are coming back to school. They want to get all their dental work before they go back to school. So August is always a big month in dental. March is always a big month in dental because of spring break."Joseph:So then we can forecast that stuff out and understand what our revenue's going to look like so that we can build our expense models based upon that. I think that's a big thing for CFOs is, people like to talk and use the word budget all the time. They're like, "We need a budget."Joseph:I'm like, "Well, we need a forecast is what we need." How many patients came in the door last month? How many of those were new patients? What percentage of that? What was the percentage of each one of the different service line items? So can we expect that to come back? If it's a hygiene client, are they going to be expected to come back in six months?Joseph:Well, we had X amount coming in January. That means that we know that we're going to get a certain percentage of those to come back in July and we can look and compare that and say, "Okay, well, what percentage of hygiene clients actually keep up with every six months?" Okay, well, it's not 100%. We wish it was 100%, but it's not 100%. Is it 90%? Is it 80%? Is it 50%?Joseph:Well, if it's 50%, we've probably got some things that we need to work on with our front office staff to make sure that we're confirming appointments, whether they were doing all the things that you guys know that we do in order to make sure that people are coming in for their six month checkups, but we can start forecasting and start getting a picture of what things are going to look like from here on out.Joseph:We can say, "Okay, well, if revenue, this month is $30,000, but our goal is $50,000 and we know that we're projecting that next month is going to be $40,000, we know that we've got 10,000 that we got to make up. So where are we going to make that up? Is it going to be new patients?" All right. So let's say that it's going to be in new patients. How many new patients do we need? How many of those are going to be hygiene patients versus emergency patients versus some more complex procedures that we're running specials on?Joseph:So these are all the things that when you try to get a handle on your top line revenue and get a handle of the money that the business is generating, these are things that are all going to project out so that you figure out what you're going to do money-wise moving forward.Jonathan:So you mentioned a lot of strategic game plan that was coming up. To me, it's like, step one, understand revenue. Step two, create a baseline of what it is we know is happening currently and then step three, would be to design some type of a game plan to effect those numbers, to try and create something around those things.Jonathan:So like you said, maybe it's that where we find that our deficiency is in our hygiene recall rate. Do we have enough of our patients coming back in for hygiene after they come in for the first time? Do we have enough people to getting back on the schedule today compared to whenever they come back in the future? Or do we let too many people just walk out with our unscheduled treatment?Jonathan:How many treatment plans did we do today and how many of those were actually on the schedule? Did we have a conversion issue? Understanding those different components after you have a bigger picture idea and understanding of that revenue allows you to start optimizing and influencing those numbers. So is that what a CFO's role is or is the CFO's role to influence those numbers or is it to unearth those numbers?Joseph:So I think it's both. I think a great CFO is going to do both. I think that if you look at the accounting world, one of the things that's tough about the accounting world is we're always looking backwards in time. We're looking at what happened last month, what happened last year. We're generating a tax return four or five months later after the year's closed. So, if you're trying to figure out what you're going to do with your business in May of a year, but you're waiting on last year's tax return to get done or last year's books to get done, you're always looking backwards.Joseph:I think the best CFOs that are out there do a combination of both. Number one, they're reporting the results in a way that'll help us understand the past, but they're also looking at all of the different pieces that we know that are going to happen in the future.Joseph:We're going to take some projections. We're going to make some assumptions. We're going to look forward and try to figure out what is life going to look like moving forward. Then we say, "Okay, life looking forward. If I take the snapshot of it today, that's not where we want to be. So let's figure out where we want to be. Why don't we create some goals around this? Why don't we create a monthly goal? Why don't we create a daily goal? If it's a number of new patients that are coming in, how many new patients should you be getting per day?"Joseph:Then we can start to influence those numbers and we can say, "Okay, we know that where we're at today is X. We want to be at 2X of where we are. What's the plan to get there." So that is where I think good CFOs are able to really, really hone in on a practice and really help you move forward and help you project to the future and make good, smart business decisions and influence those decisions and help your team understand how they influence those decisions.Jonathan:So how would it be, again, this is, this is a question that I get a lot is do you think that a CPA, someone who works as a CPA for a dental practice, that that CPA should be the CFO of that company?Joseph:I just think that it's got to be a lot more granular than that. As CPAs, we're typically reconciling banks daily, weekly, monthly. We're looking at financial statements, we're trying to get everything to tie out. We're doing everything that we can to make sure that the books are right, which is a very important part of your financial picture is understanding what your books look like. But I don't think that CPAs are equipped to be out there and to be in your practice to know like, well, how many confirmation calls did we have on patient schedules today?Joseph:Okay, well, we can track that. We can get it in the software. We can create all these different systems that are out there, and then maybe the CPA can look at that, but I think that that's outside of the CPA's role just because we don't have access to all that. We don't have the boots on the ground.Joseph:Now, if you have a full-time CPA that works in your office, many practices do. Huge, huge practices. Once you get to several, several millions of dollars, you're going to have a controller onsite that's going to help you out with some of this stuff. Maybe they're going to have a CFO on site once they get to that 10 or $15 million mark so that you can do that. But if you're a CPA and you're working with 20, 40, 50, 100, 200 clients, there's just no way that we can project all of that granular detail out in order to to do that and to fulfill that CFO role. That's certainly my opinion anyways.Jonathan:I agree. I see a lot of it because I speak to Dennis every week and it's not uncommon for me to hear someone say one of two things. One being that I need a CFO and they think that they need a CFO because they need someone who's going to help with all of these things. Then we can start digging into it and it's like they're doing three, four, $500,000 a year in revenue. Or even all the way up to say a million to $2 million a year in revenue.Jonathan:I need a CFO because I need someone who's going to do all of these things for me. Completely get an understanding of my revenue, which just for the listeners out there, that means we're going to have to understand your production philosophies, we're going to have understand the way that you view dentistry, the way that you view your patient care.Jonathan:As you dentists know, every other dentist is going to be different. So every CFO is going to have to understand that about you as the provider, as well as any other providers in your office. The way that we do that as data people is, we look at the production procedure code, service mixes, things like that, to be able to see what that looks like, but that's on a very high level.Jonathan:If we were to be the CFOs for you, that would be what we would have to do from a provider standpoint, for us looking at our provider level. What I tell most of these people is, "No, you don't really need a CFO. You just need more production right now. You need more revenue, you need to do more dentistry or have more patients," and that's basically all I can tell you.Jonathan:That's exactly what a CFO would tell you if they were to be engaged with you right now is, "We don't have enough revenue, we don't have enough production and we don't have enough patients." There might be some small problems that that person could uncover, but the amount of money you would have to pay someone to be able to do that, to uncover those problems would be a negative value compared to what they find, because you'd be paying them a whole bunch of money because it takes a whole lot of time to understand all of these elements for every business.Jonathan:While dentistry, yes is an industry and single office owner practices are similar in nature, they're all different. They're all different nuances and things like that and most of that nuance comes from the provider, the person that is doing the production.Jonathan:So I completely agree that the CPA role is not designed around this and the cost structure is not designed around this. If we're charging someone say a $1,000 a month for accounting, bookkeeping, tax planning, tax prep, projections, keeping updated on all the things that are going on in the dental ecosystem from a financial perspective, we don't have the ability to be able to make sure that Susie in the front is entering in the production correctly into the computer. That's not what we're engaged to do. The amount of money that we typically are getting paid for that, we don't have enough time in the day to be able to be helping with those types of things.Jonathan:So it then falls back on the dental practice owner to do those things, unfortunately. So I completely agree. It's, CPA does not equal CFO. I guess that's the point I'm trying to make with that, is that people sometimes think that they're the same person. It's a very specific subset. It's a different skillset, number one, and number two, it's not typically what you're paying your monthly fee for whenever you're seeing these people come in.Jonathan:So I mentioned earlier, there's two things. The first one was the person I'm talking about. They need a CFO and I don't think they really need one, and the second one is that they'll have already had a CFO and they'll be looking for someone new, which is the reason they're talking to me and I'll look at the work that's been done and it's literally just CPA work that's been done. It's not CFO work.Jonathan:So it's what you're saying here. It's financial statement analysis is all that that CFO is doing. To me, financial statement analysis, yeah, your CPA can help you with financial statement analysis. Almost every CPA can do that. I'm asking this to you, Joseph.Joseph:Yeah, absolutely.Jonathan:So every CPA can help you with financial statement analysis. Financial statement analysis is like one line item of things that CFOs do out of hundreds of things the CFOs do. So CPAs can help you with financial analysis, which is the things we talked about. The way that our firm does that is through a management report that we send out every month, where we're calculating out and are rolling quarterly averages and doing overhead analysis and things like that, but that just is the overall picture of the results of the practice.Jonathan:It is not the granular detail of, we did, say, three times more crowns this month than we did the month before. That does not exist on a financial side, on the traditionally prepared financial statement done by a CPA firm. So a lot of times what I'll tell people is lean on these softwares that can pull these data elements out of their practice management softwares, like Dental Intel is really good. Practice By Numbers is really good and they can do some of these practice management data calculations for you, but don't lean on your CPA for those things because we're not traditionally trained for those types of roles.Jonathan:A lot of the times what I tell people is that CFO role, we can find the problems, but we can't usually find the solutions if we're not in that practice every day. So you're paying a lot of money for someone just finding problems. Whereas in this industry, to me, if you're a smaller business, you have to be paying a practice manager consultant to find and fix those problems a similar amount of money. So when is it to you that a dental practice should consider having an outsourced CFO or a CFO and just in general, that is not that owner of that business.Joseph:I think that all the stuff that you're hitting on definitely says to that. So the question is, we're dealing with dentist who are very, very intelligent people. They're all very entrepreneurial because they went out and started their own practice, or they're thinking about starting our own practice and want to start their own practice.Joseph:So they've got that grit and grind about them to figure all of this stuff out. I really don't think that it's something that they can't handle on their own. I think that it really boils down to time. Do you have the time to devote to this? Do you have the resources, the manpower that you've got in your office to help you out with it? At the point where you're doing dentistry five, six days a week, and you're busting at the seams and your schedule's full, that's probably time that you can probably hire somebody else to do that.Joseph:I certainly think a lot of startups can benefit from having an overall plan and just kind of having some goalposts to operate on to help them out with that, but I don't know that there's actually a magic moment where you say, "I need to outsource a CFO." Certainly as the practice grows, if you had 50, 60 employees or more, I think that's kind of like the traditional, that's the point where you need to have a CFO.Joseph:Once you're probably at probably 25 or 30 employees or more, you probably need to have some kind of a controller in place. Another question is like, well, at what point do you have an HR manager in place? Well probably when you get to about 75 employees. So I say that to say like the businesses that you and I work with, almost all of them are single office, two office, way, way smaller than that.Joseph:I think that they'll be able to wrap their arms around a lot of it, maybe with a little bit of coaching and some help on the side from some consultants and some practice analytics, different pieces that they can figure out there and certainly podcasts like ours, where they get a chance to go out and learn, like, what are the things we need to be looking at and measuring?Joseph:Okay, well, this is what we need to be looking at. Let's go measure it now inside of our software. We knew that we probably could, but now we know this is what we need to go look at. So I don't know. What are your thoughts on that, Jonathan? That's a really good question. It's probably one that several of our clients hem-haw around about.Jonathan:So to me, I don't see much of a reason for a CFO on a practice. From a traditional CFO role, I don't see any reason for a dental practice that's doing less than, probably at a minimum, 2 million a year in revenue. I don't see much of her need for a CFO. The money that you're going to pay for a CFO ... If we're talking dollars and cents here, if you're going to have a CFO, that's actually going to do the work that the CFO needs to do, you're talking like at a minimum, outsourced a day a week, maybe four grand a month, five grand a month is what you'll end up paying that person, if you're lucky.Jonathan:So 40, 60 grand a year for, not financial analysis, hopefully it's more than financial analysis, but basically looking for little problems and little tweaks that are going to have ... Let's say it adds a 10% increase to your revenue. That's great. That pays for that, but you got real lucky if that person finds a 10% change. More than likely what they're going to do is they're going to be overseeing stuff and helping set plans and game plans up and things like that.Jonathan:I just don't see that creating that much of an impact on that business. Conversely, you get a really good practice management consultant in there that can help you do a better job with your treatment planning or do a better job of turning nos into yeses when it comes to getting patients to accept care. Then that money spent is going to have a much higher impact on your practice from a dollars and cents perspective. So almost like my best financial advice is to not get financial advice from a CFO until you get to a level where the tweaks can be worth that dollar output effectively.Jonathan:To me, it depends on the practices and things involved. To me, it's probably at the three to $4 million range and about what you said. Somewhere 25, 30 employees. So for example, you hear about these practices and we have a few practices that are similar to this. That could be if expand and scale, but they'll do $2 million, $3 million in revenue and they'll have 20 or 15 employees.Jonathan:So they'll hit the revenue number, but not have as many employees. Those practices, they're probably already doing most of these things already because they got probably really high production per patient. They got really high operatory usage. They got really high efficiency from their employees, probably have really strong protocols in terms of their collections and payments and things like that. So those things are probably already in for those types of offices, but we're talking about is whenever there gets to be a lot of people involved, a lot of revenue and a lot of patients.Jonathan:That's, to me, when optimization starts creating an unexpected value that's high enough to be able to pay someone else to come in and help analyze and optimize and strategize around those numbers. So that's kind of my thing. So real rough numbers, but at the bare minimum, 2 million a year in revenue, probably closer to 3 million before you start having that conversation. Then also somewhere around that 30 employee and up mark is where you start having someone that can start doing this for you, or start paying someone to be able to do that for you.Jonathan:Real rough numbers, but every situation is a little bit different case by case basis, but that's in general what I would be saying. So we talked about some of the problems today that the dentists are facing is one, an understanding of revenue. Understanding what revenue is, how to analyze it, how to record it, how to you ... See what it is that you're doing.Jonathan:What does revenue equal, and what does that mean in dollars and cents perspective? Then what does cashflow mean? Then coming up with a game around those things. So one of the things that we're doing on this podcast is we're highlighting problems and then we're going to try and create episodes around how to address those problems. So expect in a future episode for us to talk about these problems and give you different ways, as a listener, to be able to come up with solutions and to be educated in these problems so that you can do some of these things on your own.Jonathan:So that is our episode on the CFO role in dental practices. We may do a follow-up episode in the future, but that is the episode for that. So any closing thoughts on the CFO's role in dental practices, Joseph?Joseph:I think the dental industry is just a great industry in general. It's something that I'm excited to be out helping dentists. Super, super smart men and women. Very, very, very hardworking. Very entrepreneurial. So a lot of this stuff, at the smallest of the small scales, at the small offices, they'll be able to figure it out. They'll be able to make those decisions internally and as you grow, that's going to be the point where you've got to figure out at what point does it make sense to invest in additional health.Jonathan:As a final thought, what are some of the other problems that a CFO can help with? We talked about understanding revenue, we talked about coming up with a game plan and I guess another thing would be to track the success or failures of that game plan. Is that accurate?Joseph:Yeah. I think one other things that I think a great CFO will help you out in the dental space with is figuring out what does your insurance reimbursement look like. I know there was a point in time where pick a company shows up and says, "Hey, we want you to be a network with us," let's say at Cigna, "And we're going to offer you X," and that's significantly below what your usual and customary is. So the question becomes, can we afford to take this contract?Joseph:It could be United or Concordia, or it could be any number of places. What's that look like? What's the financial impact of that look like? I talked to a client one time that was in the Midwest that was close to an insurance headquarters and they wanted to drop their reimbursements by, I think it was 30%.Joseph:I said, "Hey, by the way, we're making cuts. You guys are on the hook for 30%." So then the question becomes, and this is a great CFO question. So what percentage of your patient base does this insurance carrier represent and how much dollars in revenue does that mean per year and if we take a 30% hit in that specific insurance carrier, how does that project out? What this practice was able to figure out was that it would have been a couple of staff members.Joseph:I think that the impact of this was like two staff members. So they wrote the insurance company back and said, "We're not going to be in network with you anymore if you continue to say this, because every one of our staff members are important to us and you're taking away two jobs from our practice, and we choose not to do that."Joseph:That's a great CFO project to look at. Certainly, there's smaller contracts that you can afford to take bigger losses on and that kind of thing if you wanted to, but I think that understanding insurance reimbursements and your contracts and all those things. Of course, there's always plenty of people that you can outsource, you can do this with, but that's a big CFO role.Joseph:What's the impact of this specific contract going to be and how's that going to go? One of the markets that I was in had a big, huge FedEx plant and the FedEx switched insurance carriers and the insurance carriers dropped everybody that was in network. So it was like, oh my gosh, are we going to survive? Because so much of this town's employees ... And it was like, well, let's run the numbers. Let's see.Joseph:Well, it turned out that out of, let's say, 100% of the total revenue, only 5% of it was this specific insurance carrier. So I think we're going to be okay. It's not going to be great. It's not going to be helpful, but I think those are great things for CFOs to get a chance to look at for you.Jonathan:Cool, awesome. So we will follow up with those in future episodes. Stay tuned to the Tooth & Coin podcast to hear more about the different problems inside of the dental industry, from a financial management perspective that we will be addressing here on the Tooth & Coin podcast. So we thank you very much and we'll see you next time.Jonathan:That's it for today, guys. I hope you enjoyed this episode of the Tooth & Coin podcast. If you are going to be a practice owner or a new practice owner, and you're interested in CPA service, head on ever to toothandcoin.com where you can check out more about our CPA services. We help out around 250 offices around the country and we'd love to be able to have the discussion about how we could help your new practice.Jonathan:We do specialize in new practice owners. So people that are about to be an owner of a practice they're acquiring, about to be an owner of a practice they are starting up or has become an owner in the past five years. That is our specialty. We'd love to be able to talk to you about how we could help you in your services with your tax and accounting services.Jonathan:If you enjoyed today's episode, again, go to the Facebook group. Talk to us about what we've talked about. Join in on the discussion and let's create an environment where we can talk about some of these things so that we can all help each other get through these things together so that this adventure of business ownership is more fun, more productive, and better in the longterm.Jonathan:Lastly, if you want access to those resources that we are currently building, just text the word toothandcoin to 33444. That's toothandcoin, no spaces. T-O-O-T-H-A-N-D-C-O-I-N to 33444. Reply with your email address, we'll send instructions in the Facebook group. We'll send you the resources when they're available and we will see you next week.

