Podcasts about kpis

Want to launch a premium, high-margin consumable brand and work with us to bring it to market? Get on the waitlist for our next cohort: ► Capitalism.com Bootcamp: https://capitalism.com/bootcamp I sat down with Djamel, the co-founder of Organifi, who grew a superfoods brand from $1 million to $100 million in about four years. We break down exactly how it happened: a premium, high-margin product, affiliates paid 75% commissions when the rest of the industry paid 5%, customer data poured into Facebook ads, and the team and systems that turned a scrappy launch into a nine-figure business. None of this was an accident. It was manufactured, and you get the whole playbook. (0:00) The $1M to $100M question, with Organifi's co-founder (1:00) Where it started: Drew Canole and the done-for-you green juice (3:00) Going out of business: the data-driven Hail Mary launch (4:00) The decision that set them apart: making it actually taste good (6:00) Sold out in three days, and presales became a crowdsourced capital raise (7:00) Building the whole thing on Infusionsoft, before Shopify existed (8:00) The takeaway so far: build a small audience and aim for a $10K launch (9:00) The first million saves the company, then the audience taps out (11:00) ClickBank comes calling: first supplement, and the launch that blew up (14:00) Influencer marketing before it had a name, and the TikTok Shop parallel (15:00) The 75% commission unlock: pay affiliates like digital, win on the back end (17:00) How aggressive commissions took them to $5 million (18:00) Turning customer data into Facebook ads that scaled them toward $20 million (20:00) Why did everything work? The numbers made sense (22:00) Why margin matters: build a premium brand and race to the top (23:00) The hate for a $70 greens powder, and why premium customers are easier (25:00) Building the movement: community as the premium moat (29:00) From $20 million to $100 million: becoming a real operational business (30:00) Stacking traffic channels, and the podcast-ad advice that opened a new one (33:00) The systems behind the scale: EOS, OKRs, KPIs, and dashboards (34:00) Becoming a leader: from wrecking ball to human (37:00) The two hires that mattered most: his CMO and COO (41:00) Incentive plans: phantom stock valued against the future goal (44:00) Walking away from capital three times, and the "bladder rule of finance" (46:00) The chaos behind the scenes: algorithm swings, lost influencers, tight cash (48:00) Exiting without selling: replacing himself, burnout, and rediscovery (50:00) His $1M-to-$100M playbook: data, team, problem-solving (52:00) The belief you have to manufacture (55:00) Why the entrepreneur bug never leaves DISCLAIMER: The information contained on this podcast and the resources available for download/viewing through this podcast for educational and informational purposes only.

In this episode of Coach's Corner, Caitlin Embree interviews Paul Lowry, co-founder of Dental Menu, to solve one of the biggest bottlenecks in dental practice management: failing in-house membership plans. While dropping insurance is a common goal, data shows that unmanaged cash-pay patients only have a 12% retention rate over five years, compared to 64% for insured patients.To achieve sustainable dental practice growth, practice owners must treat their membership programs like true subscriptions (e.g., Netflix or Amazon Prime) rather than one-off "Groupon" discount bundles that cause renewal gaps. Poorly administered plans not only create massive administrative headaches but also artificially lower your practice valuation by forcing you to zero out production or write off massive adjustments.Here is your blueprint for upgrading your dental practice management through a properly structured membership plan:Stop the "Discount" Mindset: Shift from selling a bundled package of cleanings to an auto-renewing subscription model to prevent patients from lapsing for months at a time.Fix Your Accounting: Stop adjusting membership preventative care to $0, as it destroys your KPIs. Dental Menu uses a separate bank account to process monthly fees and generate internal EOBs so production flawlessly matches collections.Protect Provider Pay: Proper dental practice management requires accurate ledgers so associate dentists and hygienists receive their correct collection-based bonuses when treating membership patients.Incentivize Your Team: Drive dental practice profitability by offering your front office staff bonuses (e.g., $25 per sign-up) to consistently present the membership plan to cash-pay patients.Ready to take the next step in your dental practice journey? Visit https://sharedpractices.com to learn more about our Buyer Representation and Coaching services, designed to help dentists buy, grow, and optimize profitable practices. You can also use our Free Look to evaluate dental practice opportunities with real data before making a decision. For daily Dental Moneyball insights, strategy tips, and updates, follow us across our social channels.

