Podcasts about kpi

No matter your role, experience or industry, we all (mostly) waste hours a week doing the same thing: manually creating slides. 

A 98% intake conversion rate shouldn't exist, but Carol-Lynn Roman has the systems, numbers, and operations to prove it. In this episode, the Roman Austin COO breaks down how the firm rebuilt its entire workflow structure, put attorneys directly into intake, and scaled into the Inc. 5000 while staying deeply connected to the Tampa Bay community. If you want to dominate your market with the right leads, Rankings can help. Head over to Rankings.io and claim your completely free audit. We'll show you exactly where you stand and what it takes to own your market. On this episode, you'll learn: Why every qualified lead at Roman Austin speaks directly to an attorney. How a phase-based workflow increased case value and client attention. The KPI and bonus system keeping Roman Austin's team aligned and accountable. Why community trust matters more than billboards for long-term growth. The intake strategy helping the firm convert 98% of qualified leads. If you like what you hear, hit Subscribe. We do this every week. Buy tickets for PIMCON 2026: https://hubs.li/Q04bf9vT0 Subscribe to our newsletter:  newsletter.rankings.io Get Social! Personal Injury Mastermind (PIM) powered by Rankings.io is on Instagram | YouTube | TikTok

Watch the YouTube version of this episode HEREWhat happens when two successful law firm owners take the exact opposite stance on unlimited PTO and both have the results to back it up?In this episode, Tyson Mutrux sits down with Kevin Cheney and Billie Tarascio separately, so neither hears the other's answers to get the real, unfiltered truth about unlimited paid time off in law firms.Kevin Cheney has run unlimited PTO at his 37-person firm for 8 years. He's never denied a single vacation request. Zero abuse. Eight figures in revenue. He'll tell you exactly how he makes it work with KPIs, trust, and the right hiring strategy.Billie Tarascio tried it. She watched roughly 25% of her team take advantage of the policy, her A-players got fed up, and she eventually scrapped it entirely, replacing it with a progressive PTO system that gives employees up to 6 weeks off and a full sabbatical at 10 years.Same policy. Completely different outcomes. So who's right?In this episode, you'll learn:How Kevin built a culture where 100% of vacation requests get approved  and no one abuses itThe 3 accountability pillars Kevin uses instead of tracking days: KPIs, client satisfaction scores, and anonymous peer reviewsWhy Billie says unlimited PTO attracted the wrong candidates and created a "cushiest job" reputationWhat actually caused Billie's A-players to revolt  and how she handled taking the benefit awayWhether a tiered PTO system (unlimited for lawyers, structured for staff) is actually legalWhat both owners wish they'd known before implementing the policyWhether you're building your first firm or rethinking your benefits structure, this conversation will sharpen how you think about freedom, accountability, and culture.Highlights00:00 – Introduction: The Great Unlimited PTO Debate01:06 – Kevin Cheney: Why He's Been All-In for 8 Years03:39 – How Kevin Defines "Crazy" (Hint: He Doesn't Write It Down)07:18 – Why Employees Don't Always Believe It's Real10:05 – How Much Vacation Do People Actually Take?12:32 – Tracking PTO as a KPI?15:15 – The Hidden Advantage: No Payroll Tracking Headaches18:00 – Zero Abuses in 10 Years, Seriously19:06 – Has Kevin Ever Doubted the Policy?25:13 – The 3 Accountability Pillars That Replace Day Counting28:58 – What Kevin Would Do Differently31:21 – Kevin's Advice to Someone Who Tried It and Failed34:18 – Part 2: Billie Tarascio's Story36:02 – When Unlimited PTO Worked for Billie38:44 – When the A-Players Revolted42:19 – How Bad Did the Freeloader Problem Get? (~25%)43:07 – The Attraction Problem: Were You Hiring the Wrong People?48:04 – How Hard Was It to Take the Benefit Away?51:06 – What Billie Replaced It With (Up to 6 Weeks + Sabbatical)56:45 – Is Billie Ever Going Back to Unlimited PTO?58:00 – Billie's Message to Kevin1:06:01 – Final Advice for Anyone Considering Unlimited PTO

Part 2 of our multi-location revenue series. If you haven't listened to Part 1 (EP182) yet, start there — the systems in this episode build directly on what we covered last week. EP182: Click hereToday we cover the two structural problems that let the Part 1 gaps stay open: front-end data inconsistency across sites, and the one role that either holds a multi-site practice together or lets it fall apart. System 3 — The EHR and Billing Disconnect: Different front desks develop different habits. One site verifies eligibility morning-of. The other verifies the day before. One collects copay at check-in. The other sends a statement after. A practice doing $120,000/month at Location B with a 20% authorization miss rate sends $24,000/month into billing with incomplete data. Some claims get caught in scrubbing. Some get denied. Some sit in a gray zone no one can explain at month-end review. Front-End Gap Reference: Authorization not captured → Denial or recoupment post-payment Insurance not updated at visit → Claim sent to wrong payer Copay not collected at check-in → Patient AR that rarely converts Eligibility verified day-of only → Coverage lapses missed pre-visit System 4 — The Office Manager Problem at Scale: Location A has a strong office manager who has been there since the beginning. Location B has whoever was available when the site opened. The metrics look similar on paper. The difference shows up in the denial rate, days in AR, authorization miss rate, and the number of times the billing manager has to fix something that should have been caught at the front desk. A $90,000/month site with an underperforming office manager loses an estimated $8,000 to $15,000/month in avoidable billing delays. That is $180,000/year from one seat filled with the wrong person. Three actions this week: Audit front-end protocol consistency — pull authorization miss rate and eligibility verification rate by site Run a site-level office manager assessment — KPIs only, not by feel Schedule weekly site-level KPI reviews — separate meetings, not consolidated Episode breakdown: 00:00 Series callback: the gap the report will not show you 02:00 The thread left open in Part 1 04:30 System 3: The EHR and Billing Disconnect Across Sites 08:00 The $24,000/month authorization miss scenario 11:30 Who owns the front-end protocol fix 14:00 System 4: The Office Manager Problem at Scale 18:30 The $180,000/year gap from one wrong seat 22:00 Who owns the accountability structure 24:30 Three actions this week 28:00 Free resource + next episode tease Resources Mentioned Payment Posting Audit Checklist (free): eligibility.natrevmd.com/payment-posting-checklist Practice Revenue Leak Scorecard (free): eligibility.natrevmd.com/nrm-revenue-scorecard-v3 Book a free 30-minute audit call: calendly.com/heather-natrevmd RECOVER Diagnostic Quiz: natrevmd.com/quiz EP182 — Part 1 of this series: Link here

Eric Pachman is a chemical engineer-turned-data storyteller who exposed hundreds of millions in drug pricing overcharges through his nonprofit 46 Brooklyn Research, and now uses data visualization to reveal hidden truths about jobs, healthcare, and inequality as founder of Data for the People. Find Eric here: https://www.data4thepeople.com/signupEpisode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/3:00 – Eric opens with a near-death pacing experience at the Moab 240-mile race — hypothermia, lost in the mountains, 80 miles covered over two days — and how surviving it cracked open the question: what am I doing with my life?7:00 – Career journey: chemical engineer → ExxonMobil → Harvard Business School → Morgan Stanley (oil & commodities) → buy-side family office → CSX Railroad → pharmacy/drug pricing → 46 Brooklyn Research.10:05 – Drug pricing exposed: middlemen taking ~33% of every transaction. "Imagine if the stock price was $1,000 and the commission was $333."14:03 – His mother's death from pancreatic cancer. Her mental anguish — the inability to fill an internal void with things and experiences — became "the greatest teaching I've ever had in my life."22:00 – Harvard Business School as a crucible: the introverted engineer forced to speak without certainty, eventually becoming a speaker at thousand-person maritime conferences.28:00 – The jobs data reality: outside healthcare, the U.S. economy has been losing jobs. Healthcare was 200% of all job growth in the prior year.33:20 – Exclusive reveal: 3 states (CA, PA, NY) account for 60% of the most Medicaid-sensitive elder care jobs — and 2027 cuts will hit them hardest.40:41 – AI and jobs: "Net contraction through attrition is the same thing as firing people to me."48:31 – "Maximum efficiency and productivity ends up killing what makes us human, which is creativity."58:55 – Burnout: "If you're only doing something for yourself, you will reach a point of burnout."1:08:43 – On success: "What can I do to impact the broader community... and lose all attachment to the outcome?"Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.

Performanța se decide în interior, în dialogul pe care îl avem cu noi înșine, mult înainte să apară în KPI-uri sau în prezentări. În acest episod vorbim despre presiunea care nu se vede și despre mecanismele care ne pot împinge înainte profesional, în timp ce, pe dedesubt, consumă energie și relații.Invitatul meu este Petre Bârlea, psihoterapeut, cu experiență în lucrul cu oameni performanți, lideri și profesioniști care funcționează bine în exterior, chiar foarte bine, și care totuși trăiesc cu o tensiune constantă. Discuția noastră merge în zona profesională: leadership, burnout, relația cu autoritatea, cultura organizațională și costurile ascunse ale performanței susținute pe termen lung.Pentru mai multe resurse despre episodul de astăzi, notițe, ideile sumarizate - click aici pentru pagina episodului***Găsești notițe, ideile principale, insight-uri și cărțile menționate în toate episoadele pe florinrosoga.ro. Aici te poți înscrie și la un newsletter.Dacă îți plac aceste podcasturi, ajută-ne cu o recenzie pe Spotify sau Apple Podcasts. Este un gest simplu care ne ajută să abordăm subiecte și invitați interesanți.***Podcasturile noastre sunt aici:

Most leaders have been there. An opportunity shows up, pressure builds, and everything around you says: move now. In this episode, I name what that feeling actually is and why it matters where it is coming from.Urgency and discernment are not the same thing. KPI culture has conditioned leaders to treat speed as wisdom and decisiveness as strength. But Kingdom Spiritual Intelligence asks a completely different question: not how fast you decide, but where you are sourcing your decision from.This is the third episode in the KSI series. Video 1 explored your source. Video 2 examined your measurement. Now, all of it converges in the most practical question of all: how do you actually make decisions from that place?Resource MentionedReigning or Striving Self-Check: A 10-point self-check for faith-led leaders. Discover whether you are reigning from rest or driven by striving.Take the self-check here  Kingdom Spiritual Intelligence (KSI) Series:Video 1: Make Yourself at Home Video 2: You're Not Behind. Heaven Is Already Ahead Video 3: Urgency Is Not Discernment | This episodeConnect With Donna TashjianWebsiteLinkedInYouTube

Do you find yourself with a to-do list rather than a fully functioning leadership team? This episode is all about the Dental A-Team's bread and butter: scaling leaders. Kiera shares how to transition out of micromanaging in a way that you and your team can get behind, whether you're working with people who've worked in your practice for years, or starting fresh. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and I hope you're having a great day today. I hope that you just love what you get to do. I hope that you realize, gosh, you're so lucky to be working in a day and age like today. I know we can sit here and we can talk about all the problems. We can talk about how this patient did this and this team member did this and my gosh, this happened and Kiera, the cashflow this and you wouldn't even understand. I haven't taken a vacation for four years. I hear you.   And I just want to remind you that good and bad coexist. We can see the good just as much as we can see the bad. And the greatest way to combat anger and fear is to look at gratitude. We can also talk about what were all the great things that happened. You have all these amazing patients today. You had a team who freaking loves you and fills your schedule for you. You showed up today and patients were just magically there. You were able to walk in and you're cash flowing positive. I hope that that's your day. And if it's not, let's talk because cash flow.   ⁓ it's my biggest pet peeve and I Dennis to always be freaking wealthy because when you are successful financially, your team is happier, your patients are happier because we're not stressed out all the time. So that's my big rant. Let's chat. Welcome to the Dental A Team podcast. I'm obsessed with making your life easier. We're obsessed with positively impacting you in the greatest way possible. And I love helping dentists get the happiness, fulfillment, success that they're seeking and doing it for you and teams. So   That's what I'm here for. Welcome, welcome, welcome. If you love our podcast, please like, subscribe, share this, leave us a review. That's how we're able to help more practices just like you get to the success. We're all here. Like the world of success. Imagine it's like this boardroom. It's, it's infinity. Everybody's welcome and everybody should have that. And that's what I'm here for. There is more money in this world than we can ever count on. And all of us are entitled to it. All of us have access to it. And I want everybody to rise to the top and help each other get there. And that's what we're about. So   With that, I wanna just help you. I think this is a great one. I think leadership is such this like, tricky topic. Like, my gosh, I don't even know what leadership is. And so today I wanted to kind of break down like, stop managing people and start managing leaders. And this is like leadership 101 for you. So just gonna kind of walk you through. If you're still managing every single detail.   of your practice, you don't have a leadership team, you have a to-do list. And that's a bold statement. And that's even a statement for myself. And sometimes you might have a leadership team and you just need to let go. Also speaking to myself, but hey, if that applies to you, please email me. I love a good pen Hello@TheDentalATeam.com. Please tell me I'm not alone out there, but truly, are you managing every detail? Are you managing your leadership team? So I just want to walk you through some three simple little steps of how to stop managing tasks.   and leading through an empowered team. was talking to our COO and she said, know, Kiera, you've got to be able to work through your team. Meaning you don't do it all yourself as a leader. You work through that team. And I think as CEOs, as owners of practices, we often don't work through our team. actually just do it all. And that creates a burnout that creates stress. It does not create a self-sufficient leadership run team. And that's what Dental A Team's obsessed about doing is let's build these self-sufficient leadership teams. And this is a blueprint to stop micromanaging   and start scaling leaders. Are you on board? I hope you are. This is something I freaking love because for me it's hard. Like it's a real life thing. Like I feel like I micromanage a lot. I feel like I don't scale leaders. I feel like I get in their way. I feel like I've grown a lot. I feel like I've also had to be the person. So it's kind of built in his habits. And so I think it's a space where like we oftentimes think do I need to hire a new leader? And I think sometimes, yes. Like when I look at office managers,   We can grow them. Dental A Team is really, really great at actually developing office managers and helping you know what it is. So before you go and hire someone brand new, I would definitely recommend growing them, seeing if they've got the skillset. And if not, then let's go hire this person. But I think when you're, when you go from this micromanaging to do list to bringing on leaders, it's going to be a let's identify and develop internal leaders for you because a lot of times they're just sitting right in front of you.   I was just at an event the other day and one of our team members was there and like not even on my radar of leadership. And I was like, wow, that person has been sitting right in front of me. So I think sometimes we think the grass is greener rather than just really like we got a freaking green pasture right in front of us. Let's just develop them. So you can test people out. And the way you start to look for leaders on your team is who naturally takes the initiative, who does this just on their own? And can I help grow them?   and help them like earn trust with me. And then can I do one-on-one coaching? So for me, I like plant little projects like, hey, you take this on and I'm watching to see does this person take the initiative? Do they follow through? Do they have the traits that I'm looking for in a leader? Do they have my trust? And if they don't, that's great. They're a great team member. But if not, like I can do one-on-one with them. Also the way you develop, like if you identify about this person, they're not quite to leadership. You can do one-on-one coaching with them. You can literally hire a Dental A Team to help coach and train your leaders.   We do this all the time. Give leadership books, have a book club with them, have clear responsibilities, what's their job description. And then we promote based on ownership mindset, not tenure. And that to me is something so hard. And I just wanna talk about it like, how do we do this? Because a lot of people feel like I've been here for a long time. And I will tell you the best and easiest way to do this is to actually put out the job description for who you're hiring and send it to your team and see who wants to apply for it. Because then the tenure people might look at that and like,   And someone told me that, like, yep, open that job description and close it right back up because surely don't want to do all that. They're a seasoned team member, but they don't want to take it on. So that's your easiest way to be able to promote for that ownership mindset and leadership of who actually wants it rather than just who's been there for a long time that quote unquote feels like they deserve it. Just because people have been there for a long time does not mean that they're a great leader. And I hope you hear that. And this is how you micromanage because a lot of times people put leaders into place with massive air quotes that aren't leaders.   They're just bodies with a title and you're still having to do everything. Right? People write, see, it should not cost you more time or more money. They should actually give that back to you. So if that's not the case for you, you don't have leaders, you have doers and you need leaders. So I think when you, um, there's been plenty of practices that I've worked with where we've taken team members on the team, given them some leadership guidance. So we teach them how to have one-on-ones. We teach them how to have hard conversations. We teach them how to look at the books. We helped them learn.   how to actually like be a leader of your practice. And people are like, you turned my office manager around. Like they're now an office manager. And a lot of times it's not that they weren't great. They just didn't even know. If I would have had a coach and a mentor as an office manager, I would have been 10 X the manager that I was. And that's coming from Kiera Dan. I think I'm pretty dang good. And I take a lot of initiative, but I just didn't know what I didn't know. I didn't know how to run a business. I hadn't looked at this before. I didn't have the experience with it. I just got thrown in because, hey, I'm Kiera. I know I can figure this out.   but a lot of times it's very costly. So give them the coach, give them leadership books, give them a mentor, give them a job description and KPIs and see them rock. So I would definitely look at that. And so if you're managing everything or you feel like you're doing a lot, is there a team member on your team today that shows leadership potential? And could you start mentoring, testing them out, seeing how they do to see if they're your person before we go higher? Number two, step two is going to be we wanna make sure leadership roles are   very clearly defined with authority and accountability. So something I see that happens often when people put leaders into places, they don't give them authority and the doctor actually undercuts them. And I know I've done this to my team. So team, if you're listening, I'm very sorry because I know I've done this to you and you've got to have clarity and autonomy for leadership to work. So what it means is we've got to have scorecards and KPIs with decision-making rights. So who actually can make decisions on this? And if you're the only person that's doing it, you've got to put into place   what your decision making is and who I like panic saying this. Literally I'm like looking down stressed out right now to say this. You have to accept that people aren't going to do it the way you would do it, but that doesn't mean it's wrong. I like things a certain way. I'm very aware of that. I'm like, even my husband, told me he's like, Kiera, it's been so nice. Like we had some friends coming over and usually I'm very particular about like what we're doing for dinner and how we're doing it.   I've been so busy, he's like, I just initiated and I'm so tired. I'm like, that's great. Thank you. Like, and I think when we realize like, what are the decisions really truly you have to make? I've got a doctor who loves picking out the prizes for her prize box. She's pediatric. And yet that's something that you could delegate, you could elevate and you could get some time back. I'm not here to say you can't do the things you love, but I am here to say like, you've got to give autonomy, you've got to give clarity. Otherwise you're always going to sit here.   So if you can't give that up and you're so obsessive about every single detail so much even as the prize box, the leadership might not be your jam and you might need to just be a manager and hire somebody who's a great CEO to run your business. And I'm not saying that vindictively or that you're not good enough. It's just truly like, what's your skillset for it? So you've got to have clear roles with authority and accountability. So KPIs, decision-making rights. You've got to have what the lead owns and what they don't. So this way you're not crossing in. We have an accountability chart and I swear it's like,   call it our holy grail of the company. I have to look at them like, okay, who is making these decisions? It's not Kiera who is doing this and setting them up for success, letting them fail, letting them make the decisions. Sure, if it's going to like make us go bankrupt. So I say if it's a financial, a legal, those are like the main two things that I really have decision-making rights over that I'm gonna trump all day long. The rest need to be having autonomy with it. And then also our theme this year is outcomes over activity. So.   Make sure that we have meetings where we're reporting on the outcomes, not the activity. So what's our KPA scorecard show us? I don't care that you got 200 things done today. High five. I'm super proud of you. Did we hit goal? Did we make overhead and are we profitable as a business? Like, and did our team love our day? And did we have a great patient experience? Like, I'm so happy that you did the billing, but like that falls under the outcome of profitability and overhead. Like those are just parts of the business that we've got to do. And so   Really when our OMS and our doctors and our people see their role clearly, like even in our organization, when we rolled out the accountability chart and we have it set, we've got specific KPIs and we started tracking on measures, the team starts to move. There's fewer daily interruptions. Things can move forward and I'm not having to make as many decisions anymore and the leadership team is able to make them smoother, faster, easier. Now, I'm not perfect at this. I have a lot of pieces in here. There might be better leaders out there.   But I will tell you growing leaders on your team, developing them and helping doctors and teams work, then only team a second to none. Like this is what we do. Me as a CEO of a consulting company, yeah, it's been tricky. Cause I'm like, I don't have the freaking playbook. I know how to do your practice. I know how to do your life, but doing our business has been hard. But I will say as you're building this, and if you're listening today, you've got to have a scorecard for each leadership role that has their job description, their KPI and their decision-making authority of what they can or can't do.   that clarity is going to create confidence in your team. This is something easy to build. I mean, we've got AI, we've got Dental A Team, we can help you guys with all of this. Those are pieces that you're going to do. And then after that, you're going to do step three, which is coaching the leaders, not the team. And this, ugh, like I sit back in my chair, like I feel stressed out to say these things to you. I think this one actually is pretty tricky for somebody who's founder led, who's been very involved with all the team. You move into a space where,   You just now work with your leaders, not the rest of the team. And ⁓ I think this is where leadership can feel lonely. I think this is where you can feel like, but I don't know all my team members and you don't anymore. And as you grow and evolve, you actually need to move on because what happens is if you still lead the rest of the team, you actually bypass your leaders and you undercut them.   you've got to route feedback and issues through them. And that's like a hard redirect because you're so used to being the person who answers it. So pull out your little accountability legend, look at it and be like, okay, thank you for asking me that question. This is the person who needs to do it. We play popcorn in our team of, all right, we have a question for this, who does this? And we have them answer until they know who to go to. And it's just a redirecting and a reworking for everybody. And just say like, hey, I know we've like shaken our team like a snow globe. Everything's kind of falling into place and I wanna make sure people have clarity.   because clarity creates confidence. So then we have our leaders. And then you actually have, I do weekly leadership meetings and we do monthly. And I realized like, that's my time to coach my leaders. So can I give them books? Can I do book clubs? Can I help them? And then you have one-on-ones either weekly or monthly to really develop them as leaders, to track in on their KPIs, to look at their issues, to resolve issues for them. And you literally train them how you want them to treat their team.   So hey, what I'm doing with you, I'm meeting with you weekly, I'm reviewing your KPIs, we're looking at our quarterly objectives, making sure that's moving. And then any issues you've got with proposed solutions, let's work through those. You develop your leaders who then can go develop their teams. And I will tell you that I've got several doctors who have built incredible leadership teams, and it is done through this and they coach the leaders. And some of them have even said like, I don't even know half my team anymore. And what I tell those doctors and I tell myself is,   you still get to surprise and delight in areas that doesn't undercut your leader. You can still be the fun boss. You can still do highlight shout outs to your team members. I still write shout outs to our team of where I've seen them do different things, but the dynamics do change. And I think you have to realize if you don't want to be the micromanager, the office manager, if you will, you do need to develop leaders and you need to let them be leaders and you need to give them that power, that autonomy, that growth. And if you can do that,   you are going to be able to grow. So this is where we do really truly going from having a to-do list to having a leadership team. So quick recap of steps would be identify your internal leaders and start developing them into it. Then we define the roles very clearly with KPIs, job descriptions and decision-making authority. And then we coach them on how we want them to lead the rest. And that coaching piece...   I think yourself, make sure that your coach is a great leader too. This is what I love in our consulting is we do coach doctors and teams. We help doctors show up as great leaders and like, how are you undercutting your team and vice versa? Hey team, how are you undercutting your doctor? How are you not showing up for them? This is what they need from you. And I think having that mediator often can really, really help you out. But I think like coach the leaders, coach yourself, make sure you've got it. What books do you have? What things can you give them? What resources, what courses, like giving them a consultant that can help them.   that's been there, done that, done it successfully. How do we have these uncomfortable conversations? How do we get our core values? How do we shift culture? Those pieces, you've got to lead them to be able to do it. Leadership is a journey, not a destination. And so when you scale, you do stop having touch points and management of every person, but you start managing the right few. Leadership should be managing of five people. So if your team's five people, rock on, keep managing. If you're bigger than that, you need to start building a leadership team.   Even at five people, definitely recommend still having an office manager who helps you because you're busy drilling and filling. You don't have time to do all these little touch points that they should. So I think for you, if you're feeling like you're still carrying the weight of your whole team, even if you've got a leadership team and you need them to start to level up, to deliver for you, it's time for you to lead leaders and to develop leaders and to make sure you got right people, right seats. Sometimes you might have a leadership team, but you're still doing everything. You don't have a leadership team. You've got doers.   And so how do we actually have a leadership team and what things do you need to change to allow leaders to be there? And what things does your team need to do to truly let you and like trust the outcomes and the processes that they're going to deliver for you? It's a two-way street. So teams listening and doctors listening, your doctors got to trust you to deliver and consistently deliver. Doctors, got to trust this team to deliver and consistently deliver. Both you want the same thing. And so really coming together, having those conversations and reading five dysfunctions of a team, getting into those uncomfortable spaces.   is going to help you. So if you need help on leadership or building this infrastructure, I don't know how to get there or gosh, I'm like there, but I still need my leaders to have growth. I need growth. We coach doctors and teams. And this is why, because both sides of the coin are important. Both sides are necessary and both sides need different things. Visitors, you got to look online. You got to forecast. You got to grow your leaders. Leaders, OMS, team leads. You got to hit those KPIs, those metrics. You got to get your team and your department to row in that direction.   These things are not, I think innate, they're trained and they're learned. And so reach out, Hello@TheDentalATeam.com. This is things, share this with someone who's going through this. I know every single one of you today has a doctor struggling with leadership or a team member struggling with leadership. Share this with them. This is how we help grow each other. This is how we help positively impact the world. Give this to a colleague, share it in a post. You guys read those Facebook posts. They constantly are complaining about this. Please share this.   Say like, hey, this is a really good tactical way of how to develop leaders, how to stop micromanaging, how to truly grow into that. And I would love to help anybody. We do complimentary practice assessments. We'll review your practice, give you tactical, tangible advice, whether you work with us or don't. So reach out. I'd love to just like give you a roadmap of where you are and you leave that meeting. Every single time I do that meeting, people leave with clarity, with confidence of where they need to go. So reach out. I'd love to help you. Hello@TheDentalATeam.com.   And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

You can't be a great marketer if your nervous system is stuck in survival mode.If you're a marketing leader, you know the feeling. The 12AM Slack from the CEO. The “where's-the-pipeline?” question that never goes away. The low-grade anxiety running underneath every campaign, every board deck, every quarter. In this episode, Carolyn and Amber connect the inner game to the measurement problem. The anxiety marketers carry isn't a personal failing. It's the tax you pay for being judged by numbers that miss your real contribution: shaping how the market perceives you, long before anyone fills out a form.And here's what nobody in GTM is actually talking about: you cannot build the future you want while your body is locked in defending the present. Your brain chemistry doesn't know the difference between the meeting you're dreading and the one that's already over — it reacts the same way to both. And when you live in that state, you can't create. You can only react.What this episode covers:The breakthroughs from both Amber and Carolyn's recent vacationsWhy so many B2B marketers are operating from low-grade panic, and why it's costing them their best workHow belief and brain chemistry shape what you're able to create, and why you have to embody the outcome before it shows upWhy marketing's real job is shaping brand perception in-market, and why traditional KPIs can't see that workHow to use zero-party data — what customers tell you directly — to inform the customer journey instead of guessing from last-touch behaviorThree books that reshaped how Carolyn thinks about wealth, awareness, and building a future you can't yet see: Happy Pocket Full of Money, The Power of Awareness, and Dr. Joe Dispenza's Becoming SupernaturalIf you're a marketing leader tired of doing your best work from a place of panic, and tired of watching it disappear into numbers that can't measure it, this one's for you.-----------------------------------------------------Want answers now?