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How to Produce 30% More Without Adding Any Hours or Raising Your Fees with Curtis Marshall

productive go live sewell work environment joshua scott dental intel

Play Episode Listen Later Jun 7, 2021 47:50

(Audio) How to Produce 30% More Without Adding Any Hours or Raising Your Fees Episode #308 with Curtis Marshall Work smarter, not harder! Increasing your hours isn't the surest way to produce more. And today, Kirk Behrendt brings in Curtis Marshall from Dental Intel to teach you how to produce 30% more in your practice. His secret is the morning huddle, and you can have more production without getting more chairs, working more hours, or raising your fees! For more on how Dental Intel can help you and your team, listen to Episode 308 of The Best Practices Show! Main Takeaways: Working more hours isn't a sure way to increase production. Data helps you know where you are so you can move forward in the right direction. Morning huddles are the secret to higher production. Don't undervalue the huddle, and make sure your team is on board. Have good, accurate information. Have actionable items and know what to focus on. Huddles should be quick — 15 minutes is almost too long. Make sure your patients have a future appointment. Make sure your patients accept treatment. Quotes: “[You can] produce more without doing what most people tell us, which is, ‘Get more new patients, open more hours, put more chairs in.' That's typically the answer for producing more, is, ‘Well, you need to work harder,' and that's not necessarily the truth.” (05:05—05:23) “Why is data important in your life? The same answer is what we're saying for dental practices. The reason why data itself is more important now more than ever is because it's giving us the true, actual status quo, ‘This is what's happening' whether you like it or not.” (07:04—07:25) “If you don't know where you are today, then you cannot move forward in a timely fashion. That's why data is so important for every dental office in 2021 and in the future.” (07:58—08:11) “The more information we get, the easier it is to be more productive. For example, when I was in high school, for weight training, the main thing that they did was said, ‘Go do bench and go do squats. You need to get really good at your bench and get really good at your squats.' That's how they trained you on how to become better, faster, stronger. Well, now, what they're focusing on is plyometrics. They're focusing on core. They're focusing on the true things, because now they've tested and truly found out that it's not necessarily — even though you want the big guns for the girls — this right here isn't where it's at. It's more in the core.” (12:45—13:31) “The important information to know [about morning huddles] is, first, make sure everybody's on board. The team members have got to be on board. Second is having good, accurate information. Lastly, actionable items, what to really focus on.” (15:52—16:07) “If I'm having a huddle, the main goal is to do, what? That's probably the biggest thing to realize when looking at the data, or the information, the reports, whatever it is, the discussion. What's the outcome that we're wanting? Is it just to check off morning huddle? If it's just to check off morning huddle, you will fail every time.” (21:04—21:27) “The morning huddle is not to say, ‘Hey, we need to do better as a company.' That is a meeting. That's your weekly, monthly meeting with your office managers. That is not what morning huddle is for. It's to say, ‘How can I better care for my patients?' And there's really only one of two ways that we can take better care of our patients when talking about the morning huddle. Number one, making sure that they have a future appointment. Simple, right? Number two, making sure that they accept the treatment that we're presenting them.” (22:48—23:31) “New patients are not rescheduling, and we're not discussing it. It's okay that K.C. left without an appointment. My question is why, so that today we don't repeat what we did yesterday. And then, the follow-up is, ‘All right. Sam, the action item is for you to reach out to K.C. and make sure she gets a future...