Are you an overachieving corporate director, VP, or senior AE who is completely exhausted from burning the candle at both ends trying to launch a side business?   In this empowering solo episode, host Billy Keels speaks directly to high-performing multinational professionals who feel stuck and overwhelmed by the sheer friction of balancing key performance indicators (KPIs) with their entrepreneurial dreams. Billy unpacks the common trap of building a side venture on a shaky, "sandy foundation" and introduces the exact three-step optionality equation required to transition from corporate dependence to true path control. Learn how to gain quantifiable clarity over your goals, integrate your career to deliver high-quality outcomes in fewer hours, and safely scale independent, predictable streams of income so you can walk into the office entirely by choice, not out of necessity.  

We get brutally honest about why traffic is a vanity metric and how SEO only earns budget when it ties to real business outcomes. We lay out the data and reporting foundation you need to walk into the C-suite with confidence, even when attribution is messy and timelines are long. • separating vanity metrics from revenue-driving KPIs • building the business case for SEO with CFO-ready numbers • fixing data quality in Google Analytics and conversion tracking • enforcing CRM hygiene so leads can become pipeline and revenue • choosing KPIs for lead generation vs ecommerce models • setting expectations with leading vs lagging indicators for SEO • funding the messy middle and mapping the full buying funnel • aligning sales and marketing to improve lead quality and content Guest Contact Information: Website: unframeddigital.comLinkedIn: linkedin.com/magsswiftMore from EWR and Matthew:Leave us a review wherever you listen: Spotify, Apple Podcasts, or Amazon PodcastFree SEO Consultation: www.ewrdigital.com/discovery-callWith over 5 million downloads, The Best SEO Podcast has been the go-to show for digital marketers, business owners, and entrepreneurs wanting real-world strategies to grow online. Now, host Matthew Bertram — creator of the LLM Visibility Stack™, and Lead Strategist at EWR Digital — takes the conversation beyond traditional SEO into the AI era of discoverability. Each week, Matthew dives into the tactics, frameworks, and insights that matter most in a world where search engines, large language models, and answer engines are reshaping how people find, trust, and choose businesses. From SEO and AI-driven marketing to executive-level growth strategy, you'll hear expert interviews, deep-dive discussions, and actionable strategies to help you stay ahead of the curve. Find more episodes here: youtube.com/@BestSEOPodcastbestseopodcast.combestseopodcast.buzzsprout.comFollow us on:Facebook: @bestseopodcastInstagram: @thebestseopodcastTiktok: @bestseopodcastLinkedIn: @bestseopodcastConnect With Matthew Bertram: Website: www.matthewbertram.comInstagram: @matt_bertram_liveLinkedIn: @mattbertramlivePowered by: ewrdigital.comSupport the show

In this episode of Technovation, Peter High speaks with Alex Holt, Field CTO at ElevenLabs, about what separates successful enterprise AI initiatives from those that never move beyond the proof of concept. Alex explains how ElevenLabs combines cutting-edge AI research, enterprise-grade products, and forward-deployed engineering to help organizations deploy voice AI at scale. He also discusses why AI success depends on tying every implementation to measurable business outcomes, how voice agents are transforming customer engagement, and why enterprises must rethink implementation if they expect real ROI. In this episode, you’ll learn: Why AI projects should begin with business KPIs—not technology How forward-deployed engineering accelerates enterprise adoption What makes enterprise voice AI production-ready How ElevenLabs balances innovation with safety and governance Why the best AI organizations measure outcomes, not experiments This episode is presented by ElevenLabs — Modern Email Delivery for developer & product teams. Learn more at elevenlabs.io

Here's a question most surgeons have never asked themselves: how many patients do you need to see in clinic to get the number of operations you want each month? In Episode 239 of BOSS: Business of Surgery, host Dr. Amy Vertrees walks through the full patient-to-OR pipeline — from referral to completed case — and shows you how to calculate your own conversion rate so you can predict your operative volume, identify where patients are dropping off, and have a data-driven answer ready when an administrator asks why your case numbers are low. This is the clinic math framework. It covers every step in the funnel: referral source and referral volume, appointment scheduling drop-off, no-show rate, clinic-to-OR conversion rate, OR no-shows and cancellations, and how to calculate how many clinic patients you actually need per booked case. Dr. Vertrees also walks through how subspecialty mix affects your ratio — why a breast or colorectal surgeon with a high proportion of non-operative visits will always need to see more patients per case than a hernia-focused surgeon — and what to do about it. Real numbers included: 100 referrals → 90 appointments → 80 shows → 30 booked cases → 27 completed operations. If you're seeing that kind of attrition and didn't know it, this episode will change how you think about your clinic. Whether you're a new attending trying to build volume, an established surgeon whose numbers have quietly slipped, or a surgeon preparing for a difficult conversation with hospital leadership, this is the episode to hear first.