Today's topic is something the Dental A-Team hears about a lot: Our practice is awesome, but we struggle to find new patients. Kiera talks about why this is such a common issue, and gives tips on what you can do to address it. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and I am so freaking pumped about today's podcast and I hope you are too. Today's gonna be a fun day. It's about something that I absolutely love and hate. For those of you that have been listening to the podcast for a while, welcome. I'm Kiera Dent. I'm so happy you're here. My job and our company's motto is to possibly impact the world of dentistry in the greatest way possible. And we do that through this podcast. We put it on for free for you. Tactical practical advice for you every single week for doctors and teams because honestly trying to get   both on the same page is really tricky. being a team member myself, being a business owner myself, working with hundreds of offices across the nation, our team works with hundreds of offices, our consulting team is like truly second to none. I do believe that we have the most experienced expert team that you could ever ask for. And they truly guide doctors and teams to fulfillment, to success, and they do it with ease. And of course we pop the confetti and have a ton of fun. So today I wanted to just dive in.   And talk about like, why are great practices still struggling to attract patients? I think that this comes up on many coaching calls in lots of different areas. And it's something of like, but the practice is amazing. Why are they not getting the patients? And I think something that I pulled from some business courses I've taken is it does not matter how great your business is. It matters how well your business is marketed. And so I think for us to just look at this and say, all right, how do we market better? And what are the things? So I have found that it is   not because like you are clinically sound or you're not clinically sound. It's really about like being easy to choose and how are we able to be easy to choose as a practice versus being hard. And there's some simple things today that I wanted to go through because like you can have great dentistry, a solid team, great intentions, but if growth is feeling harder than it should, or we're not attracting these patients, let's talk about some ways to do this. And yes, there are PPO, there's fee for service, there are different things that happen for both of those. But literally what I found is   we've got to like look through what a patient's experiencing before they even come into your practice. So I feel like the growth and systems conversation is like not just about marketing conversations. A lot of times we're like, here, I want the magic bullet. I want you to like give me these items and we can just get all these new patients. And I want to too. And I'm here to say that marketing has a place. ⁓ But I also want you to realize like what are your patients choosing you for? And so looking through your reviews, you can actually throw it into AI and say like,   What are the top like five things that come from these reviews that we're receiving as to why patients are choosing us? And there was a great quote from Top Tips for Effective Clinical Communication in the British Dental Journal, yes, PMC 2023. And they said, effective communication is central to every element of clinical practice from first contact with reception to the point the patient leaves the building. And when I read that quote, I loved that quote because I feel like so often we don't think about   all these mini touch points. And I know we've talked about it before, but it's like, let's work through, like maybe we don't need more new patients. Maybe we just need a better path from attention to appointment. Yes, I love that. From attention, like grabbing their attention to them setting the appointments. And so where can we look for like common misdiagnosis within the practice? What does this look like? And so usually people are like, we need more marketing, we need more patients. And that's not wrong. I was on a coaching call with a practice and we were talking about like,   A great ratio for everybody to have is we need the patient base to be 200 patients per hygienist per day in one week. So for example, if I've got 10 columns of available hygiene in a week, I need 200 patients. Yes, I did easy math for you. What is that answer? 200 patients times 10, bingo, 2000 patients would be an active patient base. Usually seen within the last 12 to 18 months is how many we need to see. So we were looking and this practice was running 14 columns of hygiene in a week. Well, that's 2,800 patients.   They only have 1900 active patients. So what would most practices say? We need more new patients. Let's run into marketing. But like, are there other things that we can do instead of just needing marketing? Like could we maybe, are there patients already sitting within our practice that we need to have? Maybe we do need to have more new patients. Yes, the ideal is 30 new patients per month per doctor. But is that always the case? Are they maybe hiding in the crevices of your practice that we could pull forward?   So me and this office manager had a call, talked about it. looked, we went back to their recall. She was like, here, I got six patients on there. And I was like, well, that's inconvenient. So what things could we do? And so what can we really look for of what about our, are we looking at our re care and our reactivation? Are we reappointing all of these patients? Like before we even go and jump into marketing, which I'm not here to say don't market, but what about all the patients sitting in our database right now? One, can we reactivate them? The answer is yes.   Two, with all the patients coming through, are we asking every single patient, who else can we schedule for you? We absolutely love you. How else can we like, who else can we schedule? Who else do you know that we could schedule for you? So when I look at this, like where is the true diagnosis and do we actually need more? Or is it that like, no, we just need to be better with this. The practice is also asking me like, Kiera, is it the economy? Like we're not getting all these new patients we used to. And I want to say that like generally speaking dentistry is pretty economy bulletproof. Like most patients come in,   Things have it. Now, fee for service, you're gonna struggle more because patients might only like to do one cleaning versus two cleanings, but your insurance driven practices, great news for you. You've already got your patients there. And I'm not here to say that insurance is bad. I actually think insurance is one of the best marketing pieces to drive patients to your practice. And then it's a thousand dollar coupon, like a thousand dollars to get a patient. I know you're like, but Carrie, we take all the cuts and the fees. I don't disagree with you, but how much does it cost to bring on a new patient? Look at that cost.   to benefit and if I can like go beyond their max and my team is really good with that, $1,000 for an insurance max. I understand that not always that's the case, but is that worth it? I say typically yes. So when we look at this, why like, do we really need more marketing? Do we really need more patients? I want you to look for like, let's make sure our systems are tight and taut before we go after and hit the marketing because that just means we got to make sure our bucket, like the walls aren't empty.   We don't have a hole in our bucket, but we actually are filling that bucket with these patients. So that step one is I want you to look there. Me and this office manager, did we find? We found over 800 patients in their database right now. That's how many patients they need. We don't need to go after new patients. We just need to use the patients we already have in our practice because then our practice is full. Now, if we want to grow, then maybe yes, but even that look to see who is in our database version. People don't want this. It's not sexy. It's not fun. It's like, no, but I just want marketing. I want them to be dropped into my lap. I hear you.   but let's make sure that we have that. Now, if we've elected that we do need to go for marketing and we've already tightened up and we have all these pieces, we've got our re-care, we've got our reactivation, we're calling patients, we're making sure that they're reappointed, we're looking and we're running this report consistently, we're asking every single time we schedule patients, who else can I schedule for you? We are actively asking for referrals and reviews. If that's already done, and that's a big if, then we go and look into marketing. So what I want you to look at for you is like,   Do we need to have different messaging on there? How is our, like when we do market, I want you to look at like, what's my website, what's Google, what's our phone experience and is that matching the first impression of us? What about our clarity? Like, are we really crystal clear on who we're trying to market to? Do we have that dialed in? Our dentistry should speak for itself and so tightening up our first impression, tightening up like what our practice is saying to patients and making sure that patients really truly feel like   this office is so different than any other practice, that's going to make sure like that impression online needs to match our patient experience and vice versa. Our patient experience needs to match our online presence. Sometimes offices are so good, but their online presence looks like they are like dated 50 years ago. So making sure that your practice matches, because if a patient's confused, they might not be converting for you. And so let's just look to make sure does our online presence   and our phone calls match our clinical excellence in the practice and does our clinical excellence in the practice match our phone calls and our outside experience? And I hope you guys can see like those two have to be the same. When you pop on Dental A Team, like you listen to me on the podcast, when you join our team, it's freaking fun. We have fun in person masterminds. We have fun in person visits. Teams love when we come. It's got to match what you hear on the podcast. And if it doesn't, people are like, Kiera, I love your energy. And I'm like, I know I have to hire consultants to have my same level of energy. They're not exactly clones of me.   But otherwise it feels like a mismatch and you're like, wow, that person's like really low and cure is really high. You join Dental A Team because you love our energy. You love our style. You love what we present and preach on the podcast. That's why you join. Now, if you didn't experience that, that that's going to be a mismatch. Same thing with you and your practice. Is that a mismatch? Can you tighten that up? So then when it's that we go back to the leaking, we already talked about leaking. So when I look at this, we want to make sure that like we are matching online. And then I talked about our acquisition, our retention, our reactivation, our   reappointment rates. But then in addition to that, there might be more that we could diagnose on there of our experience is amazing. Everything's matching. We might need to go into marketing, but like, let's talk about some other areas where you might have new patients just coming through, through this, which can tie to your marketing. So we've decided our online matches, we're going to go for marketing. We need to get more new patients and or it's already our new patients there. Let's look at how many missed calls we have. People think all the time, like we're just so busy. We're so busy.   missing those calls can actually be impacting your practice with those new patients. Then how do we follow up with them? So if we miss calls, like some people are like, it's fine. We just have a text. Well, that person's hunting right now for a practice. What's that patient experience? And remember, it's these great practices who are failing to attract new patients. Is it because we're missing calls? Is it because we're not doing well with that new patient? Do we not make them fall in love with us when we do get them on the phone? That patient should hang up and be like,   Gosh, Jason or whomever their spouse significant other best friend. I am so freaking pumped to go to that dental practice. If they are not saying that when they hang up with your office, there is something that could be lost there. What about what happens with all these patients that are not like coming through? Do we have a process in place to make sure they get back on the books? What about are we having like a set process in our practice where we're consistently asking for reviews and referrals all the time?   And then also like, do we have this poor handoff from like when a patient calls us and says, this is what I need. And then they take them to the back office and it's not even remotely what they have. Do we have that in there? And so when we look at this, I think it's part of we've got to be tracking and auditing. How many missed calls do we have? How long does it take us to get a missed call to schedule? What about for new patient scheduling? When do we get our new patients in? What about who's overall the followup of this?   And then also, how are we asking for reviews in our practice? If those things, in addition to re-care, reappointment, reactivation, I just listed off eight things. I've got them on my fingers if you're watching the video. Eight things, if we are not doing that, don't talk to me about trying to get new patients and like, ⁓ we can't attract them. You were attracting them, we're just not handling them correctly. We're not taking care of them because this practice is not converting what you're already paying for. And I think if we can't be good stewards over what we're already paying for,   Why are we asking for more? To me, I'm like, tighten the bows. Like that's way easier, but that's discipline and discipline does equal freedom. So for practices, it might be worthwhile before we even jump on the horn and say, we need more new patients. I'm just going to list it off for you. Missed call numbers. We're going to go through our like from missed to scheduling. What about who's over all the followups of all these? What about our review process? What about our re-care? What about our reactivation? What about our reappointment?   If those aren't tight, you have the patience in your practice, you're just not using them and handling them with care. And so make sure that you're not like, I hate wasting money and I think that this is one of the greatest opportunities to waste money. So when we think about it, like here's top funnel, right? We talked about, we gotta make sure our leak is not leaking, okay? Bucket has all the holes filled. Then we gotta make sure what are we saying online versus what they're experiencing and what they're experiencing is that showcased online. Tighten all that up.   And then when we look at this, I'm like, okay, we are solid on this. But what really, really is going to speak and help and what's going to create massive growth for your practice is when the patient journey feels clear, consistent, easy from the first click to the first visit. So when we think about this, we talked about this a little while ago, like what does this new customer want? What does this new patient want? We want to pay attention to like how quickly are we responding to people? What happens when they show up to our practice? Are we so like   excited. Is it genuinely? ⁓ Someone told me a quote for the Ritz-Carlton and it said, ladies and gentlemen, serving ladies and gentlemen. And I have not stopped thinking about their mission statement because I think about it if like, do you have high level professionals serving high level professionals? Or do we have high level professionals serving friends and family of the community? Or do we have like everyday community team members serving and loving everyday team, like community families?   Whatever it is, making sure that this patient feels like the journey is so consistent with what we're putting online, what we're saying we are. So how do we have this? And so really making sure that there is this whole process, like patients love you from the first day that they call you. Patients are excited to work with you. Patients are just giddy. Patients, when they leave the practice, are giddy to refer you, to leave a review for you, to leave a referral. And I think people forget...   that this could actually be a very easy process. So ways that teams can do this is like, let's actually run through a new patient calling, call the practice and like, let's hear how they answer. And don't be afraid to give honest feedback. This is what we're here for. We are here to give honest feedback. And so what was that experience like? Did I feel like you were so excited that you're my best friend that you can't wait to welcome me into the practice? Or if you're more of a holistic practice that it's a Zen, it's a calming, it's a we've got you and we're gonna take great care of you. How do people feel when they call your practice? That's number one.   Number two, let's go online. What do our reviews say? What does our website look like? And does that match when you come into the practice? And if it doesn't, what small little changes, notice they're small, not giant ones. What small changes need to happen? Do we need to update our Google presence? Do we need to update our website? What do we need to do from there? Okay, so we go through that. Then we walk through the practice as a new patient. So come in the door, act like a new patient or act like a regular patient. Let's do role play both of them. How is a new patient greeted? Are they just given an iPad and told to sit there?   Is it like, me have a concierge style with them. What about new patients? Are we saying, hey, it's so great to see you, Kiera. How's your family? Gosh, like let me make sure I get your next cleaning scheduled for you. I know that you absolutely love to like zip out the door you're busy. And who else can I schedule for you? Let me make your life simple while we're waiting. I'll grab you a cup of coffee while you wait. Are we doing that? Did you just hear how many little opportunities I asked? The new patients coming in, the patient there, like how to get more patients just by loving them and being a friend to them. Then what is it like when we take them to the back office?   How is our new patient experience? them in the hygiene chair. How do we explain our pieces? And then what's our wrap up at the end? How do doctors wrap up the exams? How do we take that patient to the front office? How do we hand them off to the front office team to make sure that they're having this amazing experience? Front office team, how are you wrapping up? Are we asking for reviews at that point in time? Do we maybe have a little postcard that we can give them of like, we're trying to help more patients like you. Best way to do it is to leave us a five star review. I love working with you, Kiera. You absolutely make my day. Every time you come into the practice,   I would love it if you'd leave me five star review. Just so you know, my hygienist at the office that I absolutely loved asked me that. I went right home, I had the little postcard, set it on my counter, did the review that night, because it was so simple. That review, also it sat there. My husband doesn't go to that practice. And I was like, I love my hygienist, Jayce. You should probably schedule, like we should get you scheduled for that. Little subtle things. And I'm already patient. I'm the cheapest, easiest marketing to go after. And my patient experience was amazing when I went in there.   Now, when I got annoyed with them, it was because I wouldn't get the same hygienist. I didn't have the same doctor. People didn't know my name. They were late. I left. I ended up leaving the practice. So those little things that we don't think matter are what are deterring. So not only do you role play through what's going great in your practice, but maybe that's also question mark, why would people leave our practice? Asking that question can also be a great audit of why, and are we following up on missed phone calls?   Are we calling people back? Are we scheduling them for unscheduled treatment plans? Are we running this report every single month? Like, do you see how there's an entire ecosystem around these patients? And so when I asked the question at the beginning of why great practices still struggle to attract patients, I think the better question on that is, are we actually doing the little pieces that drive us forward consistently? Are we hoping and praying for miracles of new patients to just rain from the sky?   It's like, I can have rain come every single day from the sky, but if I'm not collecting it in buckets, purifying that, making sure I have a system for that, as much rain that comes down is never going to be enough for you. And so when I look at this, I think it's a space of how can we make sure that our marketing dollars are being well taken care of? Every patient in our practice feels like they are a VIP and that they want to send more patients to us. Those simple, small things are actually how great practices can freaking thrive.   These are how my best of the best do it. When I look at my highest ones, the ones who have repeat customers constantly, they're tight. Their reappointments are there. Their missed calls, they track that, they monitor that. That's a KPI for them. They check to see how long before we get back to missed calls. They are reducing that missed call number. Their reappointment percentages are high from hygienists. They're running the reports. They do not have many patients sitting in their re-care and reactivation campaigns. They are running those on a regular basis, getting patients back into the practice. They also are making sure that they're auditing how's our patient experience.   What's our online presence saying versus what's our inside presence saying? How is our experience? Why would they be leaving us? Let's tighten this up. Let's tighten this up. Let's make sure every encounter is great. We are constantly asking for reviews and referrals. And if that feels daunting to you, then great news. You just heard an amazing opportunity to grow your practice with minimal effort. This is how you're able to do it. You don't need to be fancy, flashy, showy, none of that. All you need to do is have consistency and intentionality. And so I think it's one of those things of growth comes   from being clear, being consistent, and actually having a great experience every time they come, because patients stay for that. So when it's not easy, when you feel like this, a lot of times it's just like doctors are like, I'm busy in the back, Kiera. I'm doing dentistry. I'm drilling and filling. Like, how am supposed to have time for this? And office managers are like, you don't even talk to me. I'm trying to get all the billing out there. I don't disagree. And I feel like these are the cobwebs within the practice that make a practice great or have a practice crumble.   And I think so often people think they need more new patients or they need all these different things when actually all they need is to tighten up and refine and optimize what they already have and have somebody help them with that. So I would love to help you guys. I'd love to find out like where is this breakdown? Where can we tackle it and help hold you guys accountable to it so you actually see the fruits of your labors. So you're actually able to do that. So reach out Hello@TheDentalATeam.com if you want some help with this. And today I really want you each to go through an audit. Auditor missed calls.   audit our website, audit where we are like, how long does it take us to call missed calls back? How are we reappointing? How many patients are in our unscheduled lists? How are we following up on them? Do we have a process for that? What's our experience? Are we asking for reviews? And I want you to pick one thing from today's podcast, not all of it, because that can feel daunting, but one thing where we can tighten, sharpen, and refine and optimize to where we don't have these gaps in our practice. Yes, marketing has its place.   But like I said, all the rain can come to you, but if you're not collecting it, refining it and optimizing it, doesn't matter how much rain falls, you're always gonna want more. Just like you're always going to want more new patients. These are little, simple, easy ways to grow your practice. If you're struggling with it, reach out, Hello@TheDentalATeam.com. Sometimes you don't need a different strategy, you just need to be held accountable. Sometimes it's not going crazy. Like literally this could be a whole marketing podcast, but instead I'm telling you little simple things you can do in your practice today to grow.   You don't need to do it. So I want to remind you that patients don't choose practices that are best in theory. They choose practice that feels easiest to trust. And sometimes I get annoyed because I do watch practices and there are some practices that I don't think should be the highest top practice. And yet they are because they are the easiest to trust. are the easiest. They are the best marketed. They are the ones that just make the process simple. You can think about a competitor you might have.   And question mark, why would patients go there versus you when you might be a better clinician, a better overall experience? I'm not here to say that dentists are not great. I know we're all striving. I also know that some dentists are better than others. And so how can we make sure that the best dentists, those of you listening are winning? I want to make sure that you're winning. So reach out Hello@TheDentalATeam.com. And as always, this is your practice. This is your opportunity. This is your moral obligation to serve patients at the highest level possible. And I just implore you and invite you.   to take one step today, make your practice just a little bit better, a little bit brighter. And if we can help in any way, we're here for you. You have it, it's all yours. And I just remind you that we are so lucky to live in the time we do, to do what we get to do every single day. And if I can help you in any way, reach out. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.

Send us Fan MailMost companies don't break because growth is happening too slowly. They break because the systems, roles, and leadership habits underneath the growth can't handle the pressure.In this episode, we sit down with Brian Hinton to unpack what actually happens inside companies when scaling starts creating chaos instead of momentum. We talk about the hidden operational cracks that show up first, why unclear accountability quietly kills execution, and how founders can build structures that support growth without slowing the business down.Brian explains why leadership is ultimately an act of service, but also why servant leadership is often misunderstood. Serving your team doesn't mean doing everything for them. It means creating clarity, elevating ownership, communicating the “why” behind decisions, and building systems people can trust when pressure rises.We also break down: Why process is usually the first thing to collapse during rapid growth  The leadership questions Brian asks before rolling out a “great idea”  How quarterly assessments and KPI reviews prevent organizational drift  Why hiring for today instead of tomorrow creates scaling pain later  The difference between delegation and abdication  How psychological safety and accountability can coexist If your company feels messier as it grows, this conversation will help you identify where the breakdown is really happening and what to fix before culture, execution, and trust start slipping at the same time.Support the show

A couple of weeks ago Dave Crysler sat in on a monthly leadership meeting where a metric on the dashboard was lying. The team caught it in fifteen minutes and changed how they measured. That moment is the entire problem with most manufacturing leadership dashboards. In this solo episode, Dave breaks down the difference between metrics that report the news and KPIs that drive action, why most weekly leadership meetings feel like theater, and the one question every KPI has to pass before it earns a spot on your weekly board. What You'll Discover: • Why most of your dashboard is probably decoration, and the one test that cuts it down to what actually matters • How to tell if a metric is "reporting the news" versus telling you what to do tomorrow • The reason consensus design fails when leadership teams try to build dashboards together • Why the dashboard should be built between meetings, not inside them, and how to do that • The version-five story: how one client moved from cycling-through-metric-ideas to a working dashboard in about five weeks • How to spot meeting theater in your own organization and what to do about it • The gaming risk every metric carries, and how to track behaviors and outcomes together to catch it • What to do Monday morning if your weekly leadership meeting has stopped driving action If your weekly leadership meeting feels like an interrogation about numbers nobody can change, you are not alone. Most of the dashboards I see in mid-market manufacturing are stacked with metrics that tell you what already happened with no way to influence what comes next. The fix is not to add more discipline to the meeting. It is to cut the dashboard down to metrics that trigger specific actions and to do the design work in the right room.

在過去的觀念裡，身體鍛鍊跟心理健康看似各自獨立。但最新腦科學表明：每一次肌肉收縮、每一次大口呼吸，都在重塑大腦。 師大體育與運動科學系主任張育愷，連續四年榮登全球前2%頂尖科學家。他帶來幾個顛覆直覺的研究結論：即使只是「一次」運動，做完就能提升執行功能與工作記憶；運動時大腦資源被身體徵用，你沒有餘力反芻負面思緒——這是神經科學的「分心假說」。 中年之後面對照顧父母、職場競爭等多重壓力，運動是建立心理韌性最低成本的方式：每次完成目標就是累積自信心，就算沒完成也沒關係，韌性本來就從受挫中長出來。 每週運動不到150分鐘？最新的「運動點心」概念：1～3分鐘碎片式運動也有效。而瑜珈、太極等東方運動和西方運動的差別不只是快慢，而是心有沒有跟著⋯⋯ 【聽完這集你會知道】 03:26｜一次運動就有效：即性健身運動的腦科學證據 單次中等強度運動後，注意力、執行功能、工作記憶都能提升。用「說話測試」判斷強度：講話開始斷續，就到了中等強度。 07:33｜運動如何建立心理韌性？每次完成目標就是自信心的起點 韌性來自逐步體驗突破與克服。運動是最安全的練習場——沒有KPI，完成了是成功體驗，沒完成是韌性練習。 12:07｜分心假說的腦科學版：大腦只有100塊，運動拿走70塊 運動時大腦資源被身體徵用，沒餘力反芻負面思緒。這解釋了為什麼運動能減少憂鬱與焦慮。 19:23｜運動點心：一到三分鐘碎片式運動，久坐族的最低門檻 捷運轉乘爬樓梯、午休快走買咖啡——關鍵是達到中等強度。初學者有做比沒做好，能力到了就要追求強度。 26:41｜東方運動與西方運動有什麼本質上的不同？ 差別不在快慢，是心有沒有跟著；西方運動做完後心理變好，東方運動則是多了一絲平靜。 【本集金句】 「運動不是為了證明你很年輕，是讓你活得更好，陪伴你一生。」 #運動心理學 #腦科學 #運動點心 #心理韌性 #張育愷 主持人：《慢老》作者 黃惠如 來賓：國立臺灣師範大學體育與運動科學系主任 張育愷教授 製作團隊：錢玉紘、劉駿逸 ＊訂閱天下全閱讀：https://bit.ly/3STpEpV ＊下載天下雜誌App：https://bit.ly/3ELcwhX ＊意見信箱：bill@cw.com.tw -- Hosting provided by SoundOn

In This Episode Processes alone do not build great companies—people and culture bring those systems to life. In this episode, Adi Klevit interviews Mandi Moran, owner and Marketing Director at Window World of Youngstown, about how she helped transform a growing family business by implementing strong systems, accountability, and people-first leadership. Mandi shares how she joined the business eight years ago and quickly realized that while the company was successful, there were very few documented operational processes in place. Adi and Mandi dive into how creating over 100 SOPs across multiple departments helped standardize operations across six different Window World locations. More importantly, Mandi explains that implementation was only successful because leadership focused on hiring the right people, building accountability, and investing in continuous training. Through internal trainers, KPI tracking, and hands-on leadership, the company created consistency across all markets. The conversation also highlights the critical role of company culture. Mandi explains that employees thrive when they feel appreciated, supported, and connected to leadership. From peer-recognition programs to learning employees' personal goals and family milestones, the company intentionally creates a workplace where people feel valued—not just managed. Perhaps the biggest takeaway is that systems and culture are not separate initiatives. When combined intentionally, they create businesses that scale successfully while maintaining strong employee retention and long-term stability.  