simple data raising increasing fees produce huddles dental intel best practices show

Josey Sewell - Creating a Productive Work Environment (GO LIVE #30)

GO LIVE w/ Joshua Scott

Play Episode Listen Later Mar 30, 2021 60:57

I'm sitting down with Josey Sewell, the very first guest on the show as well as the first repeat guest. Josey is a wife, mother, and incredible entrepreneur, making waves in her industry and beyond. She started off 2020 working with Dental Intel and made a huge pivot after the start of the pandemic. Today we got to catch up and chat about what those changes were and how they've been a blessing in disguise walking into 2021. Read the Highlights: www.joshuascott.com/videos/creating-a-productive-work-environment GO LIVE is an interview show hosted by Joshua Scott. Episodes are hosted live every week on Facebook and include some of the dental profession's top influencers and thought leaders. Learn more about Joshua Scott at www.joshuascott.com. Subscribe to the Podcast Apple | Google | Stitcher | Spotify

Ep: 82: The Untapped Goldmine Behind Your Dental Data With Curtis Marshall

Double Your Dental Production Tomorrow | The Team Training Institute | Professional Dental Consultants

Play Episode Listen Later Mar 9, 2021 30:17

In today’s podcast, Curtis Marshall joins us from Dental Intel, a software that helps dental practices easily track and understand data in their practice. During this episode, they look at the meaning behind the data of a current practice and identify opportunities that will create the greatest impact with the least amount of effort. They look at the data in a current dental practice and dive into the story those numbers are really telling, and how the practice can make easy changes to increase case acceptance, double their production and improve patient care. You’ll Learn The first and second things you want to ask yourself when looking at your data What number you should be looking at first thing in the morning and how that can explode your production. Knowing data just identify opportunities, but taking action on that data is even more important. The importance of knowing your reality versus making decisions based on your perception of your reality Why increase production should never be your only focus How improved patient care will always lead to higher production Guest Bio Curtis Marshall is a founding member of Dental Intel, a software that helps practices analyze everything, automate your day, find hidden revenue, fill your schedule & so much more. Resources 1. All listeners of the Double Your Production Podcast are welcome to schedule a customized Practice Analysis Amplifier where we will review your current production and create your personalized roadmap for doubling your production. Click here to set up your call 2. All listeners of the Double Your Production Podcast, can test-drive our Double Your Production Membership where you have access to the trainings, videos, and live Q&A's with both Dr. John and Wendy. Check it all our for just $1. Click here to see everything that is included. 3. Follow us on Facebook for our live updates: https://www.facebook.com/TeamTrainingInstitute/ 4. Recession Recovery Checklist found: here. 5. Grap our bestselling book "How To Double Or Triple Your Dental Practice Production" where we'll show you the 5 step system doctors are using without additional cost in advertising or staff. Grap you copy here.

data dental goldmine untapped grap dental intel

#271: 4 Profitability Tips from a Dental Intel Executive

The Dentist Money™ Show | Financial Planning & Wealth Management

Play Episode Listen Later Feb 17, 2021 35:01

On this episode of the Dentist Money™ Show, Ryan welcomes special guest Curtis Marshall of Dental Intelligence. As master of all things data, Dental Intel is well-known for helping practices follow a daily roadmap to reach greater long-term success. Almost every practice can find a way to tweak its performance and create greater profits. The trick is to know where to look. Ryan and Curtis examine four areas within every practice where additional profits can be found.

executives profitability dental intel

PUW 79 We've Switched Analytics Softwares

Shared Practices | Your Dental Roadmap to Practice Ownership | Custom Made for the New Dentist

Play Episode Listen Later Jan 29, 2021 56:27

After one analytics software took Shared Practices to where it currently is, there is only one that will take Shared Practices to where we all want to be. George and Matt discuss directly Rob Bay, president of: Dental Intel!

software analytics switched dental intel rob bay

Making Financially Sound Decisions in your Practice with Curtis Marshall

The Propreneur Podcast with Dino Watt

Play Episode Listen Later Nov 5, 2020 38:15

Are you making financially sound decisions in your practice? Do you even have the right and timely data to make those decisions? Today, Dino interviews Curtis Marshall, co-founder of Dental Intelligence. Curtis Marshall has over 20 years' experience in marketing and communication and over 15 years' experience in practice management, dental coaching, and operations. Curtis brings his passion and skills to help dental professionals nationwide take their companies to the next level. In this episode, they discuss the importance of making sound decisions in order to grow your dental or orthodontic practice. They also tackle the hindrances to making those decisions and how Dental Intel can help you in making sure that making sound decisions is just at the tip of your fingertips. REFERENCE: How to Win Friends and Influence People by Dale Carnegie For more info and any queries you can send him an email at curtis@dentalintel.com DINO'S BIO: Dino Watt is a dynamic, highly sought after keynote speaker, private practice business advisor, best selling author, and certified body language and communication expert. As a business relationship expert, Dino understands that people are the heart of any business. His interactive training style will bring your audience to roaring laughter and move them to tears. Whether he is training on C.O.R.E Culture, Sales and Sales Support, or Making love and business work, your audience will rave about Dino and the energy he brings to every event. Dino has spoken for MKS, American Association of Orthodontists, PCSO, Pitts Progressive Study Group, The Shulman Study Club, Keller Williams, Sotheby's, DentalTown, Ortho2, OrthoVoice, and many others. Out of all the accolades Dino has received, the one he is proudest of is title of PHD, Passionate Husband and Dad. Dino has been married to his wife Shannon for 24 years and together they have raised 3 amazing adults.

Creating a Cash Flow Strategy for Your Dental Practice, with Jordon Comstock

The Progressive Dentist

Play Episode Listen Later Aug 19, 2020 21:54

Jordon Comstock is the founder and CEO of BoomCloud. BoomCloud exists to help dental practices create, organize, track, and automate an in-house membership program as a strategy to reduce dependence on dental insurance. Jordon started his career in the dental industry managing a dental lab over 10 years ago and soon realized the need for our industry to create membership programs. He studied UX/UI design, web development, and marketing at the Art Institute of Salt Lake City. What You Will Learn: Four significant ways dental memberships are working for practices during the pandemic How in-house memberships can generate substantial amounts of recurring revenue Why memberships are an ideal solution for patients who are losing dental benefits How memberships can improve patient retention in your practice Why members typically spend 2-3x more than nonmembers Why practices need a cash flow strategy now more than ever Dental Intel's prediction for the scheduling hole in Fall 2020, and what practices can do to prepare The typical implementation process of a membership program How to contact Jordon Comstock: Website: //www.boomcloudapps.com/ Website: //boomcloudapps.com/book/ Website: www.boomcloudapps.com/university LinkedIn: //www.linkedin.com/in/jordoncomstock/ //www.linkedin.com/company/boomcloud/ Facebook: //www.facebook.com/boomcloudapps/ Twitter: @jordoncomstock Check out the Talking With The Toothcop podcast on ApplePodcasts, Stitcher, iHeartRADIO, Spotify, and the Dental Compliance Specialists website.

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EP 72: Weather the Storm with Curtis Marshall

Double Your Dental Production Tomorrow | The Team Training Institute | Professional Dental Consultants

Play Episode Listen Later Aug 10, 2020 27:03

This episode Wendy discusses the current crisis from both a practice and data standpoint with Curtis Marshall from Dental Intel. They lay out strategies on how to move forward now and not only weather the storm that is coming but how to take advantage of this time and come out with some of your best production months yet. All while creating a higher patient care and attracting even more patients! Incredible information on this episode, you will not want to miss it! Find the link to the video version here: www.theteamtraininginstitute.com/podcast

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Important Dental Data: Prepare Now for a Strong 4th Quarter

Dentistry: The Business Bite with Grace Rizza

Play Episode Listen Later Aug 3, 2020 35:47

Many dentists are experiencing a surge of patients in June and July, and may not be preparing to fill a barren hygiene schedule in the months quickly approaching. On this episode of Dentistry’s Growing with Grace, Grace Rizza sits down with Weston Lunsford, CEO of Dental Intel, to discuss the actual, real time data and its implications for your practice.

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Episode 34 - May the Schwartz be With You

The Raving Patients Podcast

Play Episode Listen Later Jul 17, 2020 60:52

On this Facebook Live series converted into a podcast, Len sits down with Kelly Schwartz to discuss how to improve your systems and how you can use technology to do so. Things you will learn from this episode: - The need for systems - Dental Intel and Local Med usage - Overall practice management Kelly Schwartz of Schwartz Consulting Group, Inc., is today's standard for in-office practice management. A graduate of Ferris State University, Mr. Schwartz earned his degree in business. Working with a “Fortune 500 Company” for almost a decade, Mr. Schwartz quickly developed skills and ideas to customize a training program that is now utilized by many dental professionals across the country. Having worked with over seven hundred (700) dental offices nationwide over the past Twenty Seven (27) years, Mr. Schwartz offers a diverse, comprehensive and customized coaching program that is guaranteed to get results. Mr. Schwartz's vast knowledge, and hands on experience makes him uniquely qualified to share his knowledge with the dental profession.

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180 - Why I'm Excited About Dental Intel's New Morning Huddle

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Play Episode Listen Later Jun 18, 2020 22:46

Are you making the most of your morning huddles? Dental Intelligence is the smartest software ever built for dentists. Their innovative technology helps dentists keep on top of tracking, analyzing, and growing their dental practices. Dental Intel has recently launched a new Morning Huddle software that helps practice's make the most of their morning huddles. The morning huddle is arguably the most important time of your day because it gives the entire team the opportunity to come together, review targets, celebrate victories, track progress, and so much more. I was so excited when I found out about Dental Intel's Morning Huddle that I couldn't wait to invite my good friend, Jarom Dastrup, onto the podcast to talk about this amazing new software feature in more detail. In this episode, we discuss: What a traditional ‘morning huddle' usually looks like Why your practice needs to start every day with a morning huddle How morning huddles can help you reverse engineer success How Dental Intel's new Morning Huddle software works The importance of having a morning huddle New features included with Dental Intel's Morning Huddle software update How Morning Huddle can help your practice drive more revenue Want to find out more about Morning Huddle and how to make your next morning huddle a complete success? Download Dental Intel's e-book – a 30-page document that explains everything you need to know about morning huddles, including why they're so important and how to structure a morning huddle for maximum impact.