In this episode, Katie shares hard-won lessons on the biggest challenge most founders face: letting go of control and bringing in outside specialist support. She reveals why so many businesses get burnt by agencies, how to set clear expectations and KPIs even when you lack the expertise yourself, and the right way to vet and onboard talent that actually delivers. You'll learn exactly when your “fire” is dimming and it's time to hand off the tasks draining your joy, why fractional executives often beat full-time hires for growing companies, and how FRX carefully selects battle-tested operators who have sat in real C-suite seats managing seven-figure budgets. Guest Links Connect with Katie Peterman on LinkedIn Learn more about FRX fractional executive services Edit your podcasts like a pro:https://get.descript.com/mrzy10nwivuqJoin me as a guest or start your podcast journey:https://www.joinpodmatch.com/nickkuhne Timestamps 00:00 – Welcome & Katie Peterman's background 01:06 – The real challenge of releasing control to outsiders 02:13 – Why agencies often fail and how to fix it 04:39 – Setting KPIs and expectations when you lack the expertise 09:39 – Taking full ownership across departments 10:34 – How FRX vets and selects elite fractional executives 15:27 – When founders should bring in help (the joy test) 18:41 – Fractional vs full-time executives 20:43 – What happens when fractional talent gets full-time offers 23:18 – Where to find Katie and FRX Connect with me on:All my linksBecome a guestSign up for RiversideGet Descript #DigitalMarketing #Branding #PersonalBranding #MarketingInsights #SocialMediaStrategy Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

SEO verändert sich grundlegend. Rankings und Keywords allein reichen nicht mehr aus. Mit AI Search, Google AI Overviews und LLMs rücken Customer Journey, Positionierung und Business-Verständnis in den Mittelpunkt.Gemeinsam mit Ann-Kathrin Reitmeyer sprechen wir darüber, warum moderne SEOs heute nicht mehr nur Suchmaschinen verstehen müssen, sondern auch Produkte, Zielgruppen und Unternehmensstrategie.Wir diskutieren, warum das Ideal Customer Profile (ICP) wichtiger wird als Suchvolumen, weshalb viele Unternehmen ihre eigenen USPs nicht klar kommunizieren und wie LLMs Marken heute als Spiegel ihrer Außenwahrnehmung dienen.Außerdem sprechen wir über Customer Journey Audits, Messaging-Analysen, den Einsatz von AI zur Identifikation von Content-Lücken sowie darüber, welche KPIs in einer Welt mit sinkenden Klickzahlen wirklich noch relevant sind.Eine Folge für alle, die SEO nicht mehr als Traffic-Kanal, sondern als strategische Disziplin verstehen wollen.