In this episode, Dr. Corey Malnikof discusses:  Scaling from one clinic to 24 locations  Building a patient-focused clinic culture  Marketing strategies that work for doctors  AI, SEO, and social media marketing  Advice for growing a successful practice    Key Takeaways:    “Marketing works best when it comes from authenticity. If you truly love helping people, then marketing simply becomes sharing that passion with your community.” – Dr. Corey Malnikof    “Scaling a practice requires systems, leadership, and the willingness to step into uncertainty before growth happens.” – Dr. Corey Melnikov    “Doctors don't always need bigger budgets to grow. Many of the best patient acquisition strategies are free and relationship-driven.” – Dr. Corey Malnikof Connect with Corey Malnikof Email: drcorey@palmercare.com Business: palmercaregroup.com Twitter: @palmercaregroup @coreymalnikof Connect with Barbara Hales:   Twitter: @DrBarbaraHales Facebook: facebook.com/theMedicalStrategist Business Website: TheMedicalStrategist.com Email: info@TheMedicalStrategist.com  YouTube:@barbarahales LinkedIn: https://www.LinkedIn.com/in/barbarahalesBooks: Content Copy Made Easy 14 Tactics to Triple Sales Power to the Patient: The Medical Strategist TRANSCRIPTION (241) Building a Patient-Focused Chiropractic Brand    Dr. Barbara Hales:  “Welcome to another episode of Marketing Tips for Doctors. I’m your host, Dr. Barbara Hales. Today, you’re in for a rare treat. We have Dr. Corey Malnikov here with us. He is the CEO of Palmer Care Group, a healthcare organization operating 24 chiropractic clinics across the whole United States. He is an entrepreneur, speaker, and leader known for building high performing teams, scalable systems, and world class patient experiences. Today we’re going to dive into what actually works when it comes to marketing for doctors, how to attract the right patients, grow your practice, and build something that truly scales. Welcome to the show.”    Dr. Corey Melnikov:  “Thank you for the introduction. Always fun to hear all of that in 111 share. Thank you.”    Dr. Barbara Hales:  “When you first started out, did you see patients at that time?”    Dr. Corey Melnikov:  “Yeah, no, I was a.. I’ve been in practice for 21 years. I saw patients probably up to about seven or eight years ago, I had about 10 clinics at the time, and so I was a full-time guy. I loved seeing patients that they literally had to kind of rip it out of my hands for me to stop, but I kept cutting back. I kept.. I went from full-time to Monday, Wednesdays, and then just Mondays, and then I think I got to the point where I had a patient laying down, I was listening to what my doctors were saying, I was listening to the front desk, I was thinking about the other clinics, and I just felt bad for not being there 100% for the patients, and so, yeah, it’s been probably seven eight years, and I’ve been running the clinics instead of in it, but is there a long time?”    Dr. Barbara Hales:  “What made your practice unique in compared to other chiropractic offices around? Did you have multiple streams of income? Where were there additional services that others didn’t provide? Were there products that you felt your patients could use? Like, what is it that made you different,”    Dr. Corey Melnikov:  “yeah. And I will say, you know, with 24 clinics, you know, when doctors are into different things, we do have all sorts of different techniques and instruments and things that we use on patients, but really, what makes us different is I always tried to create this atmosphere, you know, I was a big Starbucks junkie in the beginning, you know, and I was trying to open a practice, and you know, I thought I’d graduate, put a shingle up, you know, the Red Sea would part, patients would line up, I’d take care of them, and the reality, like most, most entrepreneurs find out, is you open up, and then you know nothing. So I studied a lot, I studied Amazon, I studied Nordstrom, I studied the Ritz, I studied Disney, and I studied Starbucks, and Starbucks talked about how Starbucks was meant to be the third home, right? You had home, you had work, and then Starbucks,”    Dr. Barbara Hales:  “but no, I thought no drive-through, right?”    Dr. Corey Melnikov:  “Right, exactly, no drive-thru, but I thought, you know, a chiropractic clinic, a wellness clinic, should be the third home, not Starbucks. And so I kind of wanted to create this atmosphere, and I was always really big into personal and professional development for my doctors, for my staff, and even for my patients. So we tried to build a place, and we always talked about when patients come into our place, if their anxiety is high, we’re going to lower their anxiety to peace, and if their energy is low, we’re going to bring their energy up. And so for us, it was all about the experience, the second you walked through the door, the way you were greeted, the way you were treated, the way your case was managed, and how we kind of had an impact on every aspect of your life, emotional, physical, chemical, and treatment. And so that was the goal, and for me, that’s what’s made us different. It’s just the culture and the place we created,”    Scaling From One Clinic to 24 Locations    Dr. Barbara Hales:  “that’s wonderful. Now, before you had your first offshoot, you must have been a little bit nervous about doing that. Would opening up another location divide my patients, or would I succeed? You know, walk me through that, and how, and how you did succeed.”    Dr. Corey Melnikov:  “Yeah, I had no intentions of having 24 clinics. I had every intention of opening one clinic and trying to make it as successful as humanly possible, being a big part of the community and making that who I was. The reality was I opened a clinic, didn’t know what I was doing, figured out what I was doing, and then very fast grew it. I had been renting a room while I was waiting for my clinic to get built with from another chiropractor, and when he kind of saw how fast I built it, he said, “You know, my friend is selling a practice, I’ll go buy it, I just need you, you can be 5050 partners, no money, and you just fix it, and so that second clinic. Was just kind of like I couldn’t do anything else in my current clinic. My wife was about to join me, so we couldn’t, we couldn’t fit any more patients there. So the second clinic was like literally completely unpredicted, but man, it was fun. You know, I got to drive down, I was about 45 minutes away, go to this clinic that was, you know, pretty much failing, and then take it from where it was and grow it up, and so, yes, it was scary, but I’ll tell you, the scarier step wasn’t that second one, because the first one was successful, the second one was just fixing, but I went from two clinics to four clinics in a blink, and the scary part of that was, you know, I had no money, and then I started to make a little bit of money. Then we got the second clinic, and then I started to make a little bit more money, and I got four clinics, and I have negative money. So that was where I learned about the scariness of expansion. You know, when you, when you want to expand and you want to scale, you just, you have to be willing to step into this world of fear, where you’re going to take a few steps backwards before you step forwards, and that’s kind of been not to go off subject, but that’s been the whole thing, right? I went from money to no money, and then from four clinics to 10 clinics, where I went way backwards, and then got caught up, and then from 10 clinics to 20 clinics, and every time we make a massive growth, now I have to expect that fear and expect that, and just be willing to make that jump and be prepared.”    Dr. Barbara Hales:  “What’s really interesting is, I think many people hearing your story would think, well, by the time you got to the second or third one, you had, you had it down, and it was just going to be gravy after that.”    Dr. Corey Melnikov:  “Yeah, yeah. No, you know, it changes, you know. Five clinics is you right? I can see patients full time and still have my fingers on everything, but it’s not me anymore, right? There has to be a C suite. There has to be an infrastructure that I built and pay for for people to run our systems and run our marketing and run our HR and to run our everything, so with every clinic you add, you are limiting your ability to accomplish the job that you would normally do, and now you have to replace yourself with somebody who is paid and trained by you, so it’s a learning curve, because none of us, you know, on this podcast, I think your listeners, the doctors, none of us are trained entrepreneurs, trained businessmen, trained business women, we just have to learn as we go and study as hard as we can, and all of it’s a learning curve, but it’s a fun ride if you take”    Dr. Barbara Hales:  “it, when you started realizing that other people would be taking over the roles that you once were actively doing. Did you feel bad about it, or were you just so excited that it didn’t matter?”    Dr. Corey Melnikov:  “No, no, you know, you don’t want to let go of those. You grip them, death grip those. Not only do you not want to give them up, but then you know you have to learn very quickly that you can’t micromanage, right? So, like, I’m going to allow you to do second interviews and decide if this person has the ability to do the job, and I have to be able to, like, not give my approval on every employee that gets hired, and that is a very difficult thing to do, so no, every step along the way, every time you hand something off, you know, yes, you watch it a bit in the beginning, but you have to have the ability to not watch it if you want to grow, and that’s very difficult.”    Marketing Strategies That Actually Work for Doctors    Dr. Barbara Hales:  “So, what would you say to them about that?”    Dr. Corey Melnikov:  “Yeah, so there’s so much, it’s never ending. I mean, you know this with all the people that are on this podcast, there’s just so much great stuff out there, but it really, for me, becomes very dependent on geography, because digital marketing is absolutely amazing, and it is so deep now. I mean, yes, you can do Instagram posts, Facebook posts, LinkedIn posts, Twitter posts, YouTube posts, there’s Google post, there’s Google ads, and all that stuff works amazingly. You’ve got to learn all of that and use all of that, but there’s some geographies, like I have some geographies in Texas, that are, have such a congested digital footprint, like so many people in that congestion, that the ROI and the responses for that, you know there’s no way I could scale clinics there if that was what we did, so like in Northern Virginia, I’ll spend a lot of money on Google Local and Google Ads, and on boosts on some of our social media, so that would become very well known in the, in the neighborhoods, versus you know, in Texas, what works very well is being out in the community, meeting all the professionals that I can refer to, and that can refer to me, that are doing health screenings at different health fairs, that are doing lunch and learns in different companies, and so we use all kinds of tactics. Now, do I also do some digital marketing in Texas? Of course, but I don’t spend a lot, and do I also do all the other things in Northern Virginia? Yes, but I don’t push it a lot, you know. You’ve got to figure out what’s working. I think you know when I talk to people on the phone and they’re trying to get their marketing to work. I think part of the problem is they’ve got 15 different things going, and then these don’t work, so they try this and this doesn’t work, so they try this. You know, you got to focus in, and if, if, if somebody else can get this marketing to work in your area, so can you. So, instead of quitting it, dive into it, you know, learn why, why it’s not working, what you can do to make it work.”    Dr. Barbara Hales:  “Absolutely, and you know people are, so you know, scrambling for AI in their practice, without realizing that some of the old school techniques really work the best, and that it’s not something that they should forget about. People, after all, want to have a relationship with you, they want to actually see you, talk to you and hear what your views are, so you know, getting out there and introducing yourselves to people, both you know, prospective patients, but also to physicians in the area that can refer to you.”    Dr. Corey Melnikov:  “Yeah, doctors and professional referrals. I mean, we talked to this about our doctors all the time, if the only thing you did was have two lunches a week with referral partners, and you did that every week, you’d have 104 lunches a month, and if 10% of those people like you, that’d be 10 people sending you patients every month. So there’s professional referrals, is one of the most amazing things. I will say old school is kind of funny, because we just started doing some postcards again. Now that’s from like a decade ago. I’m going to tell you, the response, the response in some of our areas on like these postcards is insane. So, there is some old school stuff.”    AI, Social Media, and Modern Healthcare Marketing    Dr. Corey Melnikov:  “And AI, I right now, by the way, also, I mean, I know everybody wants to dive into it, and I think they should. AI, right now, is the wild wild west, because there’s nobody knows for sure, but we do know that feeding it, and doing, you know, AI, oh, doing, doing the search engine optimization, which is now for AI, is absolutely amazing. I think if I can give one piece of advice on something like AI, and even, you know, social media marketing, and things like that, I think that doctors, because we were, we want to be doctors, and that we don’t want to be the professional marketer. Too many times, doctors will go out and find this is the best company to do AI marketing for me. This is the best company to do lead generation for me, and they like hand it off and forget it. So, the one thing I would say is you’ve got to learn it right, and it’s not that hard. You can jump on YouTube and say, you know, put in a video, teach me how to do AI SEO, you can go into Chat GPT and just say, “Tell me the top 100 things I need to know. You really have to learn how to do it. So, I always like lead generation AI. I learn how to do it to the point that I’m dangerous enough that I could do it, and then I don’t. And then I hire a company, because then I can watch what they’re doing, and I can make pivots, and I can give suggestions, and I don’t just take the results for what they are. So, so get into AI marketing, get into all this stuff, but for the love of God, know what you’re doing first.”    Dr. Barbara Hales:  “Absolutely. How actively involved are you in creating videos for your patients on the sites”    Dr. Corey Melnikov:  “I I’m actively involved in, and by that I mean like maybe twice a month I get with our social media people, and they shoot videos with me, so that’s about as active as I am. And then they do all the editing and posting and everything for group, which is kind of the umbrella. The individual clinics is me giving them what I want them to record and do right, and then I have a separate crew that then edits and posts those, but at the end of the day I’m really just looking at how many posts are we doing, when are they going up, what are the statistics, what are the results. So I’m all KPI driven.”    Advice for Doctors Growing Their Practice    Dr. Barbara Hales:  “That’s great, so what advice would you give to our, you know, physicians and chiropractors that are listening today? You know, like two pieces of advice that they could implement right away.”    Dr. Corey Melnikov:  “Yeah, well, number one, you know, when I talk to chiropractors and they’re like, I don’t have enough new patients, or I talked to functional medicine, I talked to any of these guys, and I don’t have enough new patients, right. And then it’s, I don’t have the budget for it, because there’s, there’s so much stuff that’s free. You can right now shoot videos and post it on six different platforms. You can right now go stop by an office and drop your cards and meet a professional. You can right now go bring bagels and coffee to a bank before they open. Introduce yourself and tell them about your clinic. There’s so many free things you can do right now. If you don’t have enough new patients, it is just because you are not trying hard enough. It exists. You just have to do it, and no one can make you do it. But you could post 50 posts on social media right now, if you wanted to, right, and talk about who you are, you know, talk about what you do, and your community will absolutely love it. And then, you know, the only other thing I would tell you is, you know, have a goal, like, okay, I don’t have enough new patients for the love, like, what is enough new patients, and why did you pick that number, like, and if that’s your number, give me the action steps of how you’re going to get it. So, there’s a million ways to get new patients, right? If you, if you’re stuck and your brain is like, I can’t come up with one, then go on Chat GPT, Chat GPT, and say, give me 25 ways to get new patients right now that cost me nothing, and then you can do it, but work towards a goal, right? Say, I want 27 new patients this month, and here’s the action steps I’m going to do. You do those two things. I just don’t know how you can’t have enough new patients.”    Dr. Barbara Hales:  “Do you have a program yet on how to instruct physicians to follow in your footsteps?”    Dr. Corey Melnikov:  “Yeah, that’s good question. No, right. So we have all the programs for all of our doctors and CAS, you know. For me, right now, it’s just that there’s so many people that reach out about what we’re doing. My thought process was, let me just give it out for free, let me answer any questions. There’s really nothing for me to gain from this, except for, hey, doctors are helping a whole lot of people. I want you to help a lot of people. I want you to do more, and if I can be of any help for you to do that, then do it. Use me.”    Dr. Barbara Hales:  “That’s wonderful. So, what else would you like to tell our listening audience that maybe I haven’t touched upon lately, you know? Yet,”    Dr. Corey Melnikov:  “Well, you know, your podcast is marketing. You know, the only, the only other thing I’ll say about. Marketing is this. I’ve always looked at marketing is, you know, if you love what you do, if you absolutely love what you do, then marketing is just your extension of your love for what you do out into the community. And how many different ways can you come up with doing that? And if that’s what you’re doing, if the only thing you’re really doing is sharing what you love with the community, because you know it will make an impact. Then all of the negative things that we think of when it comes to marketing, the sales process, the I don’t want to do this, I don’t want to do that, all that goes away because the second you are locked in to all I want to do is help, then that’s all you’re ever doing, you’re just offering your value, and because it’s coming from such an authentic place, it works. It just works, you know. I used to go out to health screenings, and my goal was I wanted to meet one person that I could show them an alternative to maybe a surgery they were doing, and because the only thing I was doing, they were sitting there talking to people about health and wellness. I ended up with all these new patients. It just has to be authentic. You just have to figure out why this means so much to you, and then all you have to do is share that, and that’s all marketing is. It’s just you sharing who you are with the world.”    Dr. Barbara Hales    “That is wonderful advice. And with that, I would like to thank you for coming here. And listeners, this is, you know, a great guy, as you have seen and heard, and his company is called Palmer Care Group, and you can reach out to him at Palmer Care group.com We’ll also have that in the show notes, in case you don’t know how to spell it, or you probably forget it, as I have said it, but you know this guy has some great moves, and you need to see what he’s done and follow along. If you do that, you’re sure you’re sure there’ll be bumps, but you know what, you’re sure to meet with success. So, thank you so much for being on the show today with us, Corey”    Dr. Corey Melnikov    “Thanks for having me.”    Dr. Barbara Hales  22:10    “This has been another episode of Marketing Tips with the Doctors, with your host Dr. Barbara Hales and Dr. Corey Malnikof. Till next time,” The post Scaling the Patient Experience first appeared on The Medical Strategist.

The numbers will tell you what to scale — if you'll actually listen to them. In this episode, David Richter breaks down exactly which financial numbers every real estate investor and entrepreneur should be tracking, why most business owners are solving the wrong problems, and how getting clear on just three simple numbers can make you more financially savvy than 90% of entrepreneurs out there.From cash KPIs to marketing ROI to payroll ratios, this episode gives you a practical, no-fluff framework for using your financial data to make smarter decisions — and stop fighting fires you're accidentally setting yourself.Timeline Highlights[0:26] Why most people hate tracking numbers — and why that's costing them[1:08] How your business numbers tell the story of your business like a storybook[2:24] The three numbers every entrepreneur should track first: make, spend, and keep[2:58] How Profit First helps you see all three numbers clearly with the right accounts[3:17] The Golden Trio explained: profit, owner's comp, and owner's tax[4:31] Why knowing these three numbers puts you ahead of 90% of entrepreneurs[4:50] KPI #1: marketing return on investment — the 3–5x rule of thumb[5:45] How your CRM and QuickBooks work together to track marketing ROI by channel[6:40] Why you should be reevaluating every marketing channel every quarter[7:22] Why problem solvers in business are often solving the wrong problems[7:45] If you're constantly fighting fires in your business, you're the arsonist[8:02] KPI #2: payroll as a percentage of gross profit — and the 25–35% rule[8:42] The personal story: how a 65–75% payroll ratio helped take down a 25-person real estate business[9:18] KPI #3: your monthly nut — knowing your full out-the-door expenses every month[9:34] How Simple CFO's expense analysis has helped clients save anywhere from $1K to $50K per month[10:22] When to bring in a fractional CFO to help with marketing, payroll, and expense analysisKey TakeawaysStart with three numbers: what you make, what you spend, and what you keep.The Profit First accounts — income, OpEx, and the Golden Trio — make those three numbers visible at all times.Every marketing channel should be returning at least 3–5x what you're putting in.Payroll should never exceed 25–35% of gross profit — when it creeps past that, red flags follow.Know your monthly nut — the full out-the-door cost of running your business every single month.If you're constantly fighting fires, you're likely solving the wrong problems because you're not looking at the numbers.Financial data doesn't just tell you where to cut — it tells you where to double down.Links & ResourcesBook a free discovery call to build the financial systems your business needs: profitrei.comClosingThanks for spending time with me today. If this episode gave you clarity or a new perspective on which numbers to track and how to use them, be sure to like, subscribe, and comment below. If you're ready to apply what we talked about today with real guidance and accountability, visit profitrei.com to schedule a free discovery call and create your path to financial clarity and freedom.

The big beasts arise as we talk EVE Frontier, MapleStory Universe and how Wemade's approach bests Ubisoft. [00:34] Jon attended EVE Fanfest 2026 in Iceland. What are his takeaways?[02:40] Why EVE Fanfest works beyond being just an event for players.[05:05] EVE Frontier is EVE Online if made from scratch now.[06:46] In Cycle 6 (out 25th June), EVE Frontier finally becomes more of an actual survival game.[09:28] Modular shipbuilding replaces fixed ships.[10:40] EVE Frontier is a game that rewards players who improve their manual gameplay skills. [11:55] “This is a game that makes EVE Online feel cuddly.”[13:58] Does EVE Frontier need non-EVE players?[15:30] The fundamental approach is blockchain as a unified API.[16:38] Why some CCP/Fenris developers want to work on EVE Frontier, not EVE Online. [17:38] How EVE Frontier is using AI for coding and prototyping.[19:10] Nexon is talking about MapleStory Universe, MSU 2.0 and VIBE IP.[22:11] MapleStory Universe did $31 million in revenue in year 1. [23:22] The real KPI for MSU 2.0 is the revenue third-party devs make. [25:55] Average EVE Fanfest attendee had played 7,900 hours of EVE Online. [30:50] Legend of Ymir has released the ability to mint and trade character NFTs.[32:00] Legend of Ymir NFT character trading was $77,000 on day 1. [34:40] Ubisoft is shutting down Champions Tactics' web3 features on 27th May. [36:00] Ubisoft's blockchain problems are a minor part of much wider issues for the company. [39:00] Champions Tactics was beautifully made, but too narrow in its addressable audience. [42:29] Wemade is iteratively learning. Ubisoft is scattergun, lacking learning loops. [44:30] The post-crash shape of blockchain gaming is now becoming apparent.