Episode 19 - What To Do Now For Success After COVID-19

The Raving Patients Podcast

Play Episode Listen Later May 22, 2020 47:06

This is another Facebook Live converted to a podcast episode. Len and Josey sit down and talk about various topics How to overcome being closed after COVID. Things to make your return a strong return and leading a team through a crisis. Dental Intel and Local Med technology and how they can help Josey Sewell is the Vice President of Education for Dental Intelligence and Local Med. She is a hygienist and the previous COO of a dental group. She is passionate about the growth and development of others.

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Grow Your Practice with Dental Intel, with Curtis Marshall

The Progressive Dentist

Play Episode Listen Later Mar 18, 2020 15:49

AKA The Naked Dentist, Curtis educates dentists on the importance of Business Intelligence on a daily dashboard and how it is a crystal ball for the practice. He loves to smile and is often found laughing with friends. What You Will Learn: Curtis's journey into the financial side of dentistry What inspired the creation of Dental Intelligence How the Dental Intelligence software works The importance of using real-time data to make financial decisions for today, not for yesterday The secondary functions that Dental Intelligence offers How Dental Intelligence will help you keep more of what you make How to contact Curtis Marshall Website: //blog.dentalintel.com/ Facebook: Dental Intel LinkedIn: //www.linkedin.com/in/curtmars/ Email: info@dentalintel.com Twitter: @Dental_Intel

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Finding Profit Holes in Your Practice with Curtis Marshall of Dental Intel

Art of Dental Finance

Play Episode Listen Later Jan 2, 2020 61:44

In this episode of The Art of Dental Finance podcast, Art speaks with Curtis Marshall from Dental Intelligence. Dental Intel is used by over 5,000 practices nationwide and is a sophisticated dashboard program that extracts information from Dentrix, Eaglesoft and Open Dental. From the dashboard, dentists (and their advisors) can find areas in their practice that, if addressed, can improve revenues and profits. Art and Curtis discuss why it is important for dentists to increase the number of visits from patients and production per visit, what pre-appointment and re-appointment percentages mean, how this program can help them see what percentage of exams a dentist performs results in a diagnosis, and much more. This podcast will hopefully motivate our listeners to work ON their practices, and not just IN their practices, using powerful tools like Dental Intel.

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EP55: 9 Out of 10 Offices are Tracking This Wrong, Are You? With Curtis Marshall

Double Your Dental Production Tomorrow | The Team Training Institute | Professional Dental Consultants

Play Episode Listen Later Nov 25, 2019 23:25

What gets measured, gets improved. Wendy & Curtis Marshall discuss common errors when analyzing your office numbers. Dental Intel is “the world’s #1 software for tracking, analyzing, managing & growing your practice” according to their website and have helped our clients world wide with real time data that will continue to aid providers, leaders and team members create a culture of patient care that remains consistent. ADDITIONALLY, our listeners receive a FREE practice analysis just for listening in! Don’t miss this opportunity, or this episode! Like what you hear? Find us at: www.theteamtraininginstitute.com/podcast

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Dr. Rob Ritter is Social (DHP263)

The Dental Hacks Podcast

Play Episode Listen Later Oct 25, 2019 75:49

Jason and Alan are once again joined by Dr. Rob Ritter! Rob had just stepped off the main stage at the Spear Summit and sat down to talk about integrity marketing and really good suits. Some highlights include: How can dentists harness social media in an authentic way? How should your team be involved with social media marketing? Authenticity is about showing what kind of human you are, not what kind of veneers you do How has social media changed dentistry? Why should you log where your phone calls/new patients are coming from Why does he love Dental Intel and other dashboards? How important are websites in 2019? Your Google My Business page and how to use it Why you shouldn't wait on new technology Is CBCT standard of care for endo? Some links from the show: The Voices of Dentistry is approaching! We have an amazing speaker line up and the best party in all of dentistry! Go check it out and register at www.voicesofdentistry.com! VoD 2019 Highlight video The Dental Hacks Nation closed Facebook group has 28,000 members! Head over there to interact with other Dental Hacks listeners, guests and Brain Trust members every day, all day! Remember…if you don’t have anything “dental” on your FB page, we might decline your membership request. So IM the group or email us at info@dentalhacks.com! Not all "paperless" is the same. A lot of people think a PDF is paperless. Did your patient print out that pdf? Did someone scan it into your system? If someone is printing, scanning, even retyping or copying and pasting then it’s not truly paperless. YAPI was the first and the best at paperless. Why don’t you go check the menu at dentalhacks.com/YAPI. It’s a funny name but serious software! To effectively do chairside CAD/CAM, you've got to be organized. You want to have the right inventory of blocks, but you don't want to overstock. Most importantly, you need to be able to find exactly what you're looking for when you're looking for it! Zirc understands the needs of the chairside CAD/CAM community! If you're doing CEREC or other chairside milling, you should control block chaos with their CAD/CAM Block Locker! They're offering a 20% discount for the Dental Hacks Nation using coupon code CADCAM20 at dentalhacks.com/blocklocker. It's the best way to organize your CAD/CAM blocks! Cosmecore is a dual cured core material from Cosmedent. We use it all the time. It cuts just like a tooth with no gouging! and now it's 20% off until the end of October using the coupon code "CORE" at check out at dentalhacks.com/cosmecore. Go get yourself some! Go Hack Yourself Alan: Berman Instruments wingless, black coated rubber dam clamps If you have any questions or comments for us please drop us an email at info@dentalhacks.com or find us (and like us!) at www.facebook.com/dentalhacks. Or, if you prefer…give us a call at (866) 223-5257 and leave us a message. You might be played in the show! If you like us, why not leave us a review on iTunes? It helps us get found by like minded people and might even help us get into “What’s Hot” in the iTunes store! Go to this link and let the world know about the Dental Hacks! Finally, if you aren’t an Apple person, consider reviewing us on Stitcher at: stitcher.com/podcast/the-dentalhacks-podcast! If you would like to support the podcast you can check out our Patreon page! Although the show will always remain free to download, our Patreon supporters get access to special bonus content including (at least) one extra podcast episode every months! Also be sure to check out the Dental Hacks swag store where you can find t-shirts, stickers coffee mugs and all sorts of other things that let the world know you’re a part of the Hacks Nation.

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Episode #215 - How You Can Get More Patients Without Spending Any Extra Dollars Using the Data That You Already Have! with Curtis Marshall from Dental Intel

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Play Episode Listen Later Oct 23, 2019 31:35

Today's Episode: New and established dentists spend a lot of resources on marketing. Even those that say they don't pay for marketing put time and resources into making sure that they have happy patients who will give referrals. What if there was a way that you could generate more patient acceptance and earnings without paying for business? Well there is, and it's all about data. If you don't have data or don't have accurate data, your decisions are based on guesses. Curtis Marshall is the Director of Partnerships for Dental Intel a platform that helps dental practices track, analyze, and grow their practices. They provide actionable data to offices, so that they can find and correct where business is falling through the cracks. On this episode, we talk about how important accurate data and tracking is. Curtis also shares a technique that can increase your profits without paying more for marketing or advertising. For full show notes, links and resources, please visit: https://actdental.com/podcast/ (https://actdental.com/podcast/)

144 - How to Treat More Rockstar Patients with Weston Lunsford

ceo patients treat rockstars efficient lunsford dental intel

Play Episode Listen Later Jun 27, 2019 47:24

I'm so excited to introduce you to my special guest on this episode of the podcast, Weston Lunsford. Together, we discuss how you can find your ideal patient and the things you can do to attract more ‘rockstar' patients to your practice. As CEO of Dental Intelligence, Weston oversees the strategic direction of the company and its products. While he is responsible for the revenue growth and future expansion plans, he dedicates a large part of his time to be intimately involved with their clients, the dentists, to fully understand their needs, wants and experience with their solutions. Weston spent the previous 10 years as the founder and principal partner in Lunsford Peck, a Certified Public Accounting firm providing services for medical and dental professionals with nearly 2,000 clients. Weston and his team are passionate about what they do. They trust in each other and in their abilities to create something special, something unique, and something impactful. As Dental Intel always says, “we make incredible happen!” On the podcast we discussed: Weston's professional background and how he got into dentistry with Dental Intel How to increase production in your practice Why it's important to identify the type of dentistry you want to do Efficient ways to target your ideal patients Why and how you should rate your patients How to increase patient retention If you'd like to get a FREE practice analysis from Dental Intel, whereby you'll discover strengths and opportunities for growth in your practice, click here. For more information and to explore other episodes, click here.

Episode 35-AADOM Radio-Making the Most of your Morning Huddle w/Weston Lunsford-CEO of Dental Intelligence

AADOM Radio-THE Podcast For Dental Managers

Play Episode Listen Later Apr 11, 2019 54:52

AADOM Radio & Dental Intelligence Present Weston Lunsford Podcast Summary: Would you believe practices that do a morning huddle outperform practices that don't by 30%? That’s right. The lowly morning huddle can be a “force multiplier,” meaning that participation in a huddle can improve almost every part of your practice. Here are just a few of the many common issues that an effective huddle helps to resolve. -Holes in the schedule -Patients on the schedule with unscheduled treatment -Cancellations & no-shows -Team collaboration In this podcast, we will share the morning huddle blueprint that will help you and your team do more and better dentistry. Learning Objectives: 4 Principles of a successful morning huddle 3 to 1 rule for employee feedback How to motivate your team with data More About Weston: Weston Lunsford, CEO of Dental Intelligence, loves helping people and teams to achieve their potential. This is his passion and focus. As co-founder and CEO, Weston leads a growing team committed to guiding dental practices in their efforts to master the business of dentistry. He especially enjoys meeting with and teaching practice owners, dentists, and other team members effective principles of success. A father of five, Weston loves spending time with his family on Lake Powell, mountain bike riding (including coaching a local high school team) and serving others in his local community. Learn More about Dental Intelligence: www.dentalintel.com A great tool from Dental Intel: https://goo.gl/ui31tu Learn More about AADOM: www.dentalmanagers.com

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137 - Increasing Practice Efficiency and Communication With Mike Buckner