You cannot make an extra $50,000 by guessing your way through the rest of the year. In part three of Dr. Lauryn's Summer From the Vault series, we move from mindset and sales into the numbers that reveal what is actually happening inside your practice—and where your next opportunity for growth may be hiding.Dr. Lauryn explains how to separate emotion and ego from your business metrics, determine which numbers deserve your attention, and use data to diagnose problems with marketing, conversion, retention, training, and practice systems. You'll learn why weekly visits and revenue never tell the whole story, how small improvements can produce meaningful growth, and why your numbers are information—not a judgment of your success.Key TakeawaysRevenue and weekly visits do not tell the entire story. Profitability, patient value, lead quality, and the context behind each metric provide a much clearer picture of your practice's financial health.Tracking the right KPIs reveals where revenue is leaking. New patient calls, booking rates, show rates, conversions, retention, breakups, and referrals can show you exactly where to focus your attention.Established practices usually grow through small improvements. Better training, stronger table talk, more qualified marketing leads, and 1–5% improvements across key systems can create significant financial results.Your numbers are tools, not a measure of your worth. They help you make non-emotional decisions, identify operational bottlenecks, and determine whether your practice needs better systems, renewed leadership, or intentional rest.Resources:Rich Doc Summer Series: A FREE summer training lineup for docs ready to use AI, systems, and strategy to create more freedom from the clinic. Register for one, two, or all three. Add 30-day replay access for $47 for all 3.Find all things Dr. Lauryn B including ways to work with herFollow Dr. Lauryn: Instagram | Facebook | LinkedInFollow She Slays on YouTubeMentioned in this episode:INSiGHT CLAThis episode is brought to you by the INSiGHT scanning system from CLA, the tool that helps chiropractors show patients objective neurological data so the value of care becomes clear, fueling conversion, retention, and growth. She Slays listeners get preferred pricing, affordable financing, and a free Getting Into Scanning guide.CLA (Current)Holistic Marketing HubThis episode is sponsored by Holistic Marketing Hub. Created by marketing strategist Molly Cahill, it's a proven Instagram system with a 500+ caption content library and a step-by-step curriculum that's helped 400+ chiropractors, acupuncturists, and other health pros fill their practices with right-fit patients. Enroll Now!Holistic Marketing HubClinic MindClinic Mind is the all-in-one EHR and practice management platform built for chiropractors — billing, documentation, scheduling, and patient follow-up in one place, whether you run a cash practice, take insurance, or are scaling to multiple locations. She Slays the Day listeners get an exclusive offer.Clinic Mind

Can AI actually replace the sales engineer in complex product configuration — without sacrificing accuracy? In this episode of the CPQ Podcast, host Frank sits down with Stanislav "Stan" Chirk, founder of R[ai]sing Sun, an EU-based AI solutions company building custom AI agents for B2B companies. Stan walks us through his journey from engineering and entrepreneurship into the world of Configure, Price, Quote (CPQ), and how that combination led him to found R[ai]sing Sun just over a year ago. We dig into the company's "AI-native" philosophy — building AI-first rather than retrofitting AI onto legacy systems — and their guiding principle: no AI for the sake of AI. The conversation centers on R[ai]sing Sun's flagship product, Talkulate AI CPQ, a self-service configurator that guides buyers through complex product decisions and delivers instant, accurate quotes — no sales engineer required. Frank pushes Stan on one of the biggest questions in AI-driven CPQ: how do you guarantee deterministic, repeatable outputs when generative AI is involved? Stan explains how structured product databases and rule-based logic keep quote generation accurate, even while the upfront sales conversation stays flexible. You'll also hear about R[ai]sing Sun's phased delivery model (including a bold promise to walk away from projects that don't hit KPIs), a typical 3–5 week go-live timeline, their traction in medical and engineering industries, and how AI-native CPQ stacks up against established, traditional platforms. Whether you're a CPQ practitioner, a sales operations leader, or simply curious about how AI agents are reshaping B2B quoting and configuration, this episode offers a grounded, practical look at where AI-powered CPQ is headed.  