So many practice leaders and owners feel it, but so few say it — the weight of ownership can sometimes be too much. Kiera talks about how common stress among dentists is, what those stressors can look like, and how to start lessening that weight today. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera and I hope you're having a great day. I hope that you are excited about life. I hope that you just remember like, we are so lucky. We get to be in dentistry. We get to hang out on the podcast together. I get to go with you on whatever road you're going on today, whatever life you're doing, whatever you're doing. I am so grateful that you're choosing to take me along with you. And today I just wanted to talk about something that I feel is really near and dear to me. It's near and dear to a lot of our dentists.   We ran a really fun webinar last year and I'm excited to do it again. And it was probably our best webinar we've ever run. I had probably the best turnout we've ever had. But I think it was because we hit the strongest topic and we're actually gonna be discussing this at summit this year, at our webinars this year. So if this hits home, I would invite you to join us ⁓ at any of them because you don't have to do this alone. And what it is is the hidden weight of ownership.   And I think it's like what every practice leader and owner feels, but they rarely say. And I just feel that people, I don't know, we have a mastermind and there's a girl in our mastermind, we're in person. And I remember I was asking for people like, hey, how was the mastermind for you? What were your takeaways? And every single time I asked that question, the mastermind, someone always raises their hand and they always say, it feels so good to be amongst peers and colleagues.   and to realize that I'm not alone. And I'm like, if we all know each other is going through this, but we don't say it, I think we live in our head a lot. And when you're in your head, you're dead. And so I think a lot of times like ownership is heavy. And for myself, it's heavy. And for all of you listening, it's heavy. And I think what we don't see is it's like, we carry payroll. We worry about cashflow. We feel like we're responsible for team culture and morale. We read the book. I mean, I've been on it. I've told you guys, read Extreme Ownership by Jacka Willings.   Everything in your practice is a direct reflection of you and you are responsible for it. So then you're like, great, patient complaints, like this is my fault. Can't tell you how many doctors I've had get bad reviews while I've been in office or we've been working with them or with our consultants and the doctor literally cannot let it go for weeks, months. Like it just eats at them. And I don't blame you. You feel like everyone else clocks out and you still have to carry this home. They all get to go home. They get to have their paycheck. I don't, I get to sit in this amazing space that I built for myself that I absolutely just want to like.   let go. And I think it's one of those things of like, you're a great dentist. It's just the weight of feeling like you're responsible for all of it. And I know I feel this too. And so today I just wanted to invite you of like, Hey, let's talk about some tactical places of how to make ownership feel a little bit lighter that could make it to where you're not alone. You don't have to be alone. And there's actually some tactical pieces for you and welcome to the Dental A Team, the space where you don't need to be alone, running a practice that's successful should be easy. And that's what we're on a mission to do and to positively influence you.   to help you realize that things are better than you think they are, but to give you a tangible path, not just theories and ideas, but a tangible path to go from where you are today to where you want to go. And I'm Kiera Dent and I'm obsessed with dentistry. I'm obsessed with helping people have their dream freaking lives. I realized after a long time, and this might sound so cheesy to you, but the purpose of my life is to truly like be a creator. And what it is, is it's to create and like help people's dreams come true. And I know that sounds so silly, but I look at all of my goals. They're always for other people like.   sending my mom on her dream trip, buying my dad his dream car, getting Jason his dream car, helping my team members get their dream lives, like helping this team member buy a house, helping this dentist get their like dream house in Florida. Like that freaking lights me up. And so the bigger the dream, the bigger the opportunity. And I think for you, if you're listening today, I hope you just feel like I'm giving you a giant hug of understanding, of knowing, of letting you know that you're not doing this alone. And so I just want you to know that this today is not a pep talk. This is like,   A lot of leaders like it's only them that feels this way. But guess what? It's super common. And I want you to know that you were trained to be a dentist, you aren't trained to be an owner. And so today, I wasn't trained to be an owner either. And guess what? We've all had to freaking learn it. And so I'm here to tell you, here to help you out of the way. ⁓ And I think that this is a great quote. Leaders increasingly need to serve a wide array of follower and organizational needs without depleting their own energy or risking burnout. And that came from a qualitative investigation of leader vitality in 2023 of PMC.   And I just think about this and like the ADA also said in their health policy in 2024, they said 82 % of dentists feel major stress in their career. And I just thought like, shoot, this is something we need to talk about. Like you're carrying like this array. Like I think about my shoulders and like almost like football player with shoulder pads and I'm like, my shoulders aren't big enough to carry all this. And yeah, I'm expected to carry payroll, expected to carry this, expected to carry that, that I think it almost like literally by default weighs this down. so,   Let's talk about what makes it feel heavier and how to actually lighten that load. So I think it's one of those spaces of like, we talked about you're responsible for everyone's paycheck. You feel like every team problem, it was a reflection of you. Like turnover when somebody turns over, I don't know about you guys. like used to stew on this for days on end. Like I felt like I was a problem. Like, hi, Taylor Swift. Like, hi, I'm the problem. It's me. My team hates me. ⁓ We feel like success feels like it's impossible. I feel like everybody else has it.   I feel like cashflow, feel like team stress, feel like decision fatigue. Like Jason sometimes at the end of a day, he's like, Kiera, what do want for dinner? And I'm like, one more decision. Like, I don't freaking care. I don't care. I don't care what I eat. Maybe some of you do, but it's just like, I am so sick of this. And when they stack, that's where it can just feel very, very heavy. And so I think what I've learned and what I've seen other people do is like, let's actually like name the weight rather than letting it sit there and separating the emotional stress from operational problems. So   A lot of times what I'll do is I grab my journal and I'm like, what feels heavy right now? Like, what is it? And just list it. And like, I'm allowed to do a huge laundry list. And I look to see like, is this current? mean, shoot, if you guys could see behind this camera, I've got six giant papers and it's like, here's all my stressors. This, this, this, this, like it's there. But when we're in our head, we're dead, remember that? So getting it out of our head, putting it on paper and actually naming it and saying like, okay, I just have a lot of categories. And sometimes I look like,   My name's in a lot of boxes on our org chart, even today, 10 years later. Why? That's a care thing. That's not a team thing. That's me. And so then I also look to say, what are the top one or two stressors today? And is it a current thing or is it a future thing? Like I look at my list here and it's like this, this, this, this. Some of those are problems that I'm like not focusing on that I'm waiting on right now. Like they're the weight on me, but they're four or five months down the line. Some of them are urgent and pressing. And so what is it?   And I think helping you rise like you're not weak, you might just be carrying too many categories of weight at the same time. So then what we do is getting it out of your head. Let's make sure that we, we actually name it. We figure out what it is. Is it current today or is it future? And then what on there? Like, I just have a whole list. Then after that, I want you to make sure that you're not accidentally making your weight heavier than is intentional because when it stays like very personal,   or vague or just in my head, this is where it can actually get heavier. So like trying to be everything to everybody. No one else is owning outcomes, unclear roles, lack of KPI visibility, like avoiding hard conversations that would honestly make your life a lot better. Assuming people will just figure it out, like if they just cared, they would figure it out. Like this isn't how it is. That's not what it is. And so when we have it in there and it's just there and it's vague and it's personal, looking at your list and saying, is this something that I'm taking personally? Is this really about me?   Is it vague and could I define it better? And if not, like, let me clear those up because then what we can do is we can look to see, is this a you? Is this a you problem in leadership? Is this something where we need to rise our team up? Or is this something that like we can honestly delegate and get it off of us? So when we look at that, accountability is going to reduce stress and we've got to have clarity and follow through so that we were not having like a ton of guesswork. So what it looks like is like, then I look at my list and I'm like, okay, is this personal and personal attack on me?   Do I need to fix that personally? Is it begging? Could I clear this up? And then from there, what really needs to happen today? And is it truly a Kiera slash owner issue or is this something I can delegate and give clear ownership and clarity on and move it off of my plate? So it feels very heavy when you don't know like who owns this, how is winning happening and is it reassured? Like I love a KPI scorecard. That's why we put KPI scorecards in place. This is why we have like who owns this metric. We have job descriptions. We have job duties for people.   Like helping you just see like, okay, if I have an issue with payroll, who's the person on my team that's responsible for that? All these things that are keeping you late at night. I've got to order, I've got to pick this out, I've got to do this. Okay, great, is that really a you thing or is this even be part of someone's job description or do you just need to let go of it? If I'm looking at stress on cashflow, okay, great. Like, is it a spending problem? Is it a production problem or is it a collections problem? What really is it and who owns that and can I give accountability to someone? And I think so often we just sit here. Like for me, I sit and swirl.   I'm like, okay, all these things are going on, all these things, and they call it the crazy eight. So then I like flip around and I'm like, my gosh, everything's falling. So getting it on paper, figuring out what really is the crux and then picking the top one or two items that are gonna move it for you, that starts to lighten the load. So it's what one or two things really need to happen today. And we move out of hero mode into leadership mode. We have our numbers tell us the truth. Like I can sit here and freak out all day. And sometimes I'm like, my gosh, we're behind on this, we're behind on this.   But when I look at the PNL and I have the numbers and I look at our cashflow report, is it really that or is it just my like psychoticness honestly, of ruminating on it when it's really not that bad. So what are the numbers tell us? Numbers are always gonna tell the truth. And then we've got to give ownership to our team and we don't take it back on. I feel like anytime I delegate, it never comes back to me. And then we have these check-ins rather than building resentment. I realize a lot of times,   I'm holding resentment because I don't talk to my team. I don't fill them in. I'm not telling them what's going on. Build like one-on-ones every single week if you need to. So you got more regular touch points when they aren't these heavy daunting. And then like, just recognize that sometimes it's freaking hard. Like right now, Dental A Team is going through a growth stretch phase right now. Like, I'm living this right now, which is why I can speak to this very authentically. And what I found is it's just sometimes hard. That doesn't mean it's failure, but I found.   When does my load get lighter? One, when I prioritize what really needs to happen today rather than what needs to happen in four months. Two, delegate out things that really are not my responsibility and I can pass other people, but have a check-in cadence. So can I check in on a KPI scorecard? Can I check it on these other areas so it doesn't get lost? And I'm not talking about everything. It could just be one thing. Like literally we weren't hiring very well. We made a KPI scorecard. I know how many resumes have been done. I know how many interviews have been done. I know how many people are on our bank. It's so great for me.   Now it doesn't sit in my head of like, where's high? Like literally, I wish you guys could see, I hope you can see it. Like, I hope this becomes a real like rubbing my head. All right. Where's your hiring app? What needs to get done for this? I just tell me is someone coming like for the love of everything holy? Where are we out on production? Where are we at on unscheduled treatment? Where are we at? Make it into a KPI. Have people report every single week. Then you can look at the numbers and see really where is the problem.   Is it a diagnosis? Is it a case closing problem? Is it a new patient problem? We then can figure it out. And what this does is it then is a, is it a people problem, a process problem or a priority problem? Like I love this. And so for you guys, like look at it. Is it a people problem, a process problem or a priority problem? And then figure out which one of those are you going to address. And this is great for me. Like this is truly, hey, Kiera, take this on. Is it people, process or priority problem? Half the time I will say it's a priority problem. We want all these nonsense things to be fixed today.   when really they're not truly the burning urgent piece. And if you fix the root problem, the bulk of your issues would go away. Now, who else can help me carry this load? I used to make laundry lists and now I make laundry lists and see how many of these can I delegate out and make sure they're reported back to me rather than me doing it. And then I look at my numbers and I really live by the numbers. And then the last piece is maybe what conversation have I been avoiding that would actually lighten this immediately.   I'm really gonna sit on that for a minute because I think this one actually is the hardest one for me. Maybe for you, it's the people, like it's the people problem, process problem or priority. Like I don't prioritize. Maybe it's that I refuse to delegate problem. Maybe it's I don't look at the numbers problem or maybe it's I avoid conversation. So who are you? Are you on the priority issue? Are you on the delegation issue? Are you on the numbers issue or are you on the avoiding conversation? Every single one of us has a, I say like,   aren't like sins, but I feel like it's like, what's my flavor of choice? Who am I? And I think even identifying who you are for me, it's the conversations I avoid. And I've had to accept like, someone said this the other day to me, they said, nothing's worth your piece, Kiera. And I thought about that. And I thought, all right, conversations need to be had. And they're not confrontation. They're just conversations. So when we look at this, and we can say like, do I not prioritize correctly? Do I not delegate?   Do I not look at my numbers and metrics to make these things less stressful? Or what conversations am I having? This is how you start to lighten your load because you stop caring everything. You start identifying it and you start leading your team. This isn't an overnight sensation, but I think so often the days feel long and the months are fast. We overestimate what we can get done in a day and underestimate what we can get done in a year. I hope you heard that. We overestimate what we can get done in a day and underestimate what we can get done in a year.   So half the time this feels heavy because you're carrying cash pressure, team pressure, decision pressure, priority pressure, emotional pressure, but we let it all sit there. And the goal is not to feel nothing. The goal is to stop carrying everything alone. And the goal is to stop doing this based on emotions, but rather live in facts. Like let's get the emotion out. Let's live in facts. Because I really want you to recognize that having this, again, a recap is...   We sit here and we have it like where it sits there quietly and everything is there and we feel responsible. Then we sit there and we make everything personal and about us and it's unclear and it's vague. And then what we do is we actually move out of that mode into leadership mode and we start to lead. We start to guide, we use our numbers. And I think for you when you're having this, this is real life. Every owner feels this. You're not special sitting over there licking your wounds. I do this all the time. I'm like, no one else. Like I am so, it's my ego. Zip it ego.   Let's get into leadership mode. My ego wants to sit there and be like, oh, woe is me. I have all these issues. Yeah, guess what? I freaking signed up for this when I decided to be a business owner. That doesn't mean it makes it easier. And it doesn't mean you need to go about it alone. And it doesn't mean that you are alone because every owner, every person feels this. It's just a matter of what are we going to do? So action items are number one, you've got to get it out of your head and you got to prioritize. Number two, I got to figure out who I'm going to delegate this to. Number three, I'm going to make sure I've got KPIs and scorecards to fix these metrics of all these problems.   Truly everything can be solved by a number and four, I'm gonna start to have the conversations that I need to have. You just take those four bullet points on and you put that on a sticky note and you live by that, your life will look different in 30 days, guaranteed. But how often do we go into denial? We go into doom scrolling. We go into like, whoa, well, their problems aren't as bad as mine, so I'm doing pretty good. We go into like, tomorrow's a great day. I had a great, huge case. Everything's good again. No.   It's just gonna hit you, it's gonna boomerang back to you. So let's stop the boomerang, let's stop the fatigue, let's stop the crazy eight and let's actually commit to doing one thing, one thing. And if you're so in it, I'm in it. I mean, today I actually had a great call. I called a mentor, I called a coach and I said like, hey, I need help. We set it all up and I was like, where are my blind spots? What can I do and what perspective do you see?   And I think that's the beauty of having a coach, having a mentor, having somebody who's not in it with you. So you don't have to solve it all alone. I actually realized that ownership is pretty easy. The mental stamina to get through it is why we need coaches and support groups around us. That's why we joined masterminds. That's why we have a peer group. That's why we have other people. This is why you've got a coach that's there for you at your beck and call in dental 18. You've got a CEO founder that can literally speak to your exact problems and help you out.   You have a peer group of brilliant people at the mastermind. They're like, it was amazing. Someone told me, said, Kiera, what I realized is amazing. They've been a client with me for gosh, six years. And he said, Kiera, I didn't realize how many incredible practices that you have around you that now we get access to. You guys, I attract and collect great people. And if you're listening to the podcast, I guarantee you, you're probably one of them and I'd love you to be a part of it. Don't do this alone. Why don't you grow your practice 10X this year? Why don't you your profitability at least five to 10 % this year? Do it with people.   that get it, that understand it, that are willing to drive you through it. You do not need to do this. can email today, hello at the Dental A Team. You can go and click on and book a call. But I think it's a matter of when pain hurts, execute. Because tomorrow it might get better, but that doesn't mean it got resolved. It was just a bandage. It was just a happy day. this, like the root is we gotta fix this and we gotta fix it forever. So I want you just to realize that sometimes when you feel this like hidden weight of ownership,   What it usually is signaling is that you need stronger leadership, you need stronger structure, and sometimes you don't know how to get there on your own, but I guarantee you that that's gonna get you out of it. So I want you to just realize this is for you. This is why we talk about it. This is people don't talk about it. And I want you to truly have the help, have the resources. So if we can help in any way, fantastic. Reach out, Hello@TheDentalATeam.com and just do yourself a favor. I think this is the greatest gift you can give yourself as an owner, as a leader.   ⁓ is to not sit here and stress constantly, to not sit here and carry under the heavy weight of ownership that is unnecessary. We can lighten the load today. It can be removed. And I think having a fairy godmother consultant is one of the greatest things that we could ever offer you. reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Send us Fan MailWhat really tanks car wash M&A deals after the LOI? Behind The Business hosts Chris Jenks and Jeff Pavone break down the biggest post-LOI pitfalls—from quality of earnings gaps and messy corporate allocations to over-optimistic projections that don't survive KPI tracking. They explore real estate red flags like environmentals, lease assignments, estoppels, and encroachment risks, plus the role of specialized legal counsel and a disciplined process in keeping timelines intact. The duo also exposes financing risks on the buyer side and why out-of-market offers often can't clear credit.What You'll LearnWhy weak financial discipline, four-wall vs. fully burdened confusion, and deferred maintenance hurt Q of EHow buyers track KPIs post-LOI and re-underwrite when projections missThe real estate issues that blow up deals: environmental, ground leases, assignments, estoppels, and encroachmentWhy your real estate attorney may not be the right M&A lawyer—and why the buyer's team is so deepHow to de-risk financing failure with vetted buyers and backup biddersThe process tools that matter: data rooms, request triage, and strict timelinesSmart structuring: when to avoid earnouts, use seller notes, and secure deferred paymentsIf you're preparing to sell, this episode is your practical playbook to move from LOI to close with confidence. #CarWashMNA #MergersAndAcquisitions #QualityOfEarnings #PrivateEquity #BehindTheBusinessConnect With Us:https://www.facebook.com/AmplifyCapGroup/https://x.com/i/flow/login?redirect_after_login=%2FCarWashAdvisors%2Fhttps://www.linkedin.com/company/amplifycapgroup/https://www.youtube.com/channel/UCyy2-_zM-liZr95drgKDX3g

How do KPI for a business become so misaligned that they drive in frustration and missed opotunities? The answer is in this podcast, this week I look at how department and area KPI are not helping deliver results to your business and how they maybe hurting it. I look at the 4 core KPI which every business needs to make sure they have. Please send any feedback or questions to managermattpodcast@gmail.com