Play Episode Listen Later Mar 7, 2019 42:37

On this exciting episode of the podcast, I welcome my good friend, Mike Buckner, onto the show to talk all about how you can cut through the noise with help from some powerful technology. Mike Buckner has been working in the Dental Technology Field for eight years. He has worked as a Business Development Executive for Solutionreach, as well as a Director of Business Development for Dental Intel. He is currently the Director of Business Development for Weave, and speaks at various meetings about patient retention and building patient loyalty. And, on top of all that, he has twin baby boys that keep him on his toes! On the podcast we discussed… What makes patients reluctant to come back to your practice How to improve patient retention by focusing on relationships The action steps you can take to maximize relationships with your patients Why you should use text messages to bond with patients and increase case acceptance Using the Weave App to help improve efficiency and communication Weave is a powerful and unique platform that improves your customer response, team workflow and revenue generation. Go to https://try.getweave.com/deliveringwow/ to save 50% off activation! If you'd like to get in touch with Mike to learn more about Weave or to ask him any questions, you can email him at mike.buckner@getweave.com Want to find out more and explore other episodes? Head to: deliveringwow.com/137

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Behind the Scenes of Our New Funnel Project

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Play Episode Listen Later Feb 13, 2019 19:06

What's up guys? I hope that all is well. Welcome to another episode of our podcast. I actually wanted to jump on, I am right in the middle of organizing my Google Drive for a new product that we're going to be launching which is our Delivering WOW funnel program. We have had almost 1,000 people to go through our Facebook Bootcamp, and inside of the bootcamp we give a Facebook ad for every service. We give about 20 or 30 images, we also give a Done For You funnel and email copy for dental implants. But what's happened is that, a lot of our members are like, this is really, really good can you provide us more content? So we want to be able to get for example, images every single month for Invisalign as well as maybe, an article that we can share with our patients. As well as fresh Facebook ads, as well as fresh images, right? And so what we've been working on for the last six months is actually, creating all of that content. So for actually 12 different dental services: implants, Invisalign, cosmetic dentistry, cavity risk assessments, pediatric dentistry, sleep apnea, braces, safe amalgam removal, Wisdom teeth, Six-Month smiles, teeth whitening, peri ... I mean, it's just a whole list. We've actually been working on this as a secret project, listening to our members, right? Now, I want to talk a little bit about what we're doing ... What I'm actually working on right now and how this applies inside of your dental practice. And this is a pretty big project that we're working on. Again, every single dental service that was spoken about we need to provide images for regular ads, images for funnel ads. As well as short copy ads and long copy ads and articles and like, its just a whole bunch of stuff. We want to make sure that we're over delivering. But, the question is that, how do you keep things organized? And how do you ensure that you're not getting overwhelmed? Well, a lot of it comes to simple processes, right? And so, a lot of times you guys see me launching different things. So we have our Printables Program, which is so crazy because I actually thought up that idea probably about three or four weeks ago. It has not even been a whole month, and I came up with this idea and then what I did was I just kinda mapped out the process and I spent about a day mapping out the process of how it would work, where we would get the content for, for the articles, which is typically coming from our writer. And then passing that onto our graphic designer, and then passing that onto the person who uploads the printable, to an Amazon file that we can get a downloadable link. To now putting it inside of the emails that we sent out, right? So it's creating a process. Now, because we took the time to create the process, what happens is that in about two weeks we actually were able to launch it, which is crazy because it's a pretty big project, there's a lot of moving parts. But, quite honestly, the reason why we're able to get that up and running, which has been crazy successful. So far we've had almost 1,000 people who have signed up for our weekly free Printables, which is great because we are now allowing people to learn more about Delivering WOW and how we can help them, our podcast, our free Facebook group, and all of our different programs. But the reason why we're getting ... Able to get it launched, which is why I'm talking about that today is that, I actually took the time to map out the entire process. And because of it we got it launched very quickly and the same thing with our funnel program that we're about to launch. Like, it's a lot of moving parts, we probably have about 20 people working on this project. We have three different writers, we have three different graphic designers. We have just a ton of people that are working behind the scenes. The only way is that we're organized, right? And so inside our ... For example, our Google Drive, I took time to say, "What are all the services? What are all of the content that needs to be complete? Whose going to actually complete it, right?" And then sharing links of where everything can be saved. And I say that because even yesterday, I'm helping my sister ... She's a pre-K teacher and she's been working with ipt by Rev.com helping pre-K teachers with like, their curriculum and lesson plans and she's been doing a lot of Facebook Lives and really helping them. But now they've asked her for ... And she's been doing that just as a hobby. But they are now asking her for content. And they want to get access to, for example, monthly lesson plans. And so I said, "Okay, let me help you map out the course." And we did the exact same thing like, I spent about an hour just, organizing because she's like, "I'm overwhelmed I don't know where to start." I'm like, "Just take some time. And just write out like, what 12 things can you help people with?" Okay, so the first step is to create those videos. Now that you've created the videos, what's going to be the next step that you will want to create an additional resource that will help them so that they won't get stuck, right? So that would be a checklist or a PDF, right? From there what is the next step? From there the next step is to say, "Okay. What are we going to create for them?" So if it's going to be lesson plans, if it's going to be an activity sheet. All of the things that you're going to deliver to them outside of say for example, the 12 learning topics that you want to give them as a bonus, right? And then she's like, "Alright I get it." So step one is, what are your 12 videos? Step two is going to be what's ... What additional resources? And then like, for the monthly deliverables again, the lesson plans. What are you giving? Again, how many lesson plans are you going to give? And then based on that, are you going to do a video with them? And again, it can get super overwhelming. But the way that we broke down the process is like, alright let's map out all of the steps. Now let's just focus on what you have to do for step one. Don't worry about all of the other steps, you've already written them down. Let's just focus on these 12. So the first step is creating your first 12 topics. Once that's done, create the first 12 videos. Once that's done create the templates that go with them. Once that's done, then you move on and we created a really cool spreadsheet inside of Excel where she could actually just, map through seeing how the content is moving as well as like, having an Excel link to the folder where the content is and she was like, "Oh my gosh! This makes so much sense." Now, the reason why I'm talking about this again, on this podcast and relating it to dentistry, is that a lot of times we say that we want to launch a marketing campaign, or we say that this quarter we want to be able to create a process for our account receivables collections. Or we want to create a process for how we answer the telephone, or we want to create a process for how team members can request time off, right? So there's a lot of things that we want to do. Unfortunately, a lot of times it's just talk and talk with good intention. But without an actual plan of how you're going to get there, it can be super overwhelming of how you're going to actually do all of these things. And so, one thing that we started to do within my practice as well as, with our inner circle practices. As well as now, within our Dental Profit Academy, is we're actually teaching the process of 90-day planning through using tools. So using a tool such as, Asana. And Asana is great for task management. And even within our Printables Program, even within our Delivering WOW funnels, it's the same thing. So we use Asana so we can see progress move and then the content is saved within like a tracker. And the content is saved also in folders in Google Drive. So the Asana is kinda like how we move things over. But, we do the same thing for our dental practices and so we say, "Okay, with the 90-day plan, what three things are going to work on this quarter? What are we going to work on for January, February and March inside of marketing?" And then, just like ... Just mapping it out, right? And the same page in Asana ... Or you can do this if you're not using Asana, if you're writing it down. So just take this tip. If you're going to do marketing, what are three campaigns that you're going to do? So, you're going to a clothing drive, you're going to be doing a Valentine's promotion and a March Madness promotion. So you just dump it out, right? And then from there, okay what are we going to do in terms of training? What training does our team need? So they need training on case acceptance, need training on answering the phones. They need training on how to use a specific tool such as, Asana or Dental Intel or whatever it's going to be. So you just write those three things down and then from there you're like, "Okay well, what are we going to do in terms of processes? What processes do we need to build out?" Again, do we need to create an operations manual? Do we need to create a process again, of how we communicate with a patient when they have an overdue balance? Like, a written documented process, not just something that's in someone's head, right? So again, all of that can be super overwhelming. But if you just jot it down, then take time after that ... And that can be super fast. Like that can be accomplished typically in like, 10 minutes. Then you can say, "Okay, now let's break this down further and let's just look at marketing. Who's going to own that on the team?" And so, you just talk to the marketing team and say, "Okay. What are we doing now, now that we're doing for ... Now that we know what we're doing for the first three months. What are we doing for the first month, right?" So the first month, we're going to work on a back-to-school ... Or we're going to work on a clothing drive, right? So, within that again, we're not worried about everything else so it makes it super easy and it's just the marketing team. Not the Doctor, not the office manager who is looking at overseeing everything. But just the person that does marketing. For me, it's a lady who is also at the front desk. And then, the question for her is like, that's the only thing she has to work on. And so, what are you working on ... First you need to know like, who are you going to give the clothes too. And then, how many weeks are you going to collect clothes. And what it's going to be the process? Are you going to give a prize? Is it going to be like, anybody who donates gets an ability to win a $25.00 or $250.00 gift card to the practice. Like, what is that going to be? And then, from there the person would create a Facebook post to promote it on Facebook and Instagram, of how people would be entered to win and where they need to drop off the items, right? So, that can technically be done by a marketing person in an afternoon. Just like, writing down like, who's going to do what? What's going to be done, what ... when? And then now they have their checklist. So they're checklist could be like, alright by tomorrow I'm going to find out who we're going to donate clothes too. You know what? We're going to do it for two weeks and then I'll go ahead and task myself out for Wednesday to go ahead and create a Facebook ad, you know, just the words and go ahead and kinda, map out what we're going to type up. Or if you're inside a Dental Profit Academy, we actually have campaigns that we've created for you. So, we've got campaigns for about 35 different campaigns and we just provide again, two or three examples every single month, so you can get in there and get that content. I actually, created that because my person ... My office was getting stuck. And I was like, "Would it help you if we just created a whole library of images and everything where you could just literally copy and paste it?" And she was like, "Yeah. That'd be really awesome." But anyway, whether you're using our content or not, that's how you would breakdown for example, marketing. If you start looking at, okay well, processes, right? You can say, "This quarter we're going to work on these three processes." Well, who's going to own like, creating a documented process of what happens when a patient has an overdue balance? Who on the team is going to own that? And then you can be like, "Okay. That's going to the financial coordinator." And that might also be the office manager, or it might not be. But it's certainly not going to be the person who is necessarily doing the marketing, right? So that person can say, "Alright. I will go ahead and document a process of what needs to be done." Maybe they're doing a screen share using like, Screen Castify to do a video of their screen, of them recording what happens when ... Or maybe they're taking screenshots and actually just putting it in a typed document, right? So now again, if you have a new team member that joins the practice, it's already documented. You don't have to have any confusion, it's super clear. So you're creating that documented process. And again, because they're only focusing on one documented process per month, right? It's not overwhelming. And because it's just one person, it's not overwhelming, right? They can certainly just focus on that one thing. So, I hope you guys are starting to see how you're able to get a whole lot of things done, just be being organized in the beginning. Like, that's the whole purpose of this particular episode to talk to you about putting in the time first and planning and mapping out what you're going to do. And then from there what you can do is say, "Okay. Who on the team can oversee that part of it?" And then from there, they have their roadmap. They know, for example, if you're the business own or you're the Doctor, if you want to create and map out what you want to have done. Or maybe your team can work with you and you do ... Which is what I recommend, a team meeting to decide what areas need to be worked on, right? And do your 90-day planning together. But again, once you start breaking it down like that, it becomes super easy and super clear. And the team is like, "Yeah. I can take a whole month to just, write down what I do for this every single time." And what happens is that, before you know it you're like. "Oh my gosh! I've gotten so much done." And after a years' time now you're like, "Wow! I have 12 documented process and we've done 12 impactful campaigns in our community, which has brought awareness to our practice and allowed us to serve and give back." We have focused on having our team trained on again, case acceptance or having our team trained on how to use a specific tool or how to answer the telephone, right? And before you know it, at the end of the year, your team is like, rock stars because they've had all of this training. Again, what's the important message of this particular episode? Is to just take time and to map out what needs to be done. And then before you know it, things are happening. They're happening very, very quickly. People are not overwhelmed and again, just going back to the example of me working with my sister yesterday, at first it seemed like super overwhelming for her to create a course for teachers with giving them free lesson plans every month. Free checklists of activities that they can do and materials. And when I broke it down and I was like, "What are ... If you're gonna do that, how many are you going to give?" And she's like, "Well I'll give two lesson plans." I'm like, "Okay. Then, what else are they going to get?" And she's like, "Well they'll get an activity sheet and a coloring sheet." And I'm like. "Alright great. So let's not think about that now. Let's think about the 12 extra little five minute videos. You can give them a tip about this and this and that and the other. And so, let's just focus on that first. Can you tell me the 12 you want to talk about?" Like, she spat it out so fast. I'm like, "Alright, can you create a five minute video on each one of these?" She's like, "Yeah." She's like, "Well what about this?" No, let's just focus on this. She got that in her mind so she's like. "Alright, I can get that done by the end of this week." And I'm like, "Great. From there, those are done. Now you can go ahead and crate a resource that would attach with that. And then you're done. And then now you can focus on your ... The actual lesson plans. And then you can focus on the activity sheet and like, a coloring sheet. And then from there you can move it over onto a platform, you know, such as Quick Funnels to deliver it. And then you can focus on marketing the program." So again, I hope that this was helpful for you. This is how my mind thinks with all of the different things that I do. Whether it's, how do we get more stuff done in our dental practice? How do we get more stuff done with Delivering WOW, when I'm also helping ... Which I find myself now, doing a lot of helping other people who are wanting to ... Want to launch courses and help people. A lot of them are coming to me now. This is the same process that I go through with them. So again, I hope this helps and I look forward to chatting with you guys really soon. Click here to join the Delivering WOW Facebook Group: http://www.deliveringwowhangout.com