https://youtu.be/RI_6ZvdjVuE Matt Andersen, CEO of Westlake Securities, LLC, is driven by a mission to create value that changes lives by helping business owners follow the 4 Steps to Creating Equity Value, intentionally grow their companies, maximize enterprise value, and achieve successful liquidity events. Through strategic planning, disciplined execution, and a purpose-driven approach, Matt has helped companies achieve significant growth while empowering entrepreneurs to build businesses that create lasting financial and personal impact. We explore Matt Andersen’s Reverse Engineer Your Outcomes Framework — Define Your Financial Goal and Timeframe, Design a First 100-Day Plan, Build an Annual Plan, and Adjust and Reset Quarterly. Matt explains why business owners should reverse-engineer their desired financial outcome before creating a growth strategy, how a focused 100-day plan builds early momentum and accountability, and why quarterly adjustments keep organizations on track toward long-term goals. He also discusses how thought leadership, educational content, internship programs, and AI-powered client experiences have fueled Westlake Securities’ growth while helping entrepreneurs achieve private equity-like results without giving up ownership of their businesses. — 4 Steps to Creating Equity Value with Matt Andersen  Good day. Steve Preda here with the Management Blueprint Podcast, and my guest today is Matt Andersen, the CEO of Westlake Securities, LLC, the number one lower middle-market investment bank in Central Texas, focused on advising companies seeking to intentionally grow or obtain liquidity. He’s also the author of Intentional Growth, as you can see behind him on the screen. Matt, welcome to the show.  Hey, Steve. Thanks so much for having me. I’m super excited to be joining you on today’s show.  Yeah. I love the title of the book and the cover. This is exactly what you want to do with companies, right? You intentionally want to grow them, and then you want to grow their value and create great exits, which I’m sure you have a lot to tell us about. Yeah, that’s exactly right. Our business model… Taking a quick step back, I’m CEO of Westlake Securities, as you mentioned, a lower middle-market investment bank. A lot of the companies we work with, we’re really helping them grow. That’s about half our business. The other half of our business is folks who, once they’ve grown and achieved a certain position or value in the organization and have gotten to a certain point in their career, might want to start thinking about liquidity, or maybe an ultimate exit plan for liquidity—not just for their financial tie-up in the business, but also for their time. So that’s the other half of what we do. We help people think through that next step.  Yeah, because you need both, right? If you have a lot of money but no time to enjoy it, that’s not really good. If you have a lot of time but no money, that’s not good either. So you need both.  That’s right. So yeah, the business fits really, really well. For a lot of our folks, we’re with them on very long-term journeys. In some instances, it’s been six, seven, eight, nine, even 10 years for them to grow the organization to a value that’s truly exciting for them, and then help them think about how best to monetize that once the organization has hit a goal based on size and time. Okay. That’s fascinating. So let me take a step back and ask you: what is your personal why, and how are you manifesting it in this business?  Yeah, that’s a great question. I think about it this way. A lot of companies have mission and vision statements. We actually do something a little different. We have a purpose statement. That purpose statement is: We create value that changes lives.Share on X At this point in my career, if you define careers as you would maybe a sporting event, I’m probably in the third quarter of my career.  One of the things that gets me excited every day is a transaction, for instance, that we had about two weeks ago. There were about eight people who had a truly life-changing experience in a positive way. That’s really neat. In addition to those eight people, there was a group of four people who became shareholders for the first time in this organization. It was really neat. Those sorts of conversations are really fun to have. So creating value that changes lives is really important. We tend to think about that holistically too. For our team, we've been fairly blessed with growth.Share on X  Then, if you think about the full cycle back to the community, we typically pick one charitable organization each year, and we try to make an impactful donation to that one charitable organization. So I think, from client to team to community, that holistic vision is what gets me skipping into work every day.  Yeah. I mean, if you can change your clients’ lives and you change your team members’ lives for the better, that’s very powerful. That’s very empowering. Yeah. And then to see that roll through the community is even… Yeah, it’s pretty neat. It’s pretty neat to see.  So that’s the third leg of the stool: the clients, the team, and your community.  That’s right. You’re really embedded in there. My question is, how do you do that? Do you have a framework for changing these lives? Obviously, you wrote a book, so maybe it’s the spine of the book that you might share with us, or maybe another framework. This podcast is all about frameworks.  