Summit 2026 was all about scaling leadership and growing profit in your dental practice, and Kiera and Tiff are here to revisit the highlights. They discuss understanding where your time goes, what it looks like when you need a priority realignment, controlling reasons versus the results, implementing the yes model, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and today is a really exciting day. I got the one and only Spiffy Tiffy on the podcast with me and we're here to do a really exciting podcast. Tiff, how you doing over there today? Excited?   Tiff (00:12) Hi, I'm so excited. We have not podcasted in far too long. Like our schedule's just, it's hard. It's weird because we never see each other. So it's super weird. I know.   Kiera Dent- Dental A Team (00:19) I know, but we did just see each other in person, was   honestly the reason we're podcasting today. But did you miss a little bit? I mean, I had thought during that time where we were testing all the sound forever that we should just bust it out and podcast right then and there. Like, let's just do it.   Tiff (00:38) my gosh. Well, last   year at that same time, we busted it out and we did a podcast on the mountains. So it would have been effective, but instead we had a dance party and karaoke.   Kiera Dent- Dental A Team (00:43) I know. I know.   We did. And what we're referring to is if you missed summit 2026 with the Dental A Team, you missed out. Tiff and I got together in person, which was a blast. Like I said, Tiff and I used to hang out all the time and Tiff, think like the future life of you and me, that sounds funny. I think that's almost a TV show. I think we need to just like schedule in where we hang out more, not for work. Like I'm coming to Arizona soon. You came out to Reno. We got to just hang out. So, but yeah, we just, were together in person for summit 2026 and   This year's theme and topic was scaling leadership and growing profit in your dental practice. And I think, we just had a good time. what we were alluding to was, ⁓ luckily, I don't think people know, but the day before summit, Tiff and I sat there for what? Eight, nine hours trying to get the cameras and the audio. I have done this. That was summit number six. So Sexy Six is what we did. Tiff, we've done them six together. Like that's a pretty incredible, incredible run.   Tiff (01:37) Yes.   That's wild.   Kiera Dent- Dental A Team (01:48) but Tiff and I literally sat there. If you saw the reel on Insta, Tiff and I were sitting there doing karaoke. We were dancing. We were doing a talent show like cartwheels, backwards somersaults, handstands, headstands, things that I don't think either of us had done since we were probably like 15. But you know, Tiff, we didn't get to experience that part of life together. So we had to bust that out together. Right.   Tiff (02:08) True. That's fair, that's fair. That was a good assessment,   Kiera Good assessment.   Kiera Dent- Dental A Team (02:13) Well, it was a really fun time. And I think Tiff, it just reminded me of why I doing this with you. ⁓ I think when we get in person, there's just magic. And so when we put together the summit, I think something people don't really realize is Tiff and I, we don't practice. Like we've got our decks and we've reviewed it, but a lot of the magic just happens because we love helping people. love changing lives. I love watching Tiff in real time do half of my like crazy experiments. Like it's been since the beginning of time that I'm like, all right, Tiff.   I'm not going to tell you in real time, you're going to do this. And I think that that's what makes Summit so special is it's, it's you and me, Tiff, doing it in real time. And the consultants are on the chat, like she definitely carried us quite a bit this year, but we kind of, for those of you who might've missed or those of you who did join, Tiffanie kind of wanted to just do a little highlight reel of some of the key takeaways from Summit that we were able to have. And Tiff, think like probably my favorite part is always the beginning part. ⁓   Tiff (02:54) I'm tired.   Kiera Dent- Dental A Team (03:09) I mean, it's probably because it's the beginning part. And we talked a lot about how like your business can't outgrow your leadership. And we talked so much about this leadership and Tiff, I know leadership is such a passion for you. within that leadership realm, we talked so much about how like you as a person are the most important piece. And I think a lot of people forget that. And I think that that sometimes like driving home piece of summit that I love to highlight. I know you love to highlight, let's kind of rift on that beginning part, the you part, the leadership part, all of that in that yes success formula that we've.   We talked heavily about at summit this year.   Tiff (03:40) Yeah, and I think, Carrie, you said something there. You said, I love leadership. And immediately, I thought, I do love leadership, but I love leadership because leadership focuses so heavily on the actual person, who they are, how they show up, and how they create the culture that everybody wants to be a part of. So when you say, I love leadership, and then you let it in too, and then them. That's why I love leadership, and that's why I love working with leaders and CEOs. So a CEO dentist and then.   the leaders of the practice, but really those leaders come down to people who are inspired by growth, who are ready to take on the next level and who want to give something back to the world. And for me, inspiring those people, like double, triple, quadruple is the impact that we get to make. So that's why it's so cool to me. And so doing things like Summit where we do, like we do open up with who you are because you are the focus that   is required in order for anything else to work. so, yeah, leadership is a passion because people are a passion and I think both of us feel that way.   Kiera Dent- Dental A Team (04:47) Absolutely. Like we've said so many times, like life and people are our passion. Dentistry just happens to be the platform where we get to connect with all of you. And Tiff, as you said, that it really made me start thinking about like, what do you spend your time on? And I loved the little, this year we did an hourglass and Tiff, was fun for you to build the hourglass, right? Like where do we actually spend our time? I think it's something where so often as we're running and we're living our lives, we don't take the pause moment to see like,   I can say my family and my health and my business are the most important thing, but when I look at my calendar, when I look at these items, where is it really? And I actually loved the image of an hourglass because ⁓ maybe it was the birthday this year, Tiff, but like there was a moment this year where I was like, I could be halfway done with my life. And so in the hourglass, I feel like it's our time and it's, is it slipping away into the things that we value most? Is it slipping away into the things that we care about the most?   Is it slipping away to where I am, my 90 year old granny with cotton candy pink hair, who's freaking ripped Tiff. There's like another version of her that's come to the forefront. Like I gotta be ripped and like able to move. I can't just be like dead. Like that's been a new element added into this vision at the Villa. ⁓ But like, what is she gonna remember about this time of her life? And what would she wish that she prioritized more? And I think so often we can get stuck in this like the day, the urgent, the chaos. And I love that and Tiff,   This is a fun thing. had you go and build your little sand piece and build your hourglass. What were some of your thoughts like when you did that and doing it in real time and having offices do it in real time with us?   Tiff (06:22) Yeah, I think ⁓ first an hourglass always makes me think of ⁓ Aladdin. I think of Jasmine, right? And so when I think of the hourglass, I think of, yes, like, where am I spending my time and how much time is slipping by? But then I also think of the other side of that, where we're oftentimes consumed by our time. And so I think of Jasmine, like, and I hope everyone here knows the reference that I'm going for here, because I don't have a picture of it.   Kiera Dent- Dental A Team (06:28) Mm.   Mm.   Yeah, she's like trying to crawl out of that   stand. It's like suffocating her.   Tiff (06:50) Yeah, she's like in the sand   and it's suffocating her, right? So it's like falling on top of her. And that was what I went into that project with that day because I see an hourglass that's just my millennial mind thinks of Jasmine suffocating by the sand. And so for me, I went into it of like, what is suffocating me? Meaning what is taking my time that I'm not intentionally maybe devoting the time to? But I'm like,   Kiera Dent- Dental A Team (07:02) .   Tiff (07:17) just letting it, like you said, slip by. And so I went into it with that kind of mind frame and it was really cool. We did it last year too and last year's was a little bit different and last year I forgot to put work on there. This year I did not. It was a fun exercise.   Kiera Dent- Dental A Team (07:29) It's okay, Tim. It was, I think you had to   block it out. Last year's work was crazy. I think it was like an immediate, like, I need to cut this out of my world, which is fair. And based on the year we lived, I don't blame you. So it felt good that it didn't monopolize. It wasn't home. Like, it's got to just go. We got to, and I don't blame you. It was year for us, for sure.   Tiff (07:40) I agree. It was like an omen.   Yeah,   yeah. But it made it, honestly, it made it intentional. Because no matter what it looks like, no matter how you do this exercise, it brings something to the surface. So last year, it brought that to the surface for me, where I was like, wow, that's wild. Like, why did that happen? Because I didn't intentionally leave it off. I didn't intentionally put it on there. So I don't ever go into it to try to do it right. I go into it to just try to do it.   Kiera Dent- Dental A Team (08:15) Mm-hmm. Mm-hmm.   Tiff (08:15) And especially with your boss standing next to you, like, was like, well, shoot,   cares like you got something to tell me, then tell me. But it was, it brought something to light. And this year felt much calmer doing it. It felt much more ⁓ intentional, I guess, is like the best word I can align. think aligned is my word this year. And so it did feel more aligned and like, there was more intentionality put behind things. And the point of that is wherever you are today is where you are. And being able to see.   where you want to spend time and what your priorities are, is your time spent in alignment with what you say your priorities are? And I love that you always explain, it doesn't mean that it's gonna be equal parts, right? Work, like I work more hours during the day, four and a half days a week, than I do like awake with my family, right? But the...   Kiera Dent- Dental A Team (09:11) Mm-hmm.   Tiff (09:12) intentionality behind it of how it's not like to me when I go into that it's not the actual physical hours that I'm spending in those things it's the emotional time I guess the emotional you you know your your what is it that you call it then ROI on your time right are your emotions emotional easy there you go are we thank you I was like is it really that easy emotional ROI that's fine guys so I'm here for it thank you yeah   Kiera Dent- Dental A Team (09:23) Mm-hmm.   the emotional ROI, like the ROE, return on emotion. Yeah, I got you girl. Mm-hmm. No, it's ROE, return on emotion, right? You're welcome,   I got you. Yeah, I...   Tiff (09:41) Yeah, so anyways,   that's what it's spun for me. it really highlights a lot, I think, for business owners and for leaders to really see if I'm showing up short, if I'm showing up, you know, chaotic, if I'm showing up calm and like, why, where are my priorities lining and how can I realign?   Kiera Dent- Dental A Team (10:00) And Tiff, I love that you said that. And I love like we do, we do a different variation of it. This is something I really like because I feel we don't take that pause moment. Like to me, it's like the, the small space between like taking a breath and releasing a breath. Like there's that small pause. I feel like that small pause is where so much intentionality can happen. so Tiff, thanks for always being my guinea pig. Like it makes it feel like more fun for me because I, I know that Tiff, come into it so real and people that attend summit. So if you don't know about summit Tiff and I do it.   completely virtual. And the reason we've done it virtual, people have asked for years, like, why don't you guys do it in person? And what we found is we want doctors and teams to come together in your office space. Like what is the easiest fastest way for us to rally to impact you? We don't care if your husband or your kids or your wife or your spouse or whomever it is, is with you in that space. Like how fun is it? Like we see families with their kiddos. We see people in their homes. We see   We see you guys living your real lives. And so that's why we've done it virtual. We've done it virtual for six years and it's four hours. It's three and a half hours of CE and it's incredible. It's always the last Friday of April. So you guys can mark your calendars for 2027. I cannot believe that. It'll be the seventh year. I had to remember, I had to remember it's, sorry, it's the second to last Friday. It will be April 23rd next year. But...   Tiff (11:09) I said that earlier.   Kiera Dent- Dental A Team (11:17) We always do it the same weekend and we purposely do it where it's not the very beginning of the year. It's not the end of the year. It's that like special pause and like, let's look to see. And the whole point this year that we really try to bring in with you, cause like we focus there because I think people want like, what are the systems? What are the tactics? What's the profit? How do I do all these pieces? And we're like, if you pause and look and make sure that where you're putting your ladder and wanting to hang your shingle, is that really where you want your life to be? Because we can be a few degrees off as we're flying our life plane and we can end up in.   Bermuda or we can end up in Antarctica and I've been to both and they're very radically different locations and so it's are you actually headed where you want to go and this year I really brought up ⁓ a Topic that I'm obsessed with and it's like you are the billion dollar asset and if you don't see yourself as a billion dollar asset I think we're looking at our lives wrong and like you are the one who ultimately controls your success and happiness You are the one who has success and failure and you control that in your office   You are the one who controls where you spend your time. No one's forcing you to do anything. Like we are so blessed to live in the country we live in, the places that we live that we get to make these choices. You control the reasons or the results. And I love that line. You control the reasons or the results. You can't have both. And to really just help people see like, I having reasons for my lack of success or my abundance of success? Or am I actually having the results of what I say I truly want? And if I'm saying I want that,   but my actions aren't showing that either I need to change my plan and figure out what I actually want or I need to change my plan to get what I actually want. And so ⁓ one of my favorite lines from all of summit was you must prioritize you first or you will always fail. There is no other way to success. Stop all the excuses, start owning the outcomes. And I think for all of us today listening whether this is a summit recap for you or you're getting the highlight sizzle reel for you.   I hope that today you recognize that you've got to prioritize you first. And it's so easy Tiff, because I feel like I had this epiphany probably before I even met you, I think. I was like, life is so fascinating to me because there's so many things that scream and grab my attention that I feel are so important. But when I take that pause, that breath, half of that doesn't actually matter. And I'm just in the momentum and the slurry and I need to be intentional with how I build my life.   I don't know, maybe I'm going off on a tangent. I know this is something you and I love and I hope for doctors and teams listening today. I hope you can take that pause. I hope you can see that you are the billion dollar asset. I hope you can see like Tiff said, like, are we being suffocated by our time or are we watching our time slip into the areas that we hope it is? Where are we spending our time? We had a bunch of categories of time, but really like stop the excuses or owning the outcomes of what you want because you are ultimately the one who controls all of the success or failure in your life.   Tiff (14:04) Yeah, I agree.   And I think the reason that it's so imperatively important is because then we talk about earnings and then we talk about systems, right? We have our whole model and I can't, you can't talk about earnings, you can, but they're not gonna hit home as much if you don't have like you in alignment or at least reality. I think if you can spread at least reality and just be.   clear on who you are, how you're showing up and how you want to show up, then the earnings come, then those pieces come. So the profitability and all of those pieces that we talk about in our next little highlight reel here, they fall after that because again, like you are the reason that any of this exists. And if you're not in alignment with that, none of the other things are going to happen.   Kiera Dent- Dental A Team (14:53) 100 % and tiff, it's wild. Do you remember how many times we tried like an alliteration, a little like, what is deadly teams methodology? Remember the SPF one? Like I think that was one of like the funniest ones that like we had some ones and it just landed and locked one day when it was the yes model. Like it's the yes success model and it's you earning systems. And when I first put it together, I thought it was cute and it's crazy because subconsciously we put it in the exact order it needs to go in.   Tiff (15:02) You do?   Kiera Dent- Dental A Team (15:20) for to truly be able to say yes to your dream life. Like you've got to focus on you. Then you focus on the earnings and then the systems will be what those two tell us. And it's like to me, the yes, excess are like your three numbers on a combination lock. And I feel like so many people try to be like earnings, Y like you. So it's E Y S like, okay, well that's well eyes like ish like that could be your combination, but you're never going to feel fulfilled. You're not going to be able to say yes. You're going to say eyes or I can be like, well let's do systems and then earnings and then yes.   or like you, well that says say, so are you gonna say, say your life away? Or are gonna say yes to the life you actually want? And it's been fascinating, because I think the more we coach on it, the more we teach it, it was something that came out of, I just thought it was a cute acronym, but the undertone of the subconscious of knowing that you've gotta be prioritized first, then you've gotta do your earnings, and then you gotta do your systems. And so if you're like, let's build systems, and I'm like, well, if you're not profitable, the whole thing's gonna crash down and burn. If you don't take care of you,   the whole thing's gonna crash down and burn. Like it literally is a sequence and an order. like the pinnacle peak of everything that we talk about, everything leads up to a saying like success without fulfillment is the ultimate failure. And I think to everything we talked about at the beginning of this podcast, coming into here, like I think that's my like hill to die on is if we are successful in our marriages, but we're not fulfilled. we're successful in our businesses, but we're not fulfilled. If we're successful like...   That fulfillment piece is joy. That's the happiness. Like that is the juice. That's the squeeze of what we're all working for. But I think we prioritize the success, the money, the earnings, the status, the elite. Like you can have it all, but just make sure you're fulfilled and you're taking care of you. And it's really the life you want to live, not the one you think you should live or the one that you just happen to fall into or the one that the patterns got us into. But you actually own your life rather than just manage it.   Tiff (17:10) I agree. I have been a firm believer that if I'm not taken care of or if I'm not happy, down to the choices that I make in my personal life when it comes to Brodie and his happiness, I have always said, if mom's happy, Brodie's happy. If I'm taken care of, and that's the CEO of our family, if I'm taken care of and I'm a priority, I'm then teaching everyone else to do the same and all those other pieces come into place and for the practice.   Kiera Dent- Dental A Team (17:30) Mm-hmm.   Tiff (17:39) Every doctor comes in and says, need systems. And we do cover systems. We've a ton of systems in Summit. We cover all of them. But we also are a firm believer, a company that believes that those systems have to be in alignment with your culture, with who you are and what your goals are. So we have systems for everything. But we're going to tailor it and customize it to fit you and your circumstances. And if we're not super clear on who you are, what your goals are, your culture,   We're gonna hit that home real hard first and then figure out your systems, because you have systems and they're working to an extent. We just gotta clean them up a little bit and they're probably a little misaligned with who you are, who you want to be.   Kiera Dent- Dental A Team (18:23) Exactly. And Tiff, I love that. Like the CEO of the family, the CEO of this, like, and really like, yes, take care of you. Have that. That way you've got a full bucket to come from. So yes, we did go through after that the earnings portions. We talked about overhead, profitability, cashflow, like what are those items? We have a cost spending spreadsheet and you better believe we had an entire stack that people at the end of some were able to access. And it had so many spreadsheets, our overhead calculator,   like what is profitability? What is like true profit? What is cashflow? How do we find those small money links leaks in our practice? So like talking about different ways, like where are the small gaps in your bucket? Where if you just shore those up, there's so like, it is the lowest hanging fruit that are just the aha moments that people are not thinking about. And I love doing it because it's like, ⁓ like that's such a great idea. That was so easy that I didn't even think about. And of course I get like all jazzed on life doing the earnings section because like I   love numbers and numbers of me. Like I live to teach people how to be profitable and how to understand numbers and learning that business acumen knowledge. I feel like it's been another language that if you've watched me even over the years, like both of us growing and evolving and I was the girl who sat in a class that truly was like everyone else has business figured out, but not me. And I think so many dentists and so many owners can relate to that phrase of like, why not a drill a tooth, like PNL, KPI, like what the heck are those?   And to be able to break it down, think one of my favorite, favorite compliments of Dental A Team is like, we are the Dr. Seuss of systems. We make things so simple for people. And I've like hung onto that because if we can make numbers so simple for you, like think Dr. Seuss style, how much easier is it for you to go in and to be confident looking at your numbers, to be a competent CEO that uses those numbers rather than emotion.   to really get to the life and the dream you want. So tip, those are like some of my highlights. Those are some of the fun things. And then of course, you're like rolled right into systems, but I didn't know if there was anything on the earnings section before I roll into like systems, because the sexy systems are always a good time, but anything on earnings you wanted to add to that.   Tiff (20:25) Yeah.   I just wanted to let everybody know like the after summit, the number of text messages and emails and just like messages I know that we all receive, but that I personally received from my own clients that I work one-on-one with it or their attending summit that were like, I know we've heard this before because you guys talk about it all the time, but something hit different today and I'm so excited. Like I had   a call with ⁓ a client actually that morning and he was trying to go through it and he was just confused and he just doing, was like overworking it and overthinking it. And I was able to be like, cool. And then he, he watched it, you know, he, learned it and I made sure he had all the tools he needed in that moment. And he's like, my gosh, I was overcomplicating it. Like the way you do it is so much more simple than I was making it. And that's like, you said that Dr. Seuss, right? But even like that's a system.   Kiera Dent- Dental A Team (21:15) Nyeh.   Tiff (21:24) So we talk about systems and we're gonna talk about systems, but that in itself is a system really learning how to read your numbers, figure it out and simplify what you're looking at because it doesn't take a doctorate to look at those things. And sometimes we think it does. So we apply our doctorate to it and we overcomplicate it. So I just wanted to make sure everyone knew like the amount of information or the amount of people that are like.   Kiera Dent- Dental A Team (21:25) Thank   Tiff (21:51) Thank you so much because this was so helpful. And for whatever reason today, I heard it differently. That's why we repeat things too is like how many times have we gone to a convention or listen to the same podcast and we're like, gosh, today I heard it with different ears and I got something else out of it. And that's why we have repeatable systems and why we have those kinds of conversations. Cause something different will come out every time.   Kiera Dent- Dental A Team (21:53) Yeah.   100 % Tiff. And as you said that, think there's like, there's a quote, I might be tootin' my own horn. I think I actually made this one up. so if I did great, and if I took it from someone, I'm really sorry, and it's actually yours. But it was like, sometimes the greatest form of learning is remembering what we already know. And I think so many times we come to these conferences, we go to these things, it's like, I've already heard that. And it's like, but you haven't, because you are at a different location of where your business is, of where you are, to where it's gonna land differently. And so I agree with you, Tiff.   Systems were fun and we went through like some of our favorites of like case exceptions and block scheduling. But I think what I really loved was we actually like then broke down into like, what is it like to be a CEO dentist and the delegation ladder and like helping people. And then like at the top of the delegation ladder, how we like split leadership into an executive side and an operational management side and helping Dr. C. And we actually did this in our like internal private mastermind group that we work with our clients and so many of the doctors, love that. Like kudos to Tiff. She was one who has the brains behind this topic.   of let's talk about delegation. And when doctors look at their like list of things that they've got going on, when they listed everything off and then they went back and like looked to say, what really can only you do? It was two things. It was vision culture and you might throw profitability on there, like pending upon how your team is, but that's it. And like, tip, I freaking love that epiphany for doctors. I love that epiphany for OMS because when you got like the two halves of a whole like doctors, we need your vision. need that execution. need that culture. And OMS are like, and then give me the to-dos and like, let me GSD over here and to help like,   both of you in the same room, see how this applies to both of you and where your sweet spots are. To me, that was one of my absolute highlights. And then like a leadership evolution where how you evolve through that were truly some of my faves. But Tiff, maybe you had something else, because I know you love that part too.   Tiff (23:56) I agree.   I do. I think it was interesting the way that we laid it all out because we did do systems. We did implementable systems. We always do that you can walk away with. We talked about our 12 systems. We will always deliver those. But the reality of, I think, the biggest part of the systems is what you just said, that delegation ladder, because we have all of these systems. But you're not the only one who can do them, by the way. And you're not the only one.   Kiera Dent- Dental A Team (24:24) you   Tiff (24:26) You're not the one who has to do them. so learning systems is one thing, but then learning how to foster the systems and like delegate them out and hold someone accountable to doing the system is a fully different kind of system. Like that's why when people come to us and they're like, girl, I just need systems. I'm like, everything is a system. You're just not seeing it from that lens and you're trying to do too much. So what part of the system or what   part of the experience for that patient, do you not have to do 100 % of? If they can do 80 % of it, you can do 20, if they can do 90, you can do 10. Like they make songs about this and we apply it to like romantic relationships, but every interaction we have, every relationship that we have, they work the same. It's a give and a take. And if you're taking more than you're giving and there's never like this back and forth or this equality in the middle,   you're doing them a disservice because they can't grow and you're doing yourself a disservice because you're limiting your own growth. And so when you can see that within the system, see the part that each person plays for those systems and divvy out those responsibilities, that's where the growth is.   Kiera Dent- Dental A Team (25:41) Exactly. And I think it was just fun because like what Tiff and I do is we talk about like the yes model and then like, how do you actually implement it? And like getting into the nitty gritties of how do you do this? And like Tiff said, like splitting it and how do we actually elevate each other and help each other be our best? And then we talk about winning teams and we pulled in Patrick Lanziani's five dysfunctions of teams and then like the extraordinary success formula and then case studies of like the good leadership and the bad leadership and like things we've seen from consulting like   literally hundreds and thousands of offices. And to me, it's really fun because we like put a pretty bow on it and we wrap it all up and we have this entire awesome stack of like all the spreadsheets and all the pieces. But I think for me, it's a like, all the content every single year is revamped. It's it's built upon it's different ways to present it to you. But what I always hope is like, realizing that the people around you are on the boat to success. And are you going to sit on your own isolated   little island over there, like crying your eyes out because you're lonely. Or are you going to get on the boat to success with like-minded people like you that are going to grow you, that are going to push you, that are going to be a group? like, yeah, there was a surprise. We invited people to our in-person mastermind. And if you're interested in any of these things of like the tech stack or coming into those different pieces or joining us in our masterminds, like please reach out. Hello@TheDentalATeam.com and hey, maybe I'll get lucky. Maybe I'll share a spreadsheet or two. ⁓   Tiff (26:39) You   Kiera Dent- Dental A Team (27:07) But more than that, I hope that you decide that you're the billion dollar asset. Let me be around people like this. If you didn't attend summit, put it on your calendar next year. Be sure that you're on that. And then if you're like, gosh, like everything you talked about you and like putting myself first and like helping a vision and relaying that to my team, because what Tiff and I are obsessed about and why we built this company was we got so tired of doctors trying to relate to teams and teams trying to relate to doctors. That's why it's literally called Dental A team. It's dentists and teams and both sides of that coin, bringing that together and helping all of you.   Realize like how we succeed in our own individual roles, how we succeed together, helping doctors take your own incredible life and translate that into a vision your team can rally. What your numbers tell you, what your systems tell you, all of that. And that's something that I really freaking love. And Tiff, summer was just magical. It was a magical time this year. And that's kind of my rap, but I guarantee you got a rap then. I hope people just loved it. I hope they choose to be on the boat to success and not be left on their own Island. You don't have to be alone.   You don't have to be alone in your problems, but it's time to like own it, stop the excuses and either have reasons or have results. You can't have both. That's my wrap Tiff. What's your wrap? Anything you want to add to that?   Tiff (28:14) Yeah, the community piece, just wrapped it. That last piece that you just talked about is the piece that we get the biggest feedback on, if I'm honest with you. Yeah, we are incredible. I'm going to be honest with you. We are a really cool freaking company and we produce some amazing results. I have heard from so many people, from so many other companies that they say, you guys are different because you're actual   Kiera Dent- Dental A Team (28:27) We are.   Tiff (28:40) consultants and you're not just trainers, like individual trainers. So I know without a shadow of a doubt that we do it differently. So I can toot that horn all day long because I know that we are really good at what we do. What is incredible to add on top of that, like the sprinkles that are on top of that is that we allow our clients to be this tight knit community. So not only are we working with you one-on-one and producing results for your practice, we're individualizing   Kiera Dent- Dental A Team (28:49) Yep.   Tiff (29:09) all of the things that we do for you, but we're allowing you to share that then with other people. Like everyone loves it. Like I've never sat in a room where I felt so welcome and so heard and so seen and so normalized. Like it's not, hey doctor, hey doctor, hey doctor. It's like first name basis. It's you're just a human just like I am. And we can sit here together and we can collaborate. And I think that even on a virtual platform is incredible that we've been able to create that and foster that.   but even more the in-person events and our in-person visits that we go to practices, all of those pieces. And that's my wrap. Like the community is massive.   Kiera Dent- Dental A Team (29:50) It is. What do we talk about? We talked about like you are the culmination of the top five people that you hang and spend time with. And I've thought like, is it time for me to elevate my friend group and my peer group? That's why I joined Tony Robbins Lions. Like I needed people that were smarter than me. I didn't want to be the smartest one in the room. I want people I could give back to. And I think Tiff, you and I have taken our passion, our love for people, our passion, our love for life.   the things that we've learned throughout life and we're able to turn it into this really fun thing to help dentists freaking succeed and thrive and not just survive. And so this year I thought it was really fun to help doctors and team members elevate their leadership, elevate their profitability. So if you missed it, I'm not gonna lie to you, you freaking missed out. Tiff and I have a good time. We laugh hysterically. It's all live. It's real time. Some of the things we say shock both of us, but hey, it's here for it.   It's engaging with people, even though it's virtual, like we see all your faces. We've done Tony Robbins, like I, we make this thing a whole production. It is lit. So come join us next year. And if you missed out this year and you want to get like, find out more, you want to come join us in September in our in-person mastermind or February, you want to elevate your peer group. You're sick of being stuck. You're sick of being where you've been. You're ready for the next level. Or if you're like, I just want to optimize or like, Hey, I'm drowning. It doesn't matter. That boat is going. Let's get you on it. Come join us. Hello@TheDentalATeam.com book a call.   I will happily love to see you. team would love to see you. Tiff, I love you. I love working with you. I love creating magic with you. I love creating summit with you. And I'm just so thankful for your sparkle, for your love, because I feed off of that. And I think you and I together, like you said, we built a really freaking cool company and we're like kick a in the industry. We know what we're doing. We're experts at what we do. And we do it for dentists and we do it for teams and we make your life incredible. so Tiff, thanks for just like many, many years ago, believing in a vision and making it into what it is today.   Tiff (31:40) Thank you. Thank you for believing in me that I could do this with you. I love you. I love this company. I love what we create and gosh, I love all of our listeners like our clients. I love you and our future clients and those of you who will always be a listener. We're here for you. We're here for all of you guys and we truly do love what we do and when you're ready for that next layer, we're here to freaking layer it on.   Kiera Dent- Dental A Team (32:02) I love it. Well, for all of you listening, take action. Don't stay on your isolated island. You don't have to. It's a choice. Join the boat to success. Come join us. We'd love you. Take some action from today. You're the billion-dollar asset. Think about your cash flow, your overhead, your profitability, the systems, delegation ladder. ⁓ What's your winning team? Are you guys winning? Are you thriving? What's that extraordinary leadership formula? Take action. Do something. And just make sure you're living the life you want. We get one life to live. And think about that hourglass.   Is your time slipping away from you? you actively building the life you want? I hope you're choosing the ladder. And with that, thanks for listening. I'll catch you next time on the Dental A Team Podcast.

Every industry has its alphabet soup — ROI, KPI, B2B, API, SDK, LTO — and we toss these around assuming everyone in the room is fluent. They're not. Even in a roomful of professionals from the same field, someone is new, someone works in a different department, someone comes from a region where different terms are standard. And the moment you use an acronym they don't recognize, they stop listening to you and start trying to decode what you just said. You've lost them—not because your content was weak, but because your language assumed too much. In this episode, you'll learn a simple, five-second fix that keeps every member of your audience with you: define each acronym, set of initials, or piece of jargon the first time you use it. I'll show you how to do it naturally so it never sounds remedial, share the story of a client whose engagement transformed once he stopped assuming his audience knew what "LTO" meant, and give you a practical action step you can apply to your next presentation. Clarity isn't just courtesy. It's the difference between speaking at your audience and bringing every one of them along with you. • PeterGeorgePublicSpeaking.com • The Captivating Public Speaker on Amazon - https://www.amazon.com/dp/B0BJ8HRPWC

On the Performance Health Podcast, Tim Caron talks with Cal State Fullerton coach Alex Curro about his programming process and department approach, using men's basketball as a primary example. Curro explains how he starts with broad assessments (movement, body composition, strength testing, velocity-based training, and frequent force-plate monitoring) but prioritizes trend data over one-time pre/post tests to account for real-world variability. He discusses using normative force-plate data to guide goals, adjusting training based on fatigue patterns and season demands, and leveraging VBT to control rep quality and “earn” progression, while acknowledging limitations when VBT can't be applied to certain implements. They cover managing remote training by maximizing guaranteed supervised time, keeping off-campus programs simple and low-friction, and choosing advanced methods only when athletes can execute and understand them. Curro also reflects on how being a director changes programming oversight, staff evaluation, KPI selection by training phase, and the importance of communication, translation of sport-coach needs, relationships, and winning.

Most business owners think growth means hiring more people. But what if hiring too early is actually hurting your profit, culture, and customer experience? In this episode of The Idaho Business Podcast, Spencer breaks down one of the most overlooked business metrics:  Revenue Per Management Dollar This simple KPI helps business owners understand: When to hire When to hold off How to improve margins How to scale without sacrificing quality Why some businesses become bloated as they grow And why private equity-backed companies often lose their reputation after acquisition Whether you own a service business, retail company, SaaS business, trade company, or growing local operation, this episode will help you think differently about hiring, overhead, leadership capacity, and sustainable growth. Topics discussed: Revenue per management dollar explained Hiring too early vs strategic growth Protecting margins while scaling Leadership leverage in business Private equity efficiency vs reputation How to grow revenue without growing overhead Business systems and operational efficiency Why quality declines in growing businesses   If you're trying to grow smarter, not just bigger, this episode is for you. If you are feeling the love, make sure to subscribe, rate, and review on iTunes, Spotify, YouTube, or wherever you are!! If you'd like to be featured on an episode go to theidahobusinesspodcast.com to APPLY! Apple Podcasts Spotify YouTube

Mike Nicoletti is the founder and general partner of Top Mark Capital, a concentrated long-term investor who built his firm from a $110,000 seed during business school, drawing on experiences spanning tech consulting in Stockholm, competitive offshore sailing, and startup ventures.Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/5:00 — Mike's family origin story: born near Toronto, his grandmother was a Jacuzzi — the family behind the iconic brand. From airplane propellers in WWI to water pumps to hydrotherapy, entrepreneurship ran deep.12:00 — The Jacuzzi family sold the business in 1979 at a bad time; infighting over share distribution led to the undoing. Mike's father passed away suddenly when Mike was seven, reshaping his childhood.16:00 — Stepfather John introduced frugality and discipline. The $1/week allowance ledger, $5 lawn mowing, and a grandfather's advice — "Sounds like you need some new customers" — sparked Mike's entrepreneurial instincts.20:00 — Sailing discovery: learned on a chalkboard, walked onto a college team with zero experience, eventually pursued competitive offshore racing. Sailing opened doors and became a lifelong thread.27:00 — In New York prepping a sailboat, Mike stumbles into Brian H. Lawrence's investing circle at Oak Cliff Sailing. Lawrence seeds Top Mark Capital with $100,000; Mike had $10,000.33:00 — Joel Greenblatt sighting at the Lawrence office. Brian Lawrence Jr. guides Mike through fund setup. "I just did it" — filed Delaware entities, opened Interactive Brokers, built it from scratch.40:00 — Pirsig's Zen and the Art of Motorcycle Maintenance: static vs. dynamic quality as a framework for value investing. Value investors hunt for dynamic quality; dogma is dynamic quality that became static.45:00 — Top Mark's asymmetry thesis: buy quality businesses with unrecognized option value exposed to long-arc trends. Venture capital's trend-identification applied to public equities.53:00 — "Software is eating the world" evolution: from cloud to AI/ML to the current harness phase — Claude Code, Cursor, Perplexity. Enormous infrastructure demand ahead.59:00 — Healthcare disruption: genomic sequencing costs dropped from $1 billion to ~$200. Diagnostics + AI will reshape the care model before patients even see a doctor.1:07:00 — Partnerships over transactions. Buffett told Brian Lawrence only 1-2% of world capital is invested this way — and Berkshire is half of it.1:10:00 — Success defined: Mom's family had love without wealth, Dad's family had wealth with problems, the Lawrences had both. "Surround yourself with good people."1:12:00 — Restoring what was lost: the Jacuzzi fortune, Polish communism — generational wealth as inspiration, not entitlement.Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.