Why You Should Never Drop The Ball on These Metrics

wanted metrics libsyn russell brunson drop the ball anissa holmes delivering wow dental intel

Play Episode Listen Later Feb 11, 2019 11:25

Hi, guys. I hope that all is well. I actually wanted to jump on. Something really interesting happened to me when I was looking at the podcast stats, and it was quite interesting. It really related me to what happens inside of our practice where we really drop the ball in terms of looking at what is happening in our business, looking at what drives our performance and our success. So, I wanted to tell you a quick story. So, I actually, as many of you guys know, we're starting this new podcast format, right? Where I am giving you quick tips, telling you what's going on behind the scenes in Delivering WOW. So, I actually went into our podcast audio player. What's up, guys? It is Anissa Holmes. Wanted to jump on really quick. Hey, guys. What's up? Wanted to come on and tell you a quick story about the power of tracking, looking at numbers, and how it affects your performance as well as your behaviors. So, I actually want to start off with a quick story. So as many of you guys know, I decided to take you behind the scenes of Delivering WOW, let you know what we're working on, why we're doing certain things. What's interesting is that when we decided to shift over to doing more podcasts and using this format, I actually went into Libsyn, which is the place where we store, upload all of our podcast files. Interestingly, I actually ... I no longer upload my podcast. I have someone that does that for me on my team, and so I haven't actually looked in there in a really, really long time. Now, I looked in there actually today, and it was really astounding. So number one, it was really, really cool to see that we typically have about 9,000 downloads per episode of our Delivering WOW podcast. But what's really interesting is I looked at our stats for December. Now, in December, we actually had half of the number that we typically had. We had almost 4,000 downloads of our podcast in December. So, you might be asking, "Okay, well, what happened in December?" Well, what happened in December is December happened. I was on vacation with my family. A lot of things were happening with Delivering WOW wrapping up the end of the year. Quite frankly, I probably was just tired and needed a little break after traveling so much in the months of October and November. So, we actually only released maybe one or two podcasts in December. And when you look at the metrics, it really tells a lot. It shows us that, number one, if you're not being consistent, you're not going to get the same results. But what was really interesting as well is it really showed me the power of looking at numbers and metrics really in any area that you want your business to grow. So with Delivering WOW, we're tracking all sorts of things. We're looking at how many email subscribers do we have, how many people are joining our Facebook group, right? Because if we can get in front of more people, we can help them. The same thing in our dental practice. We're tracking how many new patients are we're getting. We're looking at the reappointment rate, how many people are getting a next appointment. It happened for me with the podcast, and I was like, "What if we were looking at this number more often, right? Would we have decided to be more consistent in terms of not only doing our normal four podcasts, but even starting this program a little bit earlier where I'm podcasting a lot more often and taking you behind the scenes?" And you know, what's interesting is that now that we are adding on this new section of podcasts, these short little bites where I'm coaching and giving you strategy to grow your business, it'll be interesting to look at the data and see based on data what happens if you guys like it, if you don't like it. And the numbers actually tell the truth, you know? So, looking inside of our practice, the same thing is so important, and not just in a dental business, but any business. Again, with Delivering WOW, we're tracking lots of little things and it's not necessarily money that we're tracking, but it all ties into the profitability of the company because many times it's those specific things that you focus on that really make the biggest difference. One thing that I've learned from my mentor, Russell Brunson, is, what is the one domino that if you just tip over that one domino, it makes them all fall down? That's the power of metrics. That's the power of using scorecards. So what we decided to do about, well, maybe it was the middle of last year, was to start using a weekly scorecard inside of my practice. Not only did we start using it, but we started using it within our inner circle coaching program. We also, toward the end of the year, released it for Dental Profit Academy so that they could also get access to the template. But what was really neat is we started tracking specific numbers, and those numbers were things like, again, new patient numbers, the dentist production per visit, the hygienist production per visit. We were looking at, again, the reappointment rate, how many patients who have not been seen within the last 18 months are now being scheduled, right? Are now being rescheduled. We started looking at the number of visits. How many visits were we actually getting done per week? We were looking at our accounts receivable over 30 days. What's really interesting is that we decided to, again, use that scorecard. We had a team member and their job, not only in my practice but in all of the practices that we work with, was to go in. We actually use Dental Intel for just about all of our inner circle practices. The office manager or the scheduling coordinator, someone on the team goes in and pulls that number or those numbers. And then what they do is they quickly, from a weekly report, just enter them on the scorecard. Now, a lot of times people will say like, "Why are you having your team do that? Can't that be automated?" And interestingly, I spoke to Weston, who's the founder of Dental Intel, and he was like, "You know, if you want, I can actually get this custom created for you and all of the people that are in your program so that it's automated." I was like, "No, Weston. I really want to have a team member to go in and look at the numbers. That's going to drive them back to Dental Intel every single week to really dig in and see what's happening, make sure that they're using the software to be able to dive deep, get the numbers, and names of the people that need to be called, and just take action, you know?" And it's also, again, a form of accountability versus just having a number that they are actually physically having to move. It means that you're going to look at it, you know what I mean? But anyway, sometimes I go down a rabbit hole. So anyway, the purpose of the scorecard really is to look at the numbers. What was really interesting is that many times goals were set. So, say for example, a production per visit goal. I know I said it in my practice that we would double it, and I mean maybe I was a little bit aggressive, but I just wanted to see if we were tracking it, if we could actually do it. The interesting thing is that we actually met that goal, which is crazy, before the end of the quarter. But, I started looking at, again, not just my scorecard, but the scorecards of all of our inner circle members, and the same exact thing was happening. The hygienist production per visit was increasing. The new patient numbers were increasing. And the reason why is that instead of focusing on lag measures or looking at things that happen after, you actually were using data and real information, real, real, real useful information to make decisions. So again, if the hygiene production per visit was consistently low and in the past nothing was done, now they were able to go in and say, "Okay, the production per visit is not where we want it to be or it's not as much as it was last week. What's gotten us off track?" And then you can say, "Okay, let's make sure that we're talking to all of our patients about why scaling and root planing is absolutely necessary if they want to make sure that there's further destruction of bone. Or, let's really try to make it convenient for our patients and instead of scheduling one quadrant at a time or even two, we just block time out and we get the patient in and we get the treatment completed in one day. Or you know, let's go ahead and run a report to see all of our patients who have unscheduled scaling and root planing and let's get those people as a priority, even over perhaps people who have unscheduled hygiene, right?" Because again, the production per visit would be more by actually scheduling those patients versus, say, for example, a prophy patient, right? So, it's really interesting what happens when you start to look at numbers and you allow it to influence your decisions or really hold you accountable to things that you need to be held accountable for. And again, going back to the podcast, if I had been looking at the number of the drop of podcast downloads, I probably would have not let a week slip, you know? But, we all learn. It's a lesson here. Hopefully this will encourage you and inspire you to start looking at your numbers again week by week. It's something that can be done very, very quickly. And if something is off inside of your weekly team meeting or in your morning huddle, a quick mention can be made of what one thing or one or two things that need to be focused on for that week and it will significantly improve the profitability of your practice as well as patient care because things will not be dropped. The ball will not be dropped. And again, looking at the numbers, which is all that to me is the truth, right? It reveals the truth. When I looked at the performance of the practices that we're working with that are using scorecards, it was like a massive, drastic jump in performance in the quarter once they started implementing scorecards. If you haven't started tracking your numbers, you definitely want to go ahead and do that. We're here to help you if you need us. But again, I just wanted to make light of this because it's super important, super critical, and it can really change everything for you inside of your practice. All right, guys. So, that is it. I will talk to you guys really soon. And again, I look forward to chatting with you inside of our Facebook group, so make sure you head on over to http://www.deliveringwowhangout.com.

Episode #210: The Three Things You Need to Know to Understand Your Real Production with Curtis Marshall of Dental Intel

production three things you need dental intel

Play Episode Listen Later Feb 1, 2019 25:26

Episode #201: How to Supercharge Performance with One Finger with Curtis Marshall of Dental Intel

performance finger supercharge dental intel

Play Episode Listen Later Nov 8, 2018 24:56

99: Increase your profitability with Dental Intel

The Navigating Dental Insurance Podcast

Play Episode Listen Later Oct 9, 2018 47:35

With thousands of active practice providers, Dental Intelligence is the market leader in providing dentists and their teams with any time, anywhere actionable metrics in a cloud-based dashboard, designed around the objectives of improving patient care, profitability, and overall team performance. http://get.dentalintel.com/sayno/

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Episode #125: The Truth About Active Patients with Curtis Marshall of Dental Intel

patients active dental intel

Play Episode Listen Later Aug 15, 2018 38:56

Influence & Culture Building with Elijah Desmond

Bulletproof Dental Practice

Play Episode Listen Later Mar 8, 2018 65:43

Text ‘bulletproof’ to 345345 to stay in the know about our upcoming book release and the Bulletproof Summit in fall 2018! Bulletproof Dental Practice Podcast Episode 56 Hosts: Dr. Peter Boulden & Dr. Craig Spodak Guest: Elijah Desmond Watch full video of the interview by clicking here! Key Takeaways: There is a commonality in all successful people. It’s hunger for more. If you aren’t making mistakes or haven’t made one in the last year, you are playing it too safe. Elijah Desmond runs a Facebook page called Trapped in an Op for those professionals who want to venture from the traditional clinical setting in dentistry. The main issue dental teams are suffering from is drama. Either you have the wrong people or the wrong culture in the office. If you are lacking alignment how can you work well as a team? Everyone is a consultant these days. Business owners are more self conscious than ever with social media outlets being readily available with information. Stop listening to everyone else. Focus on your goals and what you want out of your career. There is currently a changing of hands. The older generation is passing the baton and a new generation of influencers is rising. What is the reason why you entered in this profession? For most, the number one reason to be in this profession is to make people smile. Focusing on the big picture and changing lives What is your hygienist supposed to do? Focus on complete oral health Don’t brush off hygiene checks this is where treatment is converted! You have already established a connection with these patients. They more likely to agree to recommended treatment with the help of your hygiene team. Dental Intel will track which Doctor/Hygienist work best together in converting over treatment. Mention Bulletproof Dental Practice and sign up for Dental Intel w/no activation fee. Tweetables: “Magic is hard work.” – Dr. Craig Spodak “Motivation and determination without procrastination is the key to success.” – Elijah Desmond “The way you get to the top is by helping other people get there too.” – Dr. Craig Spodak

business influence focus focusing trapped dentists bulletproof dentistry key takeaways there hygienists culture building elijah desmond dental intel

2-28 Advanced Metrics applied to Practice Selection with Rob Bay

Shared Practices | Your Dental Roadmap to Practice Ownership | Custom Made for the New Dentist

Play Episode Listen Later Nov 17, 2017 81:43

Welcome to another episode of the Shared Practices Podcast! We’ve invited Rob Bay form Dental Intel onto the show to help us understand how to use metrics and apply them to a practice acquisition. We touch on the topics of what dental intel is, how to apply dental intel to acquisitions, and how to apply metrics to managing a practice. Rob even offers to help out the listeners of our show. This was one of our most informative episodes so far! Thanks for listening to this week’s episode of the Shared Practices Podcast! To be the first to have access to the Ownership Accelerator and our launch special join the Waiting List! Our Episode Resource Page where you can find all of the resources from our episodes - for free! Join our new Facebook Group! Reach out to George- George@sharedpractices.com Dental Intel- http://www.dentalintel.com/index.html Rob Bay is the co founder and president of Dental Intel. Rob loves numbers,data, and excel. There is nothing that he loves more than helping a customer understand how numbers and data can change their life significantly for the better.

practice reach selection metrics applied george george dental intel shared practices podcast rob bay

EP10: Increase your production by 17% with one click; Interview with Dental Intel

Double Your Dental Production Tomorrow | The Team Training Institute | Professional Dental Consultants

Play Episode Listen Later Oct 16, 2017 23:57

Are you getting better? Are you getting worse? How are you producing in relation to your peers? Are you measuring up with your goals? Find, understand and manage all of this data and more with the information in this episode. A way to benchmark how we are doing in our profession with Dental Intel Data Analysis. Listen in to Dr. John and Rob Bay from Dental Intel discuss how we can increase our bottom line by 17% by utilizing this one tool. For more information on The Team Training Institute or Dental Intel, visit www.theteamtraininginstitute.com/podcast

production one click dental intel rob bay

How To Increase Your Case Acceptance Through Intelligent Dental Intel

Start Your Dental Practice

Play Episode Listen Later Aug 25, 2017 57:28

Hey Ambitious Dentists, I have a really exciting interview for you today, with the one and only Weston Lunsford, CEO of Dental Intel… Dental Intel is one of the most popular tools used by dentists to help track the metrics and numbers that matter, so you can focus on dentistry. In addition to running Dental Intel, Weston is very active in the dental community and is always looking for ways to help dentists make breakthroughs in their practice. As a numbers guy myself, I couldn’t be more excited about our conversation today. In today’s interview, you will learn... And much more. If you’re looking to make better use of your metrics, and increase case acceptance for your practice, you won’t want to miss our conversation. Here are a few things you'll discover in today's episode How Weston has seen some of his clients see case acceptance by 5,10 or even 15% in a little as just a few weeks. Why knowing your numbers is only the first step… and how to turn your metrics into actionable insights How Weston got into the dental industry and what he’s learned running Dental Intel Weston’s view on failure… and how it’s helped him find success. The golf club analogy and how it applies to your practice. Now here’s the interview, with Weston Lunsford.

ceo intelligent case acceptance dental intel

009 Sully and PeyRay travel to the Hinman Dental Meeting, Part 1

The Millennial Dentist

Play Episode Listen Later Apr 11, 2017 44:06

After doing lots of recording from the ole homestead here in Nashville Peyman and I decided to head south to ATL for the Hinman Dental Meeting. We actually did a neat video for Hinman on why Peyman and I are passionate about going to these large dental meetings! We love digital learning like the rest of you, but it doesn't replace these meetings! Check it out first so you see what these episodes are all about. So yeah, at Hinman we went around to different vendors that we thought were interesting and got them on the podcast. We wanted those who couldn't attend to hear about some of the new companies out there as well as their take on different aspects of dentistry. First up we have Dentist Chats who were great to talk to. I am currently using a different chat company, but these guys were awesome. I am a big believer only a month or two in that a chat person on your website is a must! They are doing a special deal for our listeners in waiving the first month fee if you mention us!! Secondly, we interviewed Weave. Weave is basically a company that replaces your phones and integrates with your practice management software to maximize your front desk team. I am personally a user and a big fan. We saved a good bit of money by dropping AT&T. The biggest complaint your going to hear about Weave is if internet is down, so is your phones. Having good internet is key and Ill say for us personally that the amount of good things about weave outweighs the minimal outages we have had over the past year. However, everyone should look into some sort of software that helps your team up front! Skye said mention us and get your first month free and no contract! Thirdly, we got a chance to catch up with Rohit, the founder of Practice By Numbers. I am a big believer in the fact that all practices need some software that helps track numbers. If your not tracking it you can't improve it, its that simple! I am currently a Dental Intel user, but both would be worth looking into. Rohit is offering your first month free here as well! Our last interview was with Banyan, a social media/review company. Everybody is starting to see those new signs pop up at dental offices. They are using a company like this to help market on social media. Although I love the idea and their concept I think its a bit overpriced as you will see. Unfortunately, we havent heard from them so you will get a good laugh at the end! Thanks for listening and please share with your friends and give us a review on iTunes!!

travel atl att dental ill sully weave rohit banyan hinman peyman dental intel

670 Dental Intelligence With Rob Bay: Dentistry Uncensored with Howard Farran

The Navigating Dental Insurance Podcast

Play Episode Listen Later Apr 3, 2017 101:34

Rob Bay is the President and Co-Founder of Dental Intel, the leader in business analytics software to help dental practices improve their performance, profits and value. Dental Intel is one of the fastest growing companies in dentistry with 2800 dentists utilizing their software since its launch in April 2015. Rob is a numbers geek and the mind behind the formulas and algorithms of Dental Intel. He loves analyzing practices to see what is happening, why it is happening and how to solve it. http://www.dentalintel.com/

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Episode 16: PPO's and Marketing - Proven Marketing Strategies with Brad Petersen and Rob Bay

Play Episode Listen Later Jan 17, 2017 37:26

Brad Petersen is the CEO of Sharp Edge Marketing Group, an leading marketing firm that helps dentists maximize their strategic and financial goals by proactively monitoring and managing their patient base. Sharp Edge's 12-month marketing plans include best-in-class lead generation and conversion strategies, real-time analytics and ongoing training and education. Petersen has led companies, non-profits, government agencies, and individuals to maximize their potential for more than 20-years. In 2012 Petersen was recruited from the private sector to be appointed by the Governor of Utah, Gary Herbert, to start a new government agency that has since been recreated in five other states, facilitated acquisitions for the Intel Corporation, and founded and sold his own company. You can reach Brad at brad@sharpedgemarketing.com or by visiting www.sharpedgemarketing.com/Veritas. Rob Bay is the Chief Sales Officer for Dental Intel. Rob is responsible for expanding Dental Intelligence's technology solutions into the corporate dentistry sector and international markets. Rob loves numbers and data. There is nothing that he loves more than helping a customer understand how numbers and data can change their life significantly for the better. He has spent his entire career growing successful technology businesses including within Telecom, Managed Services, Outsourcing and Saas. He has a proven track record of success and is able to capitalize on new opportunities, avenues and verticals for continued growth. Rob always has a brain teaser to share and when not working he likely is watching his children dance or play soccer. He also enjoys canyoneering, hiking and backpacking. You can reach Rob at rob@dentalintel.com and check out Denta lntel at www.dentalintel.com. During this episode Brad and Rob talk about where the dental industry is with marketing and where it is heading. For offices looking to join or drop PPO's Brad talks about key marketing strategies that may affect your PPO game plan. Rob addresses key analytics numbers you should know about when analyzing effective marketing strategies.

ceo utah governor saas marketing strategies proven outsourcing petersen telecom veritas managed services chief sales officer intel corporation ppo gary herbert sharp edge dental intel rob bay

2-1 Dialing in Your Systems with Dr. Scott Leune

Shared Practices | Your Dental Roadmap to Practice Ownership | Custom Made for the New Dentist

Play Episode Listen Later Jan 7, 2017 34:46

Welcome to Season 2! In today's episode with Dr. Scott Leune we dive into what it means to implement clinical and business systems in your dental practice. Visit BreakawayPractice.com to sign up for Dr. Leune's course in San Antonio or learn about their other services. Dental Intel was the resource Breakaway uses for automatically monitoring key indicators from practice software. Dr. Leune graduated from UT Health Science Center School of Dentistry in 2005. His dental career began with three startup practices in San Antonio which grew to 80 staff, 10 dentists, and a call center in a very short time. These practices continued to average a combined total of over 700 new patients per month and were all managed by Dr. Leune working a mere 4 days per month. In 2011, Dr. Leune started seven practices in the Dallas-Fort Worth area, opening them within a two-month timespan. Over the last 4 years, through the Breakaway Affiliate Program, Dr. Leune has helped build approximately 80 startup practices nationwide. For the last 8 years, Dr. Leune has lectured to thousands of dental professionals & executives sharing his proven systems, marketing and practice design, leading to consistently sold-out seminars. He has been featured in numerous dental publications and listed as the ‘most-subscribed-to-person’ on Dentaltown (the premiere online dental community). Dr. Leune has also created and grown Breakaway’s Support Services and Affiliate Program to include over 270 practices nationwide, adding several more each day. He has continued to redefine practice management, as the leader & expert in profitable dental practice systems to maximize success.

san antonio dentistry dallas fort worth breakaway dialing support services affiliate programs dentaltown dental intel leune scott leune

Episode 10: Listen to This Before You Drop Insurance Plans! Weston Lunsford of Dental Intel.

The Navigating Dental Insurance Podcast

Play Episode Listen Later Dec 15, 2016 42:39

As CEO of Dental Intelligence, Weston oversees the strategic direction of the company and its products. He manages Dental Intelligence's revenue growth and future expansion plans. He also dedicates a large part of his time to be intimately involved with our clients, the dentists, to fully understand their needs, wants and experience with Dental Intelligence's products and solutions. Weston has spent the previous 10 years as the principal partner in Lunsford Peck Certified Public Accountants providing services for medical and dental professionals with nearly 2,000 clients. Weston's vision and desire to create value has emanated passion throughout the company. During this episode Weston explains data analytics in dental but also talks about important numbers to follow when you drop insurance plans. While our podcast is not intended to promote insurance boycotting we recognize that many doctors are better off being out of network. This episode will provide some feedback about how a certain client of Weston was successfully able to drop insurance plans and achieve the goal of working less for more. To contact Dental Intel visit www.dentalintel.com or call them at 855-776-2673 or email Clay Shubin at Cshubin@dentalintel.com.

ceo drop insurance lunsford dental intel

Next level business: dental intelligence

Bulletproof Dental Practice

Play Episode Listen Later Dec 1, 2016 58:28

Bulletproof Dental Practice Podcast Episode 7 Host: Dr. Peter Boulden Atlanta Dental Spa Guest: Rob Bay President, Dental Intel Key Takeaways: Dental Intel is a cloud based software which can be used as a practice management and financial management system. Dentists are busy with their practice so they have no time to pore over the data presented. So Dental Intelligence learned to take the data and turn it into reports that dentists can easily understand. They provided action items on the things dentists can do in order to improve. Causation data is understanding what is causing the managerial data being measured. The next and deeper level of data is called action items. It tells you what you need to do with the data you have. It tells dentists specific things that needs to be done in a specific time to specific patients. Dental Intel takes the data and processes it into actionable items that can be assigned to other people - not necessarily the dentist himself. Caring about your patients and understanding the numbers should not be mutually exclusive. They can blend together and go hand-in-hand. Dental Intel measures things that allows dentists to provide exceptional care for their patients. Patients, on average are only accepting 25% of what is being presented to them. Usually, this has to do more about the practice and the systems than the patients. Dental Intel can help by measuring this data in order to increase cognizance of the issue. This leads to improving the issue. Understanding data increases awareness of what your practice is doing right and wrong. Do not focus on the negative but rather view them as opportunities within your practice. It is not an emotional decision, it’s a binary decision. It’s just data. Utilizing data and information to make decision can make you a better business owner and help you provide better care to your patients. Ask why the numbers are where they are even if the numbers are good. You want to replicate the good thing that is being done. Dental Intel, or a data analyst, can help a dentist become accountable with the data being measured. Dental Intel provides correction but with recommendation. They make it optimistic. Dental Intel Rule: Find 3 good things (celebrations) before giving a helpful observation (correction). Highlight areas of success and build up on them instead of focusing on the terrible things someone, who was never measured before, is doing. Let the number do the talking instead of pushing down a person. Dental Intel Goal: Help individual dentists become successful in the midst of corporate dentistry boom. Resources: Outliers by Malcolm Gladwell Glip - by Ring Central Intercom Tweetables: “In measuring and tracking things, you can modify things.” Rob Bay “Using data and information to figure out how systems can be improved is a replicable skill.” Rob Bay “There’s nothing more powerful than having everyone in your practice do one little thing everyday to bring in more production.” Rob Bay “If you don’t know your numbers, you don’t know your business. If you don’t know your business, you’re putting everyone at risk.” - Dr. Peter Boulden “When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates. - Thomas Monson.” - Rob Bay “It’s not emotion, it’s just a binary decision about changing x to get to y. It’s just data.” - Dr. Peter Boulden

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Being Empowered by the Numbers with Weston Lunsford, CEO of Dental Intel

Relentless Dentist

Play Episode Listen Later Nov 11, 2016 39:47

"If something ends up on your financial statement, it's too late to do anything about it" - Weston Lunsford As CEO of Dental Intel, Weston oversees the strategic direction of the company and its products. He manages Dental Intelligence’s revenue growth and future expansion plans. He also dedicates a large part of his time to be intimately involved with our clients, the dentists, to fully understand their needs, wants and experience with Dental Intelligence’s products and solutions.

numbers empowered lunsford dental intel

Episode 52: Light Your Practice Up with Dental Intel and PDA

Dentists, Implants and Worms

Play Episode Listen Later Aug 30, 2016 52:35

We had a great time chatting with Weston Lunsford of Dental Intel, which is a web-based practice intelligence platform that will change the way you conduct business, keep records, analyze data and eventually grow your business and increase your revenue. It was pretty fascinating to hear about Weston's journey from being a rancher to CEO of Dental Intel. Reach out to Weston at weston@dentalintel.com and chat with him about your practice for 30min and he will, in his words, light your practice up! He also brought on a special guest of his own— the Co-Founder and CEO of the Productive Dentistry Academy (PDA) in Washington state. Do yourself and your practice a favor... definitely check out Dental Intel http://www.dentalintel.com at and Productive Dentist Academy at http://www.productivedentist.com/ "At Dental Intelligence, we have one simple purpose - To help dentists improve team performance, value and overall culture in the practice. Everything we do emanates emotion, inspires engagement, and enables enrichment around that one purpose. We're all about creating value. We're passionate about what we do... and how we do it. We trust in each other and in our abilities to create something special, something unique, something impactful. We make the difference... for our team, our customers, our partners, and shareholders. We invite all dentists, dental practice owners and dental practice team members including coaches and consultants to try us out. Give us a call and let's see what we can do together. You'll be glad you did and I know that incredible will happen!" — Weston Lunsford, CEO

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#33: Weston Lunsford on Numbers that Drive Practice Value

The Dentist Money™ Show | Financial Planning & Wealth Management

Play Episode Listen Later Jul 27, 2016 26:36

Weston Lunsford, CEO of Dental Intel and self-diagnosed “data geek,” breaks down the numbers behind successful practices and offers a simplified solution for measuring progress. He also explains the meaning of proactive planning, four categories of money making, the impact of broken appointments, and why certain dentists struggle to reach standard benchmarks.

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284 Watch the Numbers with Weston Lunsford and Kirk Behrendt : Dentistry Uncensored with Howard Farran

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Play Episode Listen Later Jan 10, 2016 61:34

In business you make something, sell something, and watch the numbers. Learn how watching the numbers is essential to increasing profitability, and how merging financial and practice-management software is vital for a healthy practice. Weston Lunsford, CEO: As CEO of Dental Intel, Weston oversees the strategic direction of the company and its products. He manages Dental Intel’s revenue growth and future expansion plans. He also dedicates a large part of his time to be intimately involved with our clients, the dentists, to fully understand their needs, wants and experience with Dental Intel’s products and solutions. Weston has spent the previous 10 years as the principal partner in Lunsford Peck Certified Public Accountants providing services for medical and dental professionals with nearly 2,000 clients. Weston’s vision and desire to create value has emanated passion throughout the company. “We are passionate about what we do… We trust in each other and in our abilities to create something special, something unique, and something impactful. We make incredible happen!” www.dentalintel.com Kirk Behrendt, President: Kirk Behrendt is a practice performance coach, international speaker and author. Kirk has invested his entire professional life studying the elite practices in dentistry and the leadership that guides them. As the founder of ACT, his vision is driven by the commitment to provide highly personalized care to the dental profession. By creating a talented team of experts, Kirk and his team continue to positively impact the practice of dentistry on practice at a time. The Pankey Institute and Dr. Peter Dawson's treatment philosophies influenced Kirk early in his career. Since then, his mission has been to provide the most ethical and value driven service known to the dental coaching profession. His personal mission is to use up every ounce of his potential. Kirk lectures all over the world to help individuals take control of their own lives. Kirk has competed internationally in 4 Ironman Triathlons and 9 Half-Iron Triathlons. He currently trains with some of the best triathletes competing in the world today. His feeling is that there is no greater parallel to optimal business performance than optimal athletic performance. He loves cycling, basketball, stand-up comedy, and most all, spending time with his wife, Sarah and children Kinzie, Lily, Zoe & Bo. His email address is kirk@actdental.com. www.actdental.com

50 Apples to Apples - Dental Intel with Adam Smith : Dentistry Uncensored with Howard Farran

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Play Episode Listen Later Feb 19, 2015 61:33

Adam Smith, VP of Analytics at Dental Intel, shares his expertise on practice overhead, accounting in a dental office, uncovering embezzlement and more! DentalIntel.com

21 Your Top 4 Key Performance Indicators, Dental Intel with Curtis Marshall : Dentistry Uncensored with Howard Farran