So what is a three- to five-step process, or maybe three or four ways to look at something, that informs you or your clients? Or it can be anything that helps you streamline things in your business and make things simpler, which our listeners might benefit from and interpret in their own way.  Yeah. I’m a big framework fan, which is part of the reason I was excited to join the podcast, because I think about things that way. Especially if you figure out what works over time, the goal is to replicate that. Just like a manufacturing facility figures out how to make everything from a microchip to a pair of shoes, and they keep doing the same thing repetitively, I think frameworks in business, if they’re given enough flexibility, can be hugely powerful.  I’ve written two books. Completing the Deal is my first book. “Intentional Growth” is my second book. Intentional Growth is really about organizational growth, and the book is full of great frameworks.Share on X But if I were to share the one I believe is the most impactful—and it’s also fairly simple—it would be this: Reverse-engineer your desired outcome upfront.  So often, businesses we come into contact with know they want to grow. They know they want to achieve certain things. But oftentimes, they haven’t done a great job of defining two things: The timeframe they want to do it in, and the level of achievement they want to get to. One of the things we tend to see in business is that people will make a budget, for instance. They’re going to pull in a sales backlog and a CRM report. A customer did X last year, so we’ll just add 4%, and they’ll do Y this year.  We’ll hire a couple of people. That can be a way to budget. But I think the better way to approach budgeting is, once you’ve reverse-engineered the course, to say, “Over the next five years, we’re going to get from here to here.” Then really think about that as a stair-step process, almost like the path behind me. If we need to go from here to here, year over year, how do we actually grab that growth out of the marketplace? How do we make sure that we’re on the right path?  One of the things we spend a lot of time on with companies we're helping grow is this reverse engineering.Share on X It’s a great framework. There’s a lot about it in the book. A couple of really important takeaways, probably the most important one I can share is the timeframe. What we’ve found is that three to seven years is the best timeframe. Anything less than three years starts to feel like there’s not enough time to actually see the seeds you’ve planted bear fruit. Anything longer than seven years…  Well, Steve, seven years is just a long time. It’s hard to predict cycles and things of that nature. By default, absent another driving force, we tend to think in five-year increments. Kind of split the difference. Five years. The other framework we really focus on is picking a financial destination that’s truly impactful. A lot of times, when people think about the stress of business growth, part of the reason it’s stressful instead of exciting is because they’re worried about growing 8% to 10%, or maybe 12%. That’s good growth. It’s nice.  But it’s not exciting. To me, that feels more like a burden than excitement. If you went into your business planning thinking, “Over the next five years, we’re really going to 3X the size of the business, 4X the size of the business, maybe even 5X the size of the business…” Then, in order to achieve that, we need to hit Y growth over the next 12 months.  That really reshapes what might otherwise be a stressful scenario based on anecdotes into something much more exciting and engaging. Those are the two main frameworks: Time and a financial outcome that would truly be exciting. That’s the premise the book starts with, and it’s something we use all the time, every day.  So that’s interesting. If I were to translate it into a three- to five-step framework or process, what’s step number one? Is it defining the financial destination, or is it the timeframe?  So, number one, those two things are probably going to go together. Timeframe and financial outcome. From a framework perspective, first we’re going to set that destination. Then we’re going to move into the other pieces. Step two is likely going to be creating a 100-day plan. Why do we want a 100-day plan?  Because we want to make sure tomorrow is going to be different from today. Again, it’s one of those things where a 30-day plan is too short, and a six-month plan is too long. A 100-day plan is a way to jump-start a growth plan, and we really want to see a few things from it. One is some early wins, because we’re all wired that way. The more we win, the more we want to play the game, right? Yeah. So you do want to have some early wins.  You want to have some visibility. Organizationally, we plan to communicate the goals and objectives of our destination and outcome, what our 100-day plan is, and then accountability. Accountability to outcomes. Those are the three main things we want to see from that 100-day plan, even though there are a lot of details. Step three would be a one-year plan because we really want to say, “Okay, we’ve got this timeframe. We’ve got this destination we want to get to. We’ve got a 100-day plan to jump-start it.  Now we have a one-year check-in.” From that one-year point, in addition to things like KPIs or Rocks—or whatever an organization uses to manage accountability to outcomes—we want to reset the sails every quarter to six months going forward. But the 100-day and one-year plans are really important to making sure we’re off to a good start on our journey to get where we want to be in five years.  Love it. So that’s interesting. It’s more of a bottom-up approach. Some people preach a top-down approach. You do have a top as well because you have a financial destination three to seven years out. That’s fascinating. You also follow the private equity idea of a 100-day plan, so it aligns with that approach too. One of the things I like to talk about with clients is, how can we create private equity without private equity? How can we get private equity results without having to give up a chunk of the pie? So that is fascinating.  Yeah. And that’s a big part of it. Anyone who’s looking for that message is really going to gravitate to this book. What I do tell people is, you don’t have to sell to grow, but you do have to plan. This is a great framework for doing that, based on 27 years of personal experience and 23 years of firm experience. I’ve personally helped 40 companies achieve seven-, eight-, and nine-figure growth in enterprise value, and we’ve closed $5.7 billion in transactions. All of that feeds into this book, which I think people can use to find a better path—and a proven guide—toward growth without having to give up control.  Yeah. I love it. So tell me, Matt, what drives growth in your business at Westlake Securities?  I think there’s a few things that have been helpful to our growth. Number one, we’ve been fortunate to be in markets that are robust. So we do have a bit of a perfect storm going on right now. There’s a lot of capital available. There are a lot of tools available. And we’ve got an aging demographic of business owners. All of those things are creating this perfect storm of either growth or liquidity.  These conversations are happening more now than they ever have in the last 27 years of my career. It’s unbelievable. These conversations went from things people talked about maybe once a year to, for some organizations, getting outreach every week from somebody who wants to talk to them about a growth investment or buying their business. These topics are coming up more and more, and I think in a much more impactful way.  So number one, there are a lot of favorable market dynamics. Number two, we have the history and track record that’s helpful when a business owner is asking, “Can this company really help me grow?” or “Can this company really help me sell?” We’ve got a great track record for that. That track record is built on, number three, our team.  A lot of our people have spent time with Fortune 1000 companies. They’ve worked for major banking organizations, run brands for Fortune 1000 companies, worked in private equity, or worked for other investment banks. So they bring tremendous experience. And then, last, is our process. Part of the reason for creating the two books is to be very transparent about what our processes are and to lead our advisory work by example.Share on X  We want to be transparent in how we think about helping companies either grow or obtain liquidity. I think those four legs of the stool are the reason we’ve been able to grow so much over the last few years.  You say the market is good because of the Silver Tsunami, as some people call it. Yeah. It’s kind of a cliché. And also the abundance of capital. Private equity has a lot of money to spend, as do strategic buyers. So I get that part. I also understand that you have great assets inside the company—your track record, your team, your processes, all of that. Then what happens? Do those people just find you, or do you actually have to intentionally do something to drive the growth?  Well, that’s well said. Just like we preach, we have to practice. Some of the ways we’ve been able to attract companies to our organization are through our digital presence. If you check us out on LinkedIn, we post a lot of great content there. We provide a lot of data. We do a quarterly deep dive by industry on where transactions have been. We share growth tips very openly. We provide downloadable resources.  The books have been helpful. The books have led to speaking opportunities. I speak internationally on the topics of capital raising, growth, and M&A. Lastly, joining awesome podcasts like yours has become one of our 2026 initiatives, and it’s been a lot of fun. It’s been amazing to see the response. Inevitably, somebody emails and says, “Hey, I saw your conversation with Steve. I thought it was pretty cool. Here’s something about my business.  How can you help, or what do you think?” For everyone, we’ve got something. For our ideal client, we obviously have our core services. For folks who are a little smaller, we’ve got a whole suite of workshops that range in cost and time commitment. Then, all the way down to a $17 or $25 book, which we feel is within everyone’s reach.  Part of this—and I’m sure you’re wired the same way—is just a pure passion for helping others find their own form of success. Whether it’s a $17 book, a multimillion-dollar capital raise, or a $300 million sale of a business, everywhere in between, we can provide someone with some element of value if they’re interested in engaging with us in a conversation. So that’s been helpful too.  Yeah, I love it. It’s very smart. You basically have a long-term view and a long funnel. You can connect with people at any stage of where they are and then support them through increasingly intensive ways.  Can I share with you the funniest one that I ever saw coming? Of course. We’ve always been big believers in giving back through university talks and internship programs. That’s been going on for some time, and it really took the next step in 2020 when all the internships were shut down. We were one of the early firms to launch a virtual internship program.  Now we’ve had over 1,000 interns go through our various internship programs, completing them from five different continents. Now those people have graduated. Several of them have been out of school for many years and are building their own careers. It’s been amazing to see that an experience they had when they were 19, 20, or 21 is now paying dividends five to ten years later. That’s one I never saw coming. We always did it as a way to give back. But it's been interesting to see it become a long-term brand-building exercise and a positive way of giving back to the community that has honestly created more opportunities than I ever would have thought.Share on X That’s amazing. So you created all these ambassadors, then, that I think will bring you clients.  You know, that wasn’t probably the intention when we started. But we’ve had people come back and tell us, “Hey, that internship changed the course of my career.” We’ve had parents whose kids got their first job out of school after doing an internship with us say, “Hey, I can’t guarantee you’re going to get the project, but I at least want to offer you the opportunity to participate because I appreciate what you did for my son or daughter during that internship.” So that’s been really cool. Again, it’s this kind of karma, give-back mindset.  Yeah, I love it. That is very valuable. These days, internships are really challenging to come by, so they can be a really valuable building block for young people. So let me switch gears here and ask you another question. What’s one thing that you’re trying to figure out in your business right now?  That’s a great question. We’re laser-focused on a couple of things. I would say one that a lot of businesses are going to share in common is AI and implementing what I’m calling the light side of AI. I feel like there are really three views of AI in the marketplace. One is a group of people who are still asking, “What does AI stand for?” We’ll put them off to the side for a second. Then there’s the light side and the dark side conversation going on.  The dark side is more about automation leading to job elimination. The light side is really about how we elevate the customer experience or the client experience. How do we elevate what our people are doing and delivering every day? That’s really the area we’re focused on. We have a strategy inside our company as it relates to AI, but the simplest way I can describe it is that we're going to be customer-centric—client-centric—in what we do with AI.Share on X  We want to create the best experience for those who engage with us by using better technology to do it. That’s really a major focus for us in 2026. The other focus is making sure that Intentional Growth gets off to a great start. It’s available for pre-order right now. It’s debut week for pre-orders. It hit number one in four categories. It officially launches in October. The book, speaking, workshops—the whole growth initiative—is really important for our firm, but also for the people we come into contact with.  Who wouldn’t want to grow their business and increase its value by $5 million, $10 million, or $50 million over a reasonable period of time? I think most people who decided to go down the entrepreneurial path did so with the hope of creating abundance. The only way to create that abundance for themselves, their customers, their employees, their vendors, and all their key stakeholders is to grow the organization. So AI and Intentional Growth are our two main business challenges and opportunities for the year.  Yeah. That’s great. And hitting number one in four Amazon categories on pre-order, that is actually very rare. So you must be doing something right there. Either you have an amazing PR machine, or the book is just very, very good. Well, I’m hoping it’s the latter—that the book is going to be that good. I do think the first book created a nice foundation. There are thousands of copies in print. It got a lot of great feedback on Amazon. It’s been used by universities, industry groups, and others. So I think there’s a nice nucleus of potential readers for book number two.  I’m really excited because Intentional Growth is going to be much more interactive than the first book. It’s going to include downloadable forms and AI-powered interactive tools at the end of each chapter, so readers can take what they’ve learned in that chapter and immediately translate it into practical tools for their business.  My hope is that it gets into the hands of any business owner or organizational leader—from someone at an early-stage company to someone running part of a large publicly traded company. If they have a real desire to grow and are looking for a better path to do it, my hope is this book ultimately finds its way into their hands. Yeah, definitely. So if people would like to connect with you, obviously they can go to Amazon and buy Intentional Growth by Matt Andersen.  Yeah.  Definitely do that. And where else can they find you?  There are a few places. Book-wise, Amazon first, then all the major retailers—Barnes & Noble, Porchlight, and