¿Es Mercado Libre una oportunidad de inversión o sus márgenes empiezan a ser una señal de alerta? En este Sanedrín analizamos MELI y los KPI clave que todo inversor debería mirar antes de invertir: crecimiento de ingresos, Mercado Pago, GMV, márgenes, crédito, logística y valoración. ¿Puede Mercado Libre seguir dominando Latinoamérica? ¿Está cara o sigue siendo una gran oportunidad a largo plazo? ══════════════ Dos cosas que debes saber: 1 - Cada día mandamos un email con una idea, estrategia o reflexión privada para que avances más rápido en tu camino como inversor. El de hoy ya te lo has perdido, si quieres recibir el de mañana, te apuntas en: https://locosdewallstreet.com/7-errores/ 2 - Al apuntarte recibes un video titulado «7 errores fatales (muy habituales) en la selección de oportunidades en bolsa». Me da igual en lo que inviertas, tus años de experiencia o el tamaño de tu cartera. Si inviertes deberías verlo (antes de tomar una decisión de la que poder arrepentirte). Lo recibes al apuntarte en nuestra newsletter aquí: https://locosdewallstreet.com/7-errores/ ══════════════ DISCLAIMER El contenido de este canal de YouTube tiene exclusivamente fines educativos y no constituye asesoramiento financiero ni recomendaciones de inversión. Todos los temas tratados están diseñados para ayudar a los espectadores a entender mejor el mundo de las finanzas, pero las decisiones de inversión deben tomarse de forma personal y bajo la responsabilidad de cada individuo. Invertir en mercados financieros conlleva riesgos significativos debido a su complejidad y volatilidad. Es posible perder parte o la totalidad del capital invertido. Por ello, es fundamental que realices tu propio análisis antes de tomar cualquier decisión y, si lo consideras necesario, consultes con un profesional financiero acreditado. Recomendamos: - Contar con un fondo de emergencia equivalente a al menos tres meses de tus gastos básicos antes de invertir. - Analizar muy detenidamente y con precisión cualquier inversión. - En caso de duda consultes con un asesor financiero certificado por CNMV - Mantenerte alejado de promesas de rentabilidades astronómicas, dinero rápido u otros esquemas engañosos. En Locos de Wall Street, nuestra misión es fomentar una educación financiera sólida, ética y accesible para todos, ayudando a nuestros seguidores a tomar decisiones informadas y responsables. ══════════════ #MercadoLibre #MELI #Invertir #Bolsa #Acciones #MercadoPago #Latinoamérica #Sanedrín

You know that spiral.The launch didn't land.The numbers weren't what you hoped.And somewhere in the middle of the questioning comes the sentence that sounds spiritual:“I guess I'll just trust God's timing.But if we're honest…Sometimes that's genuine surrender. And sometimes it's resignation with a Bible verse attached.In this episode, we're talking about the difference. Because what if the problem isn't you…But how have you been measuring? There's a different lens available to you. I'm introducing you to Kingdom Spiritual Intelligence (KSI), and how it completely reshapes the way you interpret results, faithfulness, and forward movement in your life and leadership. In this episode, you'll discover:Why KPI (Key Performance Indicators) only tells part of the storyWhat Kingdom Spiritual Intelligence reveals that KPI never canWhy the unseen always precedes the seenHow to stop spiraling when results don't show upHow to realign with what Heaven is actually saying about your life  Write this somewhere you'll see it: We win, even when it may not look like it yet. That's not wishful thinking. That's not denial. That is Kingdom Spiritual Intelligence operating exactly as it should.

In this episode of The Ross Simmonds Show, Ross makes a bold prediction: the next great CMO will be a media operator with a marketing budget. As AI and LLMs reshape how buyers discover and decide, traditional attribution, funnels, and SEO playbooks are breaking down. If you want to win in an AI-first world, it's time to shift from campaign thinking to category ownership. Key Takeaways and Insights: 1. The Future CMO = Media Operator - The next generation of CMOs won't just build campaigns—they'll own media ecosystems. - Success shifts from “creating great ads” to controlling the narrative across a category. - Media ownership (owned + partnered) becomes a strategic advantage. 2. AI Is Rewriting Buyer Behavior - LLMs like ChatGPT, Gemini, and Claude are influencing buying decisions directly. - Consumers are getting answers without visiting your website. - The opportunity isn't to interrupt attention—it's to shape what AI recommends. 3. The Power of LLM Memory - AI personalizes answers based on stored user context (company size, budget, role). - Each platform (Gemini, ChatGPT, Claude) has different memory advantages. - Tracking only head terms is a mistake—long-tail, bottom-of-funnel queries matter more. 4. From Presence to Scale - Old model: “How much content did we publish?” - New model: “How often are we referenced across the web?” - Visibility in conversations—onsite and offsite—is the new KPI. 5. Category Ownership Through Media Acquisition - Buy and build media assets within your niche. - Create high-value, proprietary, non-commodity content. - Distribute aggressively to influence what LLMs cite and recommend. —

- Công tác xử lý các cơ sở nhà, đất dôi dư sẽ là một tiêu chí đánh giá kết quả thực hiện nhiệm vụ (KPI) đối với người đứng đầu bộ, ngành, địa phương.-  Cần Thơ đẩy nhanh giải phóng mặt bằng, di dời hạ tầng kỹ thuật các dự án giao thông trọng điểm.- Từ hôm nay, các xã, phường và nhà trường phải công khai đường dây nóng tiếp nhận phản ánh vi phạm liên quan đến dạy thêm, học thêm.- Li-băng - Israel đàm phán tại Mỹ trước thời điểm ngừng bắn hết hiệu lực.- Bưu điện Mỹ phát hành bộ tem đặc biệt hình đại bàng đầu trắng nhân kỷ niệm 250 năm ngày quốc khánh.

Brendan Rice is the VP of Partnerships at Wodify, the all-in-one gym management platform that started in the CrossFit space and has spent the last several years evolving alongside the hybrid fitness boom. Brendan has been with Wodify for over eight years, has competed in Spartan races, HYROX, Ragnars, marathons, and ultras, and brings a genuinely balanced perspective on where the fitness industry has been and where it's heading.How Wodify started in CrossFit and evolved into hybrid fitnessWhy gym owners work harder than any other entrepreneur and where that breaks downThe no passion without profit problem and what technology actually solvesRetention as the number one KPI and why F45 is a cautionary taleCrossFit affiliates, HYROX partnerships, and why it's not a betrayal of valuesTampa selling out in five minutes and what the demand signal meansWhy no major gym brand has launched a competing fitness race formatThe bootstrapped approach, no outside investment, long-term visionWhat Wodify is doing at HYROX New York and affiliate popups and activationsHYROX sponsorship strategy and why naming rights weren't the play for Wodify

Fresh out of the studio, Alex Topaloski, CEO and Co-founder of Pulse ID joined us in a conversation on his company's customer engagement infrastructure powering Visa's cardholder offers across Asia Pacific. Drawing on Pulse ID's recent white paper, The Age of Knowing, Alex unpacks the three forces reshaping bank loyalty: interchange, partnerships, and intelligence. He explains why banks have solved the data problem but still struggle with engagement, walks through agentic AI architectures and the minimum effective nudge principle, and lays out why Asia-Pacific diversity demands distinct playbooks for Australia, Japan, and Southeast Asia. Closing out, Alex argues the next 12 months belong to banks that prioritize the last mile — where ROI on a decade of data investment finally lands and lays out what great would look life for Pulse ID moving forward."So we are making that transition from being a system-of-record platform for engagement, loyalty, and rewards to being a system-of-action platform that drives measurable behavioral change. And I think that is quite a big step forward. The efficiencies that clients are able to get—the outcomes, the revenue, ROIs that it can get on interactions—it's something that people are now going to start experiencing." - Alex TopaloskiEpisode Highlights:[00:00] Quote of the Day by Alex Topaloski, CEO of Pulse ID[01:13] Introduction: Alex's career journey[03:41] Pulse ID: Infrastructure platforms as invisible organs[06:26] Lifelong learning as the hardest conviction to hold[08:11] What Pulse ID does as a B2B fintech infrastructure company[09:26] Defining the era of intelligence[10:56] Two stages: data architecture, then engagement[12:56] Why super apps deliver smoother journeys than banks[16:11] Why loyalty platforms struggle to absorb new signals[17:26] Why customer engagement is the wrong primary KPI[19:41] MCP as a way to act without seeing the full data[20:26] The Visa, GCash, JCB partnership playbook[22:41] Why move-fast-break-things fails in B2B finance[24:11] Smart pricing as the hardest model to scale[25:26] Operating across Singapore, Japan, ANZ, UAE, Oman[27:56] Multiple AI brains across the stack[29:26] The guardrail principle: AI selects tools, not data[31:11] System of record to system of action[34:11] Where the moat sits when foundation models commoditize[35:56] The Asia-Pacific market diversity playbook[38:41] The boardroom decision in the next 12 months[40:56] What great looks like for Pulse ID[41:41] Book recommendation: The FountainheadProfile: Alex Topaloski, CEO of Pulse IDMain Site: https://www.pulseid.com/LinkedIn: https://www.linkedin.com/in/topaloski/Podcast Information: Bernard Leong hosts and produces the show. The proper credits for the intro and end music are "Energetic Sports Drive." G. Thomas Craig mixed and edited the episode in both video and audio format.

Stop chasing the customer and make the customer chase you. In this episode of Content Amplified, Trisha Navidzade, VP of Marketing at DZYNE Technologies, breaks down why most marketing KPIs are "KPI fluff" and how to swap booth-traffic and view counts for revenue-driven metrics that sales actually cares about. Trisha explains how she flips the usual sales-and-marketing conversation: instead of asking sales what brand awareness they need, she asks what's blocking them from closing, then designs press, content, and digital campaigns around those specific blockers. She walks through why press is her number-one source of qualified leads in a defense-industry sales cycle that can run two to three years, how to "read the room" and bundle news so it's relevant to publications' audiences, and the weekend-meditation question every marketer should sit with: "How do I get the customer to come to me instead of me chasing the customer?" If you're tired of presenting trade-show view counts to your CEO and want a sharper way to connect marketing activity to revenue, this conversation is for you.About TrishaTrisha Navidzade is the VP of Marketing at DZYNE Technologies, an autonomous defense contractor that builds drones and counter-drones designed to protect, defend, and save lives. She started her career in the surf industry in brand and sales roles before transitioning into aerospace about 17 years ago, where she sold space tickets, tried to sell trips to the moon, and worked across the satellite industry in B2B and business-to-government sales. She recently moved into the drone space, which she calls one of the hottest places to be in the industry today. Trisha believes the best marketers stop chasing customers and instead build the press, content, and digital presence that pulls qualified leads in.Show Notes- Connect with Trisha on LinkedIn: https://www.linkedin.com/in/trishanavidzadeh/Text us what you think about this episode!

Topics discussed: The Southeastern Conference's statement misrepresented about Friday's overturned home run mis-represented the call on the field, but because the decision was couched in replay review, by definition, there was nothing Tim Corbin or Vanderbilt could do to overturn it. We can't know with certainty that Braden Holcomb's hit left the ballpark in the air, but evidence and common sense suggest it's overwhelmingly likely that it did. There were a number of questionable coaching and strategy decisions that added to Friday's loss, too. There's still possibly a path to the NCAA Tournament, especially if Vanderbilt sweeps South Carolina, but Vanderbilt's RPI is out of range and it's hard to know how much the committee values DSR and KPI ratings. We're still puzzled as to why the pitching staff can't consistently throw strikes. Perhaps a record number of Vanderbilt players have missed time with injuries; is that bad luck or bad training or something else? A discussion of what changes should or shouldn't be made in the offseason. And more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Adam Goldbruch still remembers the celebration. In 2017, he stood inside a Tel Aviv startup office while employees cheered a milestone: a Disney princess quiz had generated “2.8 million page views,” he tells us. Champagne circulated as the founder delivered a visionary speech about changing communication through content.At the time, Goldbruch was young enough to be swept up in the excitement, but skeptical enough to question what those metrics truly meant. Three years later, he found himself in the same company leading cost reductions and layoffs after realizing the celebrated KPI had not translated into sustainable value, he tells us.That experience shaped the finance philosophy he carries today as CFO of DoorLoop. Goldbruch's career began in construction finance, where he learned unit economics by seeing how materials and labor translated into physical buildings, he tells us. He later built FP&A functions across startups, private firms, and public companies, experiences that taught him how to identify the operational “ropes” that actually move a business forward.At DoorLoop, that mindset surfaced again when leadership considered several new monetization initiatives. Rather than chase immediate revenue, Goldbruch modeled one-, three-, and five-year outcomes and concluded the company should focus on expanding the number of property units served, he tells us.For Goldbruch, finance leadership is not about celebrating vanity metrics. It is about identifying the measurements that compound value over time.

73% of SEO professionals still rely on outdated ranking metrics. Jade Pruett, founder of Hello SEO, has built a transparent, ROI-driven agency helping small businesses convert both Google and AI search into measurable revenue through fundamental optimization practices. The discussion covers why meta descriptions and titles should prioritize straightforward clarity over character limits, how conversion attribution from organic traffic remains the most reliable KPI while LLM-sourced traffic data proves unreliable, and why technical SEO foundations must precede content optimization to ensure proper indexation and crawlability.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Your practice is busy. The schedule is full, the phones are ringing, and revenue is coming in. But despite all the activity, profitability is not improving the way it should, leadership feels heavier, and growth starts creating more pressure instead of more freedom. In the latest episode of Shorr Solutions: The Podcast, CEO Jay Shorr and Senior Client Success Manager Nan Maddox discuss the growth plateau many aesthetic practice owners experience after moving beyond survival mode. They break down the leadership and operational issues that quietly limit growth, including micromanagement, lack of delegation, inconsistent systems, poor KPI visibility, burnout, and profitability challenges. ▶ Free Consult: Schedule your free 30-min consult with our expert, Jay Shorr, here: https://shorrsolutions.com/free-consult-new/

Ever feel like money is disappearing from your practice? Tiff and Dana share where practices tend to find that missing money, as well as how to trim down those expenses. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. I always want to say on that opening, Hello@TheDentalATeam.com and I have to really think about it. Hello, Dental A Team listeners. We are back here. Dana and I have been on a podcasting frenzy we love these days and then we're like out of breath and I also love that because it feels like productive and anaerobic. So I'll take it. I've got Dana here with us today. Dana, thank you so much for riffing with me today, for being here, for blocking out your morning, for podcasting and just   All awesome, awesome. Thank you for being an awesome part of this team. We were literally just talking about how my brain just is like ping pong, ping pong, and then I won't finish a statement. That was it. That was me proving to you that that really happens real life. So, and don't cut that podcast team, whatever. Dana, how are you today?   DAT-Dana (00:38) you   doing really good. am honestly and truly, I feel like today we've rift a lot and we've come up with some really great, I think, content ideas for doctors and teams. And so, so far, I'm super proud of us today.   The Dental A Team (01:01) I agree. I agree. think the marketing one, if you guys haven't listened to the marketing matters, I believe that's what they're calling it. But there's a marketing one that Dana and I just did. I actually, I think that was one of our best podcasts. That was so good. So good. And KPIs again, I know we talk about KPIs a lot, but we really went on a very good tangent of inspiration versus motivation for those KPIs. So I agree. I think it's been fun. And I love talking profit now.   Dana, I think you and I have grown to love profit. Not that we didn't love profit before, but I think we've grown to really, really see some high value in the profit side and just love finding it and talking about it more than we ever did before. So I want to talk about profit today. And we talked about it a lot. It's a huge piece of Dental A Team's Magic Sauce is really, really working systems and   logistics and business and leadership to turn into profit because at the end of the day, that's the only way the business is going to survive. And Dana, when we talk about profit, think teams tend to be like, okay. And I think doctors think teams hate it, that they don't want to hear about it, that they don't want to know that it's like, yeah, that's going in your pocket. But the reality is most teams want to know that their business is profitable because most teams   want a place to work, if nothing else. They want a profitable company because it guarantees that they get to stay where they're at. And if you guys have, you know, we talked about that inspiring why earlier, and if you've got a really inspiring place, you've got a place that people want to work, they want you to be profitable so that they can keep working there.   DAT-Dana (02:44) I agree with you. And doctors, if you feel like your team doesn't care about profit, then it's because they don't understand what profit means to them. And so I think that instead of so often, doctors just shy away from it. And I think instead of shying away from it, make sure that they know what that profit means to them. Because Tiff and I can say, hey, we know and hands down, you're right, Tiff, like people are going to pick job security, right? They're going to want to be in an office that has job security. Do they know that that's profit? Probably not.   The Dental A Team (03:09) Yeah.   DAT-Dana (03:13) Right? And so somebody says something about that or like that. Do they want to grow in their position? Yep, they probably do. Do they know that that comes from profit? Maybe not. And so I think sometimes it's just like, hey, my team. Well, if your team doesn't want to talk about profit or you think they don't care, it's probably just because they don't understand that profit drastically impacts their lives too.   The Dental A Team (03:35) Totally agree. That was massive, massive. And that's the space of really understanding the intentionality behind what you're doing. So if you intend for the team to understand profit, then they will. You'll say the words and they'll understand it. profit turns into not only job security, but it also turns into being able to invest in more tech, more, I don't know, chairs. Oh my gosh, do know how many times as a front office team member I was like, can I just get a new chair? My back hurts so bad.   And they were like, well, let's look at the budget. I'm like, cool, what do I have to do to get a new chair? But those things all come from that profit because we can't spend what we don't have. And so teams really understanding what that turns into and also like how can we impact the community? We've got kids sports teams coming in saying, can you ⁓ sponsor our team? Can you do night guards? Can you do this? Like we wanna be able to say yes to all of those things and that comes from the profit.   Now you know our stance on profit, but Dina, what about disappearing profit? I've had actually, I've had this come up a couple of times. I've had a couple of emails from doctors that they're like, I can't find the money from 2025. I don't know where it went. I should have had X amount of dollars, 400, $600,000 and it's gone. I'm like, okay, well let's look for it. And Dina...   Love those and I hate them because I'm like, well, what do we do for a year? Where what were we doing here? Okay, so I have you know, I have my ideas on where it goes and and we dig and we find it we usually find it but Dana Where do you see the biggest question marks on when doctors say where's the profit? Like where the biggest question marks? Where do you start digging and where are you usually finding it?   DAT-Dana (05:01) Yeah, it usually leads to a rabbit hole, but...   Yeah, typically I am digging first and foremost into just like expenses, right? Like where did expenses fluctuate? Did we spend more than we needed to or did we spend in arbitrary areas just because we weren't keeping track of it? So honestly and truly, do you know what your BAM is and can you assess very easily or quickly like months where it is?   well below well above right so that you can kind of watch those flexes. just worked with an office on this not that long ago and I'm like hey from January to March expenses swung by $100,000 right like what happened let's dig in here because those giant fluctuations to me are a red flag of like hey we're not watching something or something got overcharged double charged things like that so I think the first place to tackle is just like knowing those things like knowing what   the profit should be, knowing what the expenses should be and are you, do you have a cadence where you are looking, reviewing? Because I think what happens is we hire a CPA, we get into QuickBooks, everything auto syncs into QuickBooks and we just kind of like set it and forget it.   And I think that like we don't know that sometimes hey things can swing that Gigantically if we're not looking at those things and we're not looking at those prior to making decisions, right? We're not looking those before we're like, hey, yeah, you can have a raise or hey Yeah, I want that cvct writer. Yep. Let's it's time to mill same-day crowns and we didn't look at that now We're in a big swing of expenses   The Dental A Team (06:51) Yeah.   DAT-Dana (06:52) So I do feel like making sure that all of that is to say, making sure that you know what your numbers are when it comes to expenses every month where they should sit roughly and honestly and truly what you're spending all your money on.   The Dental A Team (07:06) Yeah, I have practices Dana that have Amazon Prime. I think everybody has Amazon Prime. My sister and I canceled Amazon Prime actually, and we just have Amazon, which is wild. And every time you try to purchase something, they try to sign you up for Amazon Prime. But it's kind of like, it honestly reminds me of all of the financial stuff you've done with all of the companies we don't have to name. But ⁓ it reminds me of those because you really second guess the purchase.   And then you're like, okay, well, let me let it sit in the cart for a minute. And then you go back in, you're like, why did I even have this here? Or I'll throw stuff in the safe for later because I'm like, well, it's not on sale right now. And I'm not gonna get it today. So do I really need it? So I'll put it in the safe for later. But I have practices that are so Amazon Prime ready that they're like, we need paper. I'll just order it real quick.   we need pens. you like those pens better? You like the Sharpie pens? I'll order those on Amazon real quick and we'll have them here tomorrow. Right? So they're just constantly processing these Amazon orders. And then what happens, I have a practice that was like Amazon galore. I'm like, where is all of this money? Like what is happening here? And then what happens is you've got some demo supplies, some front office supplies. It's impossible to like see the difference because of how you're placing the orders. It's just this constant running battle or Walmart. I'll have   practices that are like, we have a list. So I just sent Joanna to Walmart and I'm like, okay, but why aren't these on orders? And we say, we watch the dental supply budget and ordering really closely. And we'll say order two times a month. Once is phenomenal, two times a month max order your dental supplies.   but then we forget those front office supplies and they're sneaky or the paper towels or the toilet paper or just those like paper supplies, they're sneaky. And I have seen that happen where the practice literally had to be like, okay, we're revoking Amazon and you're gonna send in a list just like you do for dental office supplies. And we will both order the same as we do for dental office supplies.   DAT-Dana (09:08) Yeah, you're so funny that I have an office where it was like, okay, well, you hit your you hit your dental supplies, you hit your office supply budgets. But like, what is this? ⁓ that's Amazon. And I'm like, Okay, but what did we order from Amazon? Like, how much of that was dental supplies, office supplies, like stuff for the team? Like, where do we need to that? then I know that's just Amazon. I'm like, No, but that's money spent. And it's spent in one of these categories. And it should be part of your budget for those guys. Like   If you need an Amazon budget, right? If that has to be a thing, fine, we can set one up, but understand that that's coming out of all these other buckets.   The Dental A Team (09:40) Crap.   Correct,   yes. Or if your Amazon is your personal Amazon too, and it's getting run through the same and whatever. Yes, I agree. I agree. I have a couple of practices too that I have like a small equipment budget because they'll add that into their supplies. And it's like their supplies are 18 % one month. And I'm like, what the heck? I'm like, you can't just, if you need hand pieces.   We need a budget for handpieces. You can't just order Cabotron tips because we need Cabotron tips. We've got to look at it and we've got to budget that in and make sure that we have the cash for it. So I totally agree. Another one, think, are subscriptions. So the Amazon Prime is a subscription, so make sure that that's in there as well. But we get hit with a lot of subscriptions. I remember this is like an update.   me mostly, but I remember magazine subscriptions, right? And it was like, what the heck? We would pay monthly for magazine subscriptions and then you found out like they're gonna send them to you anyway, so cancel the subscriptions and they're gonna send you the magazines no matter what and I don't think anybody's reading magazines. So those kind of subscriptions, gosh, a lot of people will have like a Uber Eats subscription for the practice or a DoorDash subscription for the practice. Are those necessary subscriptions?   And what are we paying out of convenience that's getting used sometimes that doesn't need to be there? So I think subscriptions and then allocating supply orders correctly.   DAT-Dana (11:05) Yeah, and I even think office tech subscriptions too, like how, you know, patient communication and then like review requests and then, and sometimes like we can bundle those and get a better dealer. Sometimes it's like, hey, well, this does this, but this also does part of that. And like, we're just overlapping a lot of those things. And so can we condense them into one thing? So I think even just looking at like your office tech, because oftentimes like those are a big chunk of budgets and I'm like, Hey, but are you utilizing that? Like, yes, you've got this, you've got this   The Dental A Team (11:09) Yeah.   DAT-Dana (11:33) review subscription, is great. But like if we're asking in person and we don't feel like, I just think sometimes we have these things just because they sound fantastic, but we're only using a very, like a small fraction of it. And there's oftentimes a workaround on that small fraction that like, again, we can just reduce because we don't necessarily, we aren't using it consistently or it overlaps with something else that we have.   The Dental A Team (11:46) I agree with that.   Totally agree. That makes me think of like some of the analytics companies, you know, high cost that also have patient communications, right? So, but then we've got a patient communication platform, like maybe Weave or something. We're like, well, but like Weave doesn't connect with this piece well, or it doesn't pull this report, right? So we have this one that's pulling the reports, Weave that I can do text messages and emails from. So I don't use it over here, but I don't use that over here. And we're paying thousands of dollars between two.   two models, well, is there a third model that maybe encompasses both or can we, what can we shift around? So I totally agree. That happens a lot actually. Or people will have the dental intel or the Adit. love Adit. So they'll have Adit and they're like, okay, well I get my reports and I can pull all my data. Should I sign up with whatever company for text messaging? And I'm like, well, what Adit does that.   DAT-Dana (12:34) Mm-hmm. Yeah.   The Dental A Team (12:56) Right, like most of the analytic companies these days, it wasn't that way. When I was in practice, it wasn't that way. So it's been pretty recent within the last, I would say three to five years that the analytics companies started piecing all of those things together or vice versa. The communication systems are now doing analytics too. So I think they don't know, but it's a huge space of savings, especially because those analytics, they're expensive.   DAT-Dana (13:19) Yeah, I agree with you. And, and all those platforms are great. It's just which one works best for you. And which one will you get the most bang out of for what you're paying in that monthly subscription? Because yes, they all do the same thing, but yet also a variety of other things. And so like which package best fits your office. And I think just even annually assessing that and annually looking at your tech bundles and like, are we utilizing it? Is it a better platform? Because they're all fantastic platforms. It's just what you're going to use within your practice.   The Dental A Team (13:25) cracks.   Totally agree. It's like the cable subscriptions, right? We used to get hit with those with the wifi and the cable and the phone and these bundles. And the next thing you know, you're $30 more and you didn't even realize that it had changed. I totally agree with you. Yeah. So subscriptions, supply costs, something that I find. And I think a lot of people tackle this one first. They'll look at like employee costs. So what's my staff cost? And totally yes. Watch for overtime. I also like to caveat.   Overtime typically means that there's a systems failure because we should be able to get the work that we need done and the amount of time that we have. And so, Dana, I often see overtime as understaffed or incorrectly staffed. maybe our job descriptions aren't clear. Maybe there's someone that's doing everything. Everybody else is leaving at 4 p.m.   when the patients are gone and then that person's there till six cleaning things up. So over time, definitely, I definitely watch that and I look at staff costs, but it honestly is one of the last places that I look because we need the people there to produce what we're producing. And then, ⁓ Dana, taxes, taxes. You guys, I have a practice that I love so much. I have got a two or three practices this year that is like, my gosh, where'd the money go? And I'm like, well, you...   had $600,000 of taxes last year that you paid for 2024, and then you also paid your 2025 taxes. So you made up for what you were lacking the year before. But remember that auto email that I've got going out, or remember how many times we talked about, did you put the savings aside for your taxes? If you put the savings aside for your taxes and you paid out of that savings, it is still going to show up on your P &L. That does not mean that that money is gone. It just means that it was used over here.   and you should still be saving for your taxes. But Dana, I think that is one of the biggest spaces that doctors or business owners in general, because I've seen even, we've worked with non dental offices that they quote unquote lose their money because they had to pay taxes.   DAT-Dana (15:55) Yeah, and I will say too, an even something that I think I noticed in a trend in that is like taxes on their personal distribution, right? Because it's like, ⁓ I pay payroll taxes and and like they know they have to pay business taxes, right? But depending on how they structure paying themselves, we kind of forget that we   The Dental A Team (16:05) ⁓ yes, yes.   DAT-Dana (16:15) to pay taxes on our own personal distributions or how we pay ourselves because, for team and all those, they're just like auto deductions and auto things that come out on our P &L and we see our pay, right? We see our pay come out, but what we don't see come out and we sometimes forget is that we are taxed on the money that we pay ourselves. So doctors, that's just like also I see that.   The Dental A Team (16:16) Yes. Yep.   Yep.   DAT-Dana (16:38) having a lot, but it's like, oh, well, I was prepared for taxes, but we forgot. Like, yes, we were prepared for the business taxes, but we weren't really prepared for the taxes on our personal income that came from the practice.   The Dental A Team (16:50) Yes, or vice versa. Karen and I were literally just talking about this on Friday, we went for a walk after summit and she was like, gosh, like CPAs, like just need CPAs to like get it all. And I'm like, well, I think CPAs are either like thinking of the business or they're thinking of your personal taxes. And it kind of, does suck, but you can't rely on one person or one entity to do it all for you. You know, you've got, we've got multiple people looking at it and you've got to be responsible to your money. So a lot of CPAs are like,   you know, yes, you've got your personal taken care of. And then you get hit with $400,000 of business taxes. Or they're like, awesome, we've got your business taxes taken care of. And here's your $200,000 of your personal taxes. And that's like, no matter what, something's going to come up short. So just know, this is what I need to save for. I'm going to save 40 % on the side. And if I don't have to pay 40%, cool. I've got savings for next year, or go spend it. I don't care what you do with it, but you've   you've prepped and you've saved for those taxes because that is the biggest space. Legitimately, I have an office that was missing X amount of dollars. And when we looked at the tax payments, it was X amount of dollars. It literally equaled out. It's like there was your profit because you weren't prepped for those 2025 taxes. Now it's 2026. You know, we're we're backlogging. So, yep.   DAT-Dana (18:06) Yeah. And I think we   hire like we bring on CPAs, we bring on financial advisors, we bring on all these things, but the end of the day, like they don't know you as a human. And so it's your responsibility to to like share like what kind of human you are with them. And so like if they're setting up that you take individual distributions, and you know that like, if money gets tight, you're not going to sit that aside, and you're not going to put it in a savings account for taxes, like, say that I think that sometimes like   The Dental A Team (18:31) Yeah.   DAT-Dana (18:32) Yes, they're going to give you advice based on like what our best practices or what they feel like will set you up for the most tax savings or the most tax success. But you know you as a person too. And if you know that you're not a great saver, maybe a personal distribution really and honestly and truly isn't the best thing for you, even if that's what they advise. So I think also to like know yourself, be able to communicate those things and make sure that the advice that they're giving you or the directions that they're giving you is something that you will truly do too.   The Dental A Team (18:50) Totally.   Yeah, I totally agree with you. Totally. we can't see. Maybe they can. But that's not their job to check and see did you move that money. I know a financial advisor that gets asked a lot that they're like, well, shouldn't my savings be those? He's like, I don't know. I don't know what you're doing with your savings. I advise you on what you should do. I'm not the one that's moving the money. I'm not your money manager.   And so we do the same thing. We advise you on what you should be doing, but I'm not in your accounts nor do I want to be in your accounts seeing what you're actually doing. I'm trusting that you're taking the advice and you're moving forward. And when I ask, did you do the thing and you say yes, I'm trusting that you did it. So huge caveat, I love that. And then honestly, last but not least, and this is why I do not tackle employee cost first is collections.   Oh my gosh, I have so many practices that are like, Tiff, where's my cashflow? And we look at it and I'm like, well, where are your KPIs? Because your collections right now is less than 90%. Like where, where's that? And your month's fluctuating is going to, can create cashflow like month by month stretches, like a little skimping here or overflow here. But on average, you should be at 90 % or higher collections. And Dana?   I think collections is a very overlooked space when it comes to the P &L because we're thinking they don't think about the collections. They just think about, okay, this is my P &L and it's like it's a separate entity. At that point, they get the P &L and it's totally separate from the practice. Like that doesn't, the practice doesn't matter anymore. This is the P &L, but they have to be smashed together.   DAT-Dana (20:20) Yeah.   Yeah, they do. I think too, like collections, feel like doctors always tend to just like look at production because it's the one thing they can control, right? It's it's the thing that they can really control, tackle, push for. And so I feel like that's a number that they look at heavily. And then I think collections, right? Yes, which doctors understand that collections is the money in the bank, right? I think we understand that concept, but we don't necessarily look at the health.   The Dental A Team (20:44) Yeah. Yep.   DAT-Dana (21:02) of the collections within the practice. And you're absolutely right that like, can we cut all over time? Can we look at team and say, look, no more over time, right? But if the overtime is what they were using to get the collections to 98%, right? Versus 87 % without it, right? Then maybe that's not the thing that we've got to tackle. We've got to look at that collections network.   The Dental A Team (21:18) Mm-hmm.   Yeah.   DAT-Dana (21:26) Or we can say, like, yeah, we can cut our supply budget and you can take a supply budget from 6 % to 5%. But is that gonna move the needle as much as taking your collections from 85 to 98?   The Dental A Team (21:33) Pressure.   Correct. I love that. with that, go look at your collections. That was massive, Dana. Thank you. I love when I can get you on a soapbox and you're like, just go do the thing. And that was beautiful. Thank you. So disappearing profit, is a thing. Not having cash flow, it is a thing. Is it normal? Normal? Like, yeah, we see it. Is it what you should have? No, no. You should know your numbers forwards and backwards. If you're at summit.   You know that if you were not at Summit, you should be at our virtual events. They're freaking awesome. Our in-person events are amazing. We literally go through line item, PNLs at most of our in-person events for this reason, because there's always just something hidden. There's just like when you comb through your personal bank account and you're like, my gosh, or when you use Apple credit card to pay for everything. And then you're like, my gosh, now I got to pay my credit card off. And how did I spend $2,000 this month? Because it was easy.   It's easy to say yes to Amazon Prime and just order it right now instead of waiting and saving. So go through, comb through. You should do this quarterly. Make sure that at least yearly, I would do it quarterly. Make sure that things make sense. There's nothing that's been hidden in there. There's nothing that's orders are duplicated. There's not subscriptions that you shouldn't have and that your collections, you should be looking at that constantly. And you should be looking at that with your KPI.   reports, your scorecards with your consultant. If you're a client of ours and you don't know what I'm talking about, get on your consultant because you should. Especially Dana and I's clients. If you're out there, we love you and you just let us know. I think.   Action items, pull your P &L. It's where out of Q1, you've got a whole quarter to look at, you've got a quarter and then some at this point to look at, and we're coming up on the end of Q2, so it comes up really quickly. Go look at it, look to see, are there things that you can bundle? Or do you have a bunch of subscriptions that, you know, you've got multiple different companies overlapping that you can use one or two rather than five? Are you using the scanner that you're paying the monthly subscription for? Are you using all the things that you're paying for?   Is there anything that you can reduce and what is your collections at? If you can say yes, you've done both of those things and your collections is where it should be. Now we're going to take a look at, is your schedule full? There's so many layers. Like we're going to take a look now at production, team, like really how big is your team and do you have enough production to support the team that you have? So Dana, anything you'd like to add?   DAT-Dana (24:10) this, I think just like you said, know those numbers inside and out, look at these things regularly, evaluate expenses on a quarterly basis, ⁓ and take a look at those subscriptions because they can hit us hard as well as those taxes.   The Dental A Team (24:26) They're sneaky. Both of those are sneaky. Awesome. Thank you, Dana. All right, everyone, go leave us a five star review. You know, we love to see those. We love to know that this content was awesome for you. Let us know any tricks or tips that you have as well or things that are working well for you. Hello@TheDentalATeam.com. When you're ready, if you are not yet a client and you're ready to find that disappearing profit, reach out. You guys, we are like hounds when it comes to this stuff and really freaking good at our jobs. So the systems behind the numbers and the systems behind the money,   We will help you figure out what's working, what's not working and get you in the best shape of your life. Dana, thank you so much for today and everyone, we will catch you next time.

Google Review Policy Changes: What Coworking Operators Must Do Right Now Google issued major updates to its Maps user-generated content policy in April 2026, and if you've been relying on any of the review strategies that have been standard practice in coworking for years, you need to stop and read this now. These changes directly affect how you can ask for, manage, and even display Google reviews. And it's not just about new reviews Google has deployed Gemini AI enforcement tools that are actively scanning your existing review history for violations. Phase three enforcement, which includes ranking penalties, is expected in May and June 2026. There is no time to sit on this. In this episode, Jamie walks through all eight policy changes and exactly what you need to do about each one. Why Your Google Business Profile Is Non-Negotiable Before diving into the changes: your Google Business Profile is the top of the funnel for your coworking business. When someone searches "coworking near me" or "meeting rooms near me," the map pack is what they see first and your profile is what lives there. It gets 10 to 20 times the traffic your website gets. Reviews are a core part of what keeps that profile current, credible, and ranking well. Losing review functionality or getting your profile suspended is not a minor setback. For most coworking operators, it is effectively a lead generation crisis. That's why this update matters so much. The 8 Policy Changes 1. No More Onsite Review Solicitation: You can no longer ask customers to leave a review while they are physically in your space. Google considers this pressured solicitation. That means: No verbal asks to members or meeting room users while they're on site No tablet at the front desk with a review prompt pulled up No QR codes in the space linking to your Google review page No asking event attendees on their way out the door Google can detect when reviews are submitted from your business location and will flag patterns of onsite reviews as inauthentic. What to do: Remove any review-related signage and QR codes. Replace with neutral language "We'd love your feedback" without mentioning Google specifically. Shift all review requests to automated follow-up emails or texts that go out after someone has left the building. 2. No More Incentivized Reviews: You cannot offer anything of value in exchange for a Google review. That includes: Free day passes or meeting room credits Membership discounts Referral program perks tied to leaving a review Staff bonuses or KPI tracking tied to Google reviews Contests or challenges (including internal programs like the Google Review Challenge we've run in Community Manager University, which need to be restructured) Offering to refund a visit or provide a credit in exchange for removing or revising a negative review What to do: Decouple your review strategy from any rewards or referral programs entirely. If you run a review challenge or staff incentive program, restructure it around general feedback, not Google reviews specifically. Focus team energy on delivering experiences worth writing about organically. 3. No More Review Gating Review gating means filtering customers based on their likely sentiment before directing them to Google. The common setup looks like this: ask for a thumbs up or thumbs down, send the happy people to the Google review page (defaulted to five stars), and send the unhappy people to a private feedback email. That is no longer allowed. Every customer must receive the same call to action, sent to the same destination, regardless of how they might feel about their experience. This increases your exposure to negative reviews, which means two things matter more than ever: delivering a genuinely great experience, and getting in front of problems immediately before someone leaves the space unhappy and heads straight to Google. What to do: Audit any gating logic in your CRM automations whether you're using CoLevel, ActiveCampaign, HubSpot, or another platform. Update those sequences so everyone receives the same follow-up with neutral feedback language. Remove direct links to Google reviews with language specifically asking for a Google review. You can still link to your Google Business Profile; you just cannot use the word Google or make it a conditional destination. 4. No Asking for Specific Content or Staff Name Mentions You cannot coach reviewers to mention specific products, services, or team members by name. That means: No asking members to mention private offices or meeting rooms in their reviews No asking guests to thank a specific community manager by name No staff incentive programs built around getting mentioned in reviews Google's AI will scan for these text patterns and flag or remove reviews that appear to have been coached. This is particularly tricky because keyword mentions in reviews do help with SEO but the path forward is to create experiences so compelling that people mention what matters naturally, without being asked. What to do: Let reviewers write whatever they write. If you want meeting room reviews, set up automated follow-ups specifically triggered by meeting room bookings people will naturally describe what they did. SEO-optimize your Google Business Profile through other means, including your posts, which you can and should still be doing intentionally. 5. No Fake Reviews Every Google review must reflect a genuine customer experience. Reviews from friends, family members, or team members who haven't actually used the space as a customer will be removed. This is especially common during new space launches, when operators ask their personal networks for support. What to do: Don't ask for reviews from non-customers. It wastes everyone's time and it won't hold up. Put that energy into getting reviews from real members, meeting room users, and event guests through compliant automated systems. 6. No Cross-Platform Review Campaigns You cannot use other platforms (social media, email lists, community groups) to coordinate Google review campaigns. That includes: Posting in your Facebook group asking members to leave a Google review Sending an email blast to your full membership asking for reviews Promoting a "Review Friday" push in your member Slack channel Instagram Stories with a link to your Google review page Google can detect when a batch of reviews comes in all at once and will flag that pattern as coordinated and inauthentic. What to do: Replace campaigns with individual, automated, trigger-based follow-ups. The goal is a steady drip of reviews tied to specific interactions (a tour, a day pass, an event, a membership milestone), not a wave that arrives all at once. This also distributes the timing naturally so no pattern gets flagged. 7. No AI-Generated Reviews Google's AI can detect text generated by ChatGPT, Claude, and similar tools and will remove those reviews. Even if you're sending compliant automated emails, if you suggest that members use AI to write their review or provide a template they can feed into AI, those reviews could still get flagged. What to do: Do not suggest that members use AI to write reviews. Do not provide pre-written review templates. Consider adding language to your automated review requests asking people to share their experience in their own words. 8. Reviews Must Come from a Personal Device Reviews must be submitted from the reviewer's personal device. No front desk tablets, no shared computers, no staff member handing someone a phone with the review page already pulled up. What to do: Most operators aren't doing this anyway, but if you have any setup that makes it easy for someone to leave a review from a shared device on-site, remove it. The Enforcement Timeline March 2026: Google activated new Gemini AI detection systems and began scanning, including existing review histories. April 2026: Active enforcement began. Non-compliant reviews are being removed. Google has already removed reviews from over 60,000 businesses and placed posting restrictions on over 782,000 accounts. May/June 2026 (Phase 3): Ranking adjustments will be applied to businesses with significant policy violations. Your search visibility could drop. This is not a "deal with it later" situation. Your Action Plan 1. Audit your automations. Check your CRM (CoLevel, ActiveCampaign, HubSpot, Pipedrive, etc.) and your coworking management platform (OfficeRnD, Nexudus, Optix, Coworks, Archy, Yardi) for any automated emails or SMS sequences that request Google reviews. Update any gating logic, remove direct Google review links, and adjust the language to be neutral. Also consider scheduling automated follow-ups to go out after hours or on weekends if members receive and respond to them while still on-site, it could still trigger a flag. 2. Update signage and physical touchpoints. Walk through your space and remove any QR codes, signs, or collateral that ask for a Google review or link directly to your review page. Replace with neutral feedback language or remove entirely. Check welcome packets, onboarding materials, and anything printed. 3. Retrain your team. Your community managers, front desk staff, and any outsourced marketing contractors need to know exactly what changed. Brief them on what they cannot say, cannot ask, and cannot offer. Give them this episode. CMU members will receive a cheat sheet and support playbook shortly. 4. Remove all incentive programs tied to reviews. Any staff bonus structures, contests, or member incentives connected to Google reviews need to come down immediately. 5. Build review generation into your systems, not your scripts. Set up automated, trigger-based one-to-one follow-ups for key moments: post-tour, 30 days into membership, after a meeting room booking, after an event. No campaigns, no broadcasts. Individual, triggered, automated. 6. Revisit the member and guest experience. The best long-term review strategy is an experience people cannot help but talk about. Use this as a forcing function to audit the full member and guest journey: what's frustrating, what's forgettable, and what's genuinely great. Get a peer or outside set of eyes on it if you can. Resources Mentioned in this Podcast: Google's official review policy Google's Maps UGC policy overview Everything Coworking Featured Resources: Masterclass: 3 Behind-the-Scenes Secrets to Opening a Coworking Space Coworking Startup School Community Manager University Follow Us on YouTube

If you don't know your numbers, you don't know your business! Knowing which numbers to watch is also only half the equation. In this episode of the Elite Business Advice Podcast, Chris Moore breaks down the 5 KPIs every painting contractor needs to track: Gross Profit Margin, Net Profit Margin, Net Cash Flow, Closing Rate, and Marketing ROI. We go beyond just defining each metric, we share what to actually do with the data so your business keeps improving. Whether you're just starting to track your numbers or ready to level up your management game, this episode gives you a clear, actionable framework built specifically for painting company owners. Tune in and find out where your business really stands.Schedule a Free Business Analysis meeting with us at www.elitebusinessadvisors.com to learn more about how we help our clients use these KPI's in their day to day business!

Each week, Greg and Ben answer your questions on digital marketing for local businesses … local search engine optimization (SEO), Google Business Profile, social media, email marketing, websites, online advertising and more.Updates and QuestionsGoogle incorporates “expert answer snippets” into their AI overview.Ask.com shuts down.Concerns about GBP suspensions from user account restrictions on the rise.Data from ChatGPT Ads is now available.Why are my GBP posts for weekly events getting rejected by Google?What should I do if a customer threatens to leave negative reviews if they can't get a discount?How should I structure UTM tracking in GBP?Will adding a UTM to GBP hurt local citation?Do the new guidelines on reviews with names mean that negative reviews with staff names are easier to remove?If I select “custom display name and picture” to leave a review, does that affect all previous and future reviews?If my GBP has been suspended because of an account restriction, is it possible to move forward with the appeal process without removing the account?Did GBP Insights get removed, or is it hidden?Why am I ranking worse after moving locations?What is the going rate for offering SEO services?What is the KPI for success in the SEO field?Links mentioned in this session are available on our website at https://localmarketinginstitute.com

Kai Wu is the founder and chief investment officer of Sparkline Capital, a former GMO and Harvard-trained investor whose pioneering research on intangible assets — intellectual property, brand equity, human capital, and network effects — is redefining how value investors measure what companies are truly worth.Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off (25% off Thursday, May 7th to Thursday, May 14th): ⁠https://fiscal.ai/talkingbillions/⁠3:00 – Kai's upbringing: father a doctor, mother an artist; studied economics at Harvard with a liberal arts mindset across disciplines5:00 – Walking into GMO during the financial crisis; mentorship under Jeremy Grantham; traveling to Sydney, London, Berkeley to expand the firm's forecasting7:00 – Founding Sparkline Capital: "I'm a builder" — intellectual independence to pursue research others wouldn't, including early work on large language models in 201910:00 – The balance sheet as an incomplete map: why traditional metrics miss the majority of corporate value in today's economy11:00 – "Black sheep" identity: too growth-oriented for value circles, too value-sensitive for growth investors; bridging both camps14:00 – The four pillars of intangible value: intellectual property, brand equity, human capital, network effects — "the dark matter of finance"18:00 – Why capitalizing R&D spending doesn't solve the problem; moving from historical cost to measuring the actual asset created using alternative data and AI22:00 – Two economies: tangible ground-level operations vs. intangible businesses that scale globally with minimal physical footprint27:00 – Reframing Buffett: only 8% of Berkshire investments purchased below book value; three eras from industrial to consumer (Coca-Cola) to tech (Apple)34:00 – AI: bullish on the technology, cautious on the investment; capital cycle parallels to the dot-com boom and railroad era38:00 – Who wins tech revolutions: not the infrastructure builders but the users — Google, Amazon, Netflix won the internet, not the telecom companies42:00 – AI financial analysts: excels at rote tasks, lacks senior judgment; Claude Code now replacing junior analyst work47:00 – Jobs will transform, not disappear: 60% of today's jobs didn't exist in the 1940s; speed of change matters most54:00 – No single factor wins: "the more factors I can consider, the less blind spots I have"56:00 – Success defined as intellectual freedom, not money or famePodcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.

This episode provides practical advice on advanced SEO, AI engine optimization (AEO), answer engine optimization, technical website optimization, schema, and retention strategies for anyone looking to improve digital marketing visibility in the age of AI. Learn how to harness evolving platforms, implement the latest best practices, and create resilient, audience-focused web ecosystems.In this insightful episode, Favour Obasi-ike, MBA, MS dives deep into the evolution of SEO—comparing the foundations of "old" Search Engine Optimization with the demands and opportunities of "new" Search Everywhere Optimization.Listeners will uncover essential strategies for optimizing content across today's rapidly shifting digital environments, including website best practices, AI integrations, and the importance of technical SEO fundamentals.Favour explains how staying updated and proactive is vital, as algorithm changes and the rise of AI platforms like ChatGPT, Gemini, and others are reshaping the discovery and ranking of digital content. Favour also takes questions from the community, responding with real-world examples and tactical advice.Whether you're a business owner, marketer, content creator, or SEO professional, this episode offers actionable guidance for adapting to future-focused SEO. Listeners will learn why website speed, schema markup, secure protocols, and precise keyword versus prompt usage matter more than ever.Favour also discusses why attention and retention are the new KPIs, plus the growing importance of authority, expertise, and trust—in both human and AI-powered search.Who Is This For?Digital marketersBusiness owners and entrepreneursSEO professionalsContent creators and website managersAnyone seeking to future-proof their digital presenceReady to Rank? Book Your SEO & Web Dev Services Today

For many coaches, there comes a point when coaching can become less about proving yourself and more about serving others. Loren Landow, Director of Football Performance at the University of Notre Dame, shares how that shift informs his approach to training, hiring, and leading in elite football. Landow distinguishes workouts from training; every block has a targeted goal, and every off-season is a chance to build brotherhood, uphold standards, and compete in everything they do. Landow also reflects on his path from cardiopulmonary rehabilitation to the private sector, the National Football League (NFL), and the University of Notre Dame. For him, when you can “weather the storm,” no career step is wasted. On the technical side, he argues that movement is his largest key performance indicator (KPI). Landow explains that deceleration is trainable, and athletes need movement literacy before reactive work. Listen to help solidify your standards, coach movement with intent, and adapt a service-first lens to last in the profession. Connect with Loren on Instagram: @lorenlandow or by email: LLandow@nd.edu | Find Eric on Instagram: @ericmcmahoncscs and LinkedIn: @ericmcmahoncscs Join the NSCA Football Special Interest Group (SIG) on LinkedIn to connect with other coaches and stay current on football strength and conditioning best practices.Show Notes“I make sure that I check all my references and make sure that this person is going to be great rowing in the boat with us. I like it and goes back to some of those values being on time. No excuses that you hold players accountable for. It carries over to staff as well, and they obviously have to set that pace for their position groups, their teams and all the way across the board. And I need to have people that understand it's about service, it's about serving. And that's probably one of the more important qualities I look for and I pay attention to in an interview. Does that word come up? Do you understand that your job is to serve?” 9:20  “There's not one part of my path where I thought, man, that was a wasted two years. That was a wasted three years. Everything has led me to this point now where I take all my collective wisdom or experience past failures, and I use those to fuel my direction and ask better questions and ultimately use it to help, you know, serve my student athletes here at Notre Dame.” 13:00  “One of my coaches at my facility reached out to me not too long ago and asked me the question, what would Loren olderself tell Loren's younger self? And I said two things. Patience. Have patience in the process. But weather the storm. Weather the storm in this field because it's going to get hard. It's going to get bumpy, it's going to get choppy. It's not going to be smooth sailing. But if you can weather the storm and you can really decide what it is that you're trying to do.” 14:35 

Peter Mantas returns to the show. This is a follow up episode to the episode discussing uniQure. It's timely given the amount of media attention Marty Makary is getting; in part because of uniQure. Describing his trip on his Substack: "I flew to Washington D.C. on Friday (and drove to Baltimore on Saturday) with a thesis. I left with something harder to quantify, not a different thesis exactly, but a materially deeper understanding of the terrain on which this thesis will ultimately be resolved, and a set of experiences that I think are worth documenting carefully, both for subscribers who are following AMT-130 and for anyone who wants to understand what is actually at stake in this regulatory fight."We hope you find the episode interesting and informative.Sponsorship InformationThank you to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fiscal.ai/brew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ is the complete modern data terminal for global equities.The ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠'s data is updated within minutes of earnings reports. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.

Did you know there's actually a right and wrong time to implement key practice indicators (or KPIs) in your office? Tiff and Dana reveal what should be firmly in place in a practice before you start assigning metrics for success. They touch on KPIs position by position, staying human amid the numbers, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello Dental A Team listeners. I am so excited to be here with you today. You guys know that I love podcasting. You guys know that I love spending this time with you. And I love getting to spend the time with my consultant team as well. So I have Dana here with us today. Dana, how are you?   DAT-Dana (00:16) doing pretty good. I'm excited to be here. It's not that often that I get get dedicated podcast time with Tiff, so super excited.   The Dental A Team (00:22) I know,   I know it's because I schedule us long and we bust out a ton and then we don't see each other for a month on podcasting at least. So I agree, I agree. Well, Dina, it's springtime here. We like to call it springtime, which I think that Arizona just doesn't know when spring starts and ends because it goes straight into summer. So realistically, these drop in May, recording in April. I don't know when spring is, but it's hot. We've had a little bit of a cool down.   You've had a ton of sports and it's a beautiful time of year. How's everything down in your neck of the woods of Arizona going?   DAT-Dana (01:00) It's good. It is. It's beautiful. Now is the time where like you just love being in Arizona. I feel like, we don't really get a spring. It's kind of like a mismatch of random weather, like week by week. But now is the time where I truly love being in Arizona and get to be outside a ton. And, you know, if we could just get this wind to go away that's been hanging around down here for a couple of weeks, it would be perfect, really.   The Dental A Team (01:05) Yeah.   Yeah.   Yeah, my sister and I were talking about the wind yesterday. It really has been very strong, very strong. Yeah, especially where you are. You guys get whipped real bad with some wind. Yeah. Well, I'm excited that we're here today, that we're inside. It's supposed to warm up again. I think cool down. Who knows? It's going to rain. Maybe you might get rain. I probably won't. It's going to be great. It's going to be great.   DAT-Dana (01:35) Yeah.   Yeah.   The Dental A Team (01:48) I   wanted to chat today, something that keeps coming up for me on client calls, especially for new clients that come in. know that Nikki and Pam and Trish, you and I are pretty tapped out. So we're not getting a ton of new clients, but I know Nikki, Pam and Trish bring ⁓ oftentimes to our co-labs, really doctors looking for how to speak numbers and how to speak KPIs. We get it a lot. get people asking, Hello@TheDentalATeam.com. That is our email address and we have people that   that pop in all the time on really how do we get our team to love doing KPIs and love watching them and kind of a leadership team standpoint, how do we do that? So I thought it would be interesting to chat a little bit today on the flip side of KPIs. And Dana, think we have an interesting perspective. Number one, we say this all the time that we, anything that we train, we try to duplicate in our own company. We try to create that space here. So we do a leadership.   a ton in our company. We train on leadership a ton. That's kind of like our year two process for clients coming in. We work a ton on systems year two, ⁓ or if systems aren't done yet, might be year three, but we really hone in on leadership a ton once practices get kind of the baseline groundwork done. So with that said, would say Dana, number one, I'd want to look at how far are we in our practice? Like, are we to the point now that we've   that KPIs, they matter or that they make sense, right? Because you've probably seen it and I've definitely implemented too early KPIs with Teams too. So finding that perfect timing and then obviously there's other aspects to it. But Dana, how do you feel about that? And what are you seeing with your clients you've worked with for many years, many of your clients? So when do you kind of see that KPI leadership standpoint roll in?   DAT-Dana (03:40) Yeah, I agree with you, Tim. do think it is like practices when you are building systems to like to add KPIs on top of that when it's like we don't even really know what we're doing to kind of get to these points. ⁓ I do feel like that's a little bit too early to kind of roll out KPIs. I think like when you have your systems in place, when you have job descriptions in place and when you really   feel like you have a team that kind of knows what they're doing and knows where the business is headed, I think that is the time to really start to implement KPIs.   The Dental A Team (04:11) I agree. And I think what that really boils down to and what you just described is the basics for so mission, vision, core values, job descriptions, and then looking at like the basic KPIs, even new practice KPIs, but getting a team to like love doing their own KPIs per position is that next step. So those practice KPIs, like you're saying, Dana, those are the ones that are going to tell us if the systems that we're doing are   benefiting the practice. Are they creating the results that we want? So production collections, new patients, maybe marketing RLI, but really narrowing it down and simplifying it so that they can start to see those to-dos, those things that they're doing every single day that are in line with their job description, they're adding value to those KPIs and then kind of taking a step back and layering it. I know when I look at KPIs and I look at our KPIs in our company, I really try to look at, what is like   What do they mean? How do they apply to my position and to your position or marketing's position? Does it make sense for that KPI to be attached to that person or that department? And then ultimately, what's the impact that it's making on the overall results, right? What is the company going for? And Dana, how do you help reverse engineer that? Because I watched you do that with a lot of practices. Dana's like,   Amazing. She's so good at pulling out meaningful, impactful KPIs per position. And I think your hygiene experience helps you to see those spaces because those back office ones are really the hardest. So how do you help practices reverse engineer that? How can they take a look at that today just from maybe from like an overarching big standpoint? And then we'll narrow in.   DAT-Dana (05:59) Yeah, sure. So I think it really comes down to just like you said, Tiff, making it meaningful, making them see that the things that they are doing every single day, we spent times building the system, we created these systems. So let us have an easy tool for you to know that if the input that you are giving every single day is getting you a certain result. And so I think that I love that you use the word meaningful because I feel like that we get asked all the time, like, how do I have   motivate my team to care about numbers? How do I, you have to make them meaningful for them, meaningful for their position, meaningful for their impact that they are putting into the practice and into patients. And so I think that that is, I think that's kind of where the magic happens. It's like, you've got these overarching goals. So then breaking them down into, let's say, quarterly goals. And then what can each team member do daily, weekly, monthly to help impact or move those quarterly pieces. So I think it is chunking it down, but, to the point where   team members feel like they actually, like the things that they're doing impact them. And I think when you can make those connections, we can say, hey, you've got to keep the schedule full. Well, what does full mean? Right? What do, what does full mean that like I am winning that day or I am hitting that goal or I am like being super impactful. And sometimes too, it's just relating it to.   Yes, these are numbers, but at end of the day, typically numbers equal patients, right? Typically numbers equal impact into the community. Typically, like it means how much we're improving the overall oral health of the patients that leave the practice. And sometimes when you can tie that like, yes, you filling the schedule equals that or yes, you hitting your period goal equals comprehensive care.   When you can link those things with team members, that's how you motivate them. That's how you make these numbers meaningful to just say, hey, I need you to hit 95 % of schedule to goal, right? Well, yeah, that's a number, but what does it mean for that person? What is the impact it does for the practice when they hit it? And like taking time too to celebrate it when we see it.   The Dental A Team (08:02) Yeah. And something that that changes for us, Dana, that dentistry has always in my opinion been like a just do it because we said to do it, right? You build the same way we've built since 1995 because that's how we do it. Right. And we've not, we're super innovative when it comes to photos and CBCT scans and tech and all of these cool things that the back office is using. So doctors and dental assistants are like, heck yeah, this is so cool. Dentistry moves so fast. But then the rest of the team is like,   Does it? Like I'm still doing, I'm still scanning papers. Yeah. Like what the heck? It's not, it doesn't innovate in the other areas. I think now with AI, we're seeing a lot of innovation and I think a lot of front office team members are probably like, Whoa, I'm not okay with this because that's never been dentistry from the front office standpoint. So my point in that is when we have a KPI and when you were speaking, I'm thinking like make five calls a day, make 10 calls a day. Why?   DAT-Dana (08:34) Still confirming.   The Dental A Team (09:02) Why am I making 10 calls a day? Because my ultimate goal is that the schedule is full to 95%. So then tracking a KPI of how many calls am I making? So what's the impact that I'm making towards that goal? And then I think, Dana, what you made me think of is really being able to take a step back and saying, is that thing that I'm doing impacting the goal? Because I don't want to just make 10 calls because you told me to make 10 calls. I want to make 10 calls because it's   positively impacting my overarching goal of 95 % scheduleful and that's positively impacting the impact we're having on the community. And so when it rolls up that way and it doesn't feel like they just like do this because I told you to do it, I don't think we work that way anymore. I think in the 90s, 2000s, we did. When I first got into the workforce, I was like, just tell me what to do. I'll just do whatever you, just give me a list, I'll check it off.   But I think as we evolved as humans, as dentistry is evolving, and now as there's more innovation coming to all aspects of dentistry, we're in a space now where we really have to know, why am I doing this thing? What is it for? Because I don't want to work for nothing as in money. I don't want to work for nothing. I don't want to do this if it's not helpful. I want to change it and do something different. And I think, Dana, in my opinion,   you know, the practices that I'm seeing in the forums that I'm seeing, I think there's a big wave of that mindset that really wants to know the impact.   DAT-Dana (10:28) I agree with you. think that like technology is great, but I think some a side effect of technology is it's made us a little bit skeptical, right? So we ask more questions than we have before. think that we do, we want to know why we want to know like all those background pieces. And I think too, like, I will say, I think it's still a side effect from COVID is like we value time. And so I don't, feel like as a society, we don't want to be wasting time. We want to try to get our time back. And so   The Dental A Team (10:36) Yeah.   DAT-Dana (10:56) If I have to spend time making five calls and it's not making an impact or I don't have that link on like why I'm making them and then it's pushing to the goal of my 95 % and that is incorporated into the practice goal, right? I want to know those answers because I don't want to waste time making calls just because you said I agree with you.   The Dental A Team (11:14) Yeah, and we want to feel valuable. So we want to feel like we're valuable in our position. And we want to feel like the things that we're doing are daily, whatever, monthly, weekly, all of those things that we're doing are valuable. Because I also think to your point, Dana, COVID taught us too that like, this is going to sound maybe so controversial. We are not like we don't have to stay stuck anymore. It opened up a whole new world.   I think for a lot of people who felt like they fell into dentistry and that like, this is just their path. This is where they need to be. This is the position they'll always hold. There's nowhere to go. You know, it changed a lot has changed in the last six years that we're still trying to understand. And on that, one of my least favorite questions is how do I motivate my team? And you don't motivate your team. inspire your team.   DAT-Dana (12:05) Thank   The Dental A Team (12:09) by being who you are, your culture, your mission, your vision, like what are we serving? What are we doing here? Inspires people. Motivation is very short. So yeah, like I always say, Dana, I can motivate you. I could probably convince you and motivate you to go for a mile run with me. Does that mean you're gonna be a runner? No. You're gonna do a mile with me because I motivated you to, I motivated my sister to go for a hike with me yesterday, right? Is she gonna go hiking again today? No. Would I? Absolutely.   Cause I'm inspired by how I feel when I'm on the mountain. So that like difference really, it gets me that, that question of motivate and it always Dana, I hate the word always, but I swear to you every time, I don't know if this is just me. They're like, if I give my team these KPIs and I ask them to measure these things and do them, I need to pay them more. And I'm like, they're like, how else do I motivate them? If I get, if I dangle this carrot at the end.   maybe they'll do these things. And I'm like, well, is that not their, like, is their job not this piece? Are you not already paying them for this? We're just not tracking it. So they could be doing 50 things that don't matter, that aren't making an impact. And we may be able to measure and replace them with things that do matter. I'm not necessarily asking for extra work aside from the tracking that takes 30 seconds, but that motivation space.   Like I want to sub box all day, but Dana, are you seeing that too? And how do you feel about that question?   DAT-Dana (13:40) Yeah, absolutely. guess I probably get asked that question at least once a week, right? And I do agree with you. It is, well, what can I do to motivate them as far as bonus, as far as activity, as far as, and like those things are essentially great, right? If there's a space for it. But I don't think that those are tools that are ever really needed to me. If you are feeling that way.   The Dental A Team (13:45) Yep.   DAT-Dana (14:02) Your goals themselves aren't inspiring. Your vision itself isn't inspiring because those should be the inspiring pieces that spur the motivation to do the daily work. And so if you are asking someone in your life that question, if you are asking yourself that question, if you are flat out asking the team, what can I do to motivate you to get there? The there is not inspiring them. And it's probably not inspiring you, which is why you're digging for the next layer or this bonus or this   push of some way because those foundational pieces aren't truly inspiring the team or you yourself.   The Dental A Team (14:39) I was thinking that same thing. If you're not inspired by the work that you're doing, you're not inspired by your vision or why your team's not going to be inspired either. And we've honestly lived that, Dana. We've lived that in this company where we were like, it just doesn't hit and it didn't hit Kiera. And we could tell and Kiera was like robotic because we were trying to hit a goal. So we all became robotic trying to hit a goal and it didn't hit right.   we failed and we had to take like 15 steps backwards and say, why did we fail? Where did we misstep? And it was because our why what we were really going for wasn't inspiring enough. it was like, honestly, even this year's vision is narrowed down to one of the best that we've had in years because it's narrowed down to the impact on a personal basis. And that's what consultants love.   dental team members love, right? Our favorite stories are the patients who came in after traumatic experience or cosmetic work or whitening, or they had a crown that they were afraid to get or fillings that those are first fillings and they're 42 and they're not scared anymore and they're coming in and they're so happy. Their whole demeanor changes because we've been able to change how they view dentistry. That's what we're here for. And when people dig for that, why? And I hear the, I hear the, ⁓   I want to, what is it, delivering smiles, delivering smiles to Maricopa County. Like, are you, is that why you're here? You want to deliver smiles? No, you want to change lives by giving them a different perspective on dentistry. You want to teach them something about dentistry that they never knew existed. You want to make them feel confident because they have a healthy place to go. They have somewhere that they know they're loved, taken care of, seen and heard, and they're getting quality dental care. Like, that's what you're here for.   DAT-Dana (16:29) Yeah, and in the end, are   you creating smiles for Maricopa County? Yes, you are, but like that's not why you show up every day. Yeah.   The Dental A Team (16:34) Yes!   Yeah. Yeah. Yeah.   And when people can key in on that, I literally see that light bulb moment of like, wow, that's exciting. Like I want to go do that crown. Yeah, you do. You do. Because it's more you're not delivering smiles to everyone. Right? It's an impossible feat. Like you're not going to create a new smile for everyone who walks through the door. You're not. Some people don't care about their teeth. And that's okay. Like how they look right aesthetics. Some people   don't need you to aesthetically change their teeth. Some people are coming in with straight teeth, white teeth, already veneered teeth, and you're not doing anything. But what you are doing is you're creating an experience and you're creating a space that they can come feel seen, valued, and heard and leave knowing that they were well cared for and they're a happier human when they leave your practice.   DAT-Dana (17:28) Yeah, I love   that. Because when they can, maybe eventually they will care, right? And you'll be the person that they come to when they do. Or maybe eventually the cosmetic work they already had will need redone and you've created that space that they can say it. And so I agree with you. It doesn't happen every single time, but we're looking for the times that it does and we're making those times incredibly meaningful.   The Dental A Team (17:33) Yeah.   tracks.   Yes, and when we can carry ourselves in a way that no matter what we are looking for, how can we positively impact this patient's experience? How can we make them a better person out to the world when they leave my practice? Like I want to inspire them. I want to make them happy. They leave feeling energized. They carry that on to the next person, right? So when we can make that's our focus that we're positively impacting the person who's standing in front of us, then we're showing up every single time. And our KPIs are like,   Hey, did you make 10 calls to make sure that people get back into this practice for their re-care so that they're well cared for and they don't feel like they have to find another practice that they start all over again? Absolutely, I made 10 calls. And when you get the question of, do I have to call? Can I just text? I don't care what you do, measure it. And if whatever you're doing works, we'll keep doing that. So if you're doing text messages and they're not working, try sprinkling in some calls.   see if the calls work too or double them up. I always say that because I think Dana, we get so rigid on what the system needs to be that we're like, no, Tiff and Dana, they said you need to do 10 calls a day. If that's your only takeaway from today, oh my gosh, right? They go, they're like, 10 calls a day, that's your KPI. And the team, maybe it's, you know, a 23 year old who is like, I don't want to get on, I don't want to get on the phone, I'm 41, I don't want to get on the phone. So like, I want to know that if I'm doing these 10 calls a day,   They are what is going to work. And if they're not, because we're in an age of tech and maybe voice small drops work better or text messages are working better, I want to do that. But it's going to be based on your community and not the person making the outreach. Because here in Phoenix, we got a lot of snowbirds. We got a lot of retirement communities. We've got a lot of people who, heck, like I don't want to, I don't want to do anything with my phone by the time I'm done with the day.   So I think measuring it and making sure those pieces add up to that value that you're trying to perceive to your patients.   DAT-Dana (19:56) Yeah. And I think sometimes there's a misconception with team members in this TIF that like the number tells them something about them, right? And sometimes it can, but for the most part, what it tells us is if our system works or doesn't work. And so I think team members too, just being embracing and open to the fact that this is not necessarily, if you don't hit 95 % scheduled to goal, that doesn't mean you as a human aren't succeeding. It means that there's something in our system or something in our consistency that isn't getting us   The Dental A Team (20:04) Yeah.   DAT-Dana (20:25) there and so I think you can have open and honest conversations with team members too and say like this isn't a value for you as a human. This is a value for the effort, the work and the systems that we've put into place because you're right Tim, if I can get one person scheduled with 40 text messages or one person scheduled with three calls, my gosh, give me the three calls.   Right? So it is being able to evaluate and assess those things too. And I think so many times when we go to roll out KPIs offices get a lot of resistance because it's like, I don't want you to put like a number on me, right? Or I don't want it to feel like it is me, the person that is letting the office down or we're not getting the goals. I think think of it as a tool to evaluate our systems. Yes, our people too, but honestly and truly typically it's a systems problem and not a person.   The Dental A Team (21:15) I 100 % agree. And I think that's where we start measuring the results instead of micromanaging the people. Yeah, I love that. You made me think too, Dana, that if you're not able to get to 10 calls a day or whatever your KPI is, if you can't get to them and you see the consistency is that you're falling behind, you're not able to do it, then take a step back and evaluate your time spent. Like what are the blockers that are coming up? Does this belong to that job description? So is it in the right lane?   Does it impact that person's goals that impact the companies? then like take those steps back. There have been so many times that I'm like, gosh, I just haven't been able to get to this. But next week, let me rearrange my schedule. I'm going to try a couple of things out to get it different so that I can try to get these done. And if it's consistently not happening, there's a blocker. There's something else going on. And it's not just that they're busy. I had this conversation a couple of weeks ago with someone. I'm like, there's no time. They're like, I see time. I'm like, okay, you know what? There is time.   There's no space left. So how do we get rid of some of the other clutter and rearrange to declutter my brain so that I still have output left for this piece of my job? And those conversations are really important. And your leaders, your one up above you should be able to help you unblock those. So Dana, I love this conversation. Thank you for having it. I think motivate versus inspire.   is really, really special. And when they're meaningful, impactful results, it makes a huge difference. So Dana, I would say action items for today. Number one, is your vision, your mission, your core values, are those things inspiring to you as a practice owner? And are they inspiring to your team? Do they fully know the definitions of them? And are we ready to make an impact on that community? Number two, assign some KPIs. If you've got that solid, you've got job description solid, you're working on some systems maybe, but   lot of systems are super clean and clear, then start doing individual KPIs. And Dana, I would say if they're not ready for individual KPIs, take that big, the umbrella, do your production, collections, new patients, and let them see how they're impacting every day. Dana, anything you want to add before we wrap for today?   DAT-Dana (23:31) No, I think you hit it out. This was a good one too.   The Dental A Team (23:33) Awesome.   I agree. Thank you. Thank you for riffing with me and busting this out Dana and you guys go leave us a five star review. We love to hear from you. We love to know how this impacted you and maybe how it impacted your why I always love that piece Dana and I live for a phenomenal why Hello@TheDentalATeam.com. If you need help with KPIs for individual positions, please reach out. Sometimes they get a little tricky with like dental assistance. Hygiene is kind of easy, but you get kind of bored with the flora, the perio. Just reach out.   We've got a million of them and Dana will help with all your hygiene and Britt. So anyways, that's a wrap guys. Thank you so much. We'll catch you next time.  

A transformation and growth leader at heart, Paul Idziak is a CEO who thrives in complexity and turns bold vision into disciplined execution and scalable results. Like a catalyst for momentum, he does not just grow businesses; he engineers ecosystems where people, process, and performance move in sync. He leads from the front, combining grit with clarity to transform underperforming operations into high-impact, multi-location enterprises. What he brings to the table is a rare blend of private equity acumen, operational rigor, and commercial instinct. He builds strong leadership teams, installs KPI-driven cultures, and creates structures that scale with precision. From due diligence to exit readiness, he aligns strategy with execution, driving profitability, expanding markets, and reducing risk. He operates with urgency, accountability, and a relentless focus on value creation. Over the years, Paul has scaled businesses from the ground up, launching new divisions, expanding across the U.S., Canada, and international markets, and building distributed workforces of 300+ technicians. He has driven 35% revenue CAGR and 110% EBITDA growth, transforming operational performance and positioning companies for successful exits. He has secured tier-1 OEM partnerships, negotiated MSAs, and led high-value projects exceeding $20M while building diversified, resilient customer portfolios. From sourcing more than 100 acquisition targets and supporting approximately $3B in transaction value to executing value creation plans targeting 4X returns, his experience spans the full investment lifecycle. He has improved margins, reduced the cost of poor quality, implemented Lean 6S practices, and built safety cultures, achieving 0 recordables, consistently delivering measurable, repeatable results. His previous experience across Johnson Controls, Siemens, and AWC has further sharpened his leadership approach, strengthening his ability to scale operations, build high-performing teams, and drive consistent enterprise-level impact. What matters most to Paul is building businesses that endure and teams that win long after the strategy is set. He measures success not just by growth, but by the legacy of performance, discipline, and leadership he leaves behind.

KPIs (Key Performance Indicators) provide an effective way to measure your business performance using both leading and lagging indicators to make better decisions and drive growth. Show Notes Page: https://www.thehowofbusiness.com/606-kpis-measure-business-performance/ Small business owners often rely on gut feel or a quick glance at their bank balance to gauge how their business is performing, but that approach leads to reactive decision-making and missed opportunities. In this episode, Henry Lopez explains how to use Key Performance Indicators (KPIs) to measure business performance more accurately and proactively. He breaks down the difference between lagging indicators - such as revenue, profit, and cash - and leading indicators like leads, conversions, and customer activity, which help predict future performance. By understanding and tracking both, small business owners can gain clarity and control instead of simply reacting to past results. Henry also shares a simple framework for selecting KPIs, emphasizing that most small businesses should focus on just three to five core metrics that are measurable, aligned with business goals, and reviewed consistently. To make it practical, he walks through a sample KPI scorecard that includes revenue, profit, cash, customer flow, and customer retention, while reinforcing that these are starting points, not a one-size-fits-all solution. "You can't improve what you don't measure, but only if you're measuring the right things," Lopez explains, highlighting the importance of choosing the right metrics for your business. This episode is hosted by Henry Lopez. The How of Business podcast focuses on helping you start, run, grow and exit your small business. The How of Business is a top-rated podcast for small business owners and entrepreneurs. Find the best podcast, small business coaching, resources and trusted service partners for small business owners and entrepreneurs at our website https://TheHowOfBusiness.com

Is the era of protocol bailouts upon us? The Chopping Block crew and MegaETH's Shuyao Kong debate Defi United's community-funded rescue, the KPI vesting experiment shaking up token launches, whether DeFi yields truly underprice risk, and the first major PolyMarket insider trading bust—all delivered with the usual insider banter you won't hear anywhere else. Welcome to The Chopping Block — where crypto insiders Haseeb Qureshi, Tom Schmidt, Tarun Chitra, and Robert Leshner chop it up about the latest in crypto. This week, the squad is joined by MegaETH co-founder Shuyao Kong, fresh off their headline-making KPI-gated token launch. First, we dive into the whirlwind that is Defi United: a who's-who of Ethereum OGs and protocols pledging hundreds of millions to fill bailout holes from the massive KelpDAO hack—voluntarily. Are we witnessing a new age of protocol do-gooder vibes or just kicking the moral hazard can down the road?  Then, we tear into the “are DeFi yields way too low” debate, prodded by Tom Dunleavy's viral thread—should degens really be earning more for taking protocol risk, or are the markets just as weird as they seem? Shuyao gives us an under-the-hood look at MegaETH's radical KPI vesting mechanics, why they made the token vesting play risky pre-TGE, and whether dynamic tokenomics could be the industry's way forward (with plenty of banter about airdrop farming and governance theater along the way).  Finally, we spin through the saga of PolyMarket's big DOJ insider trading bust: is “insider info” a feature or a bug in prediction markets? All that, history lessons, cynicism, and more—let's get into it. Listen to the episode on Apple Podcasts, Spotify, Pods, Fountain, Podcast Addict, Pocket Casts, Amazon Music, or on your favorite podcast platform. Show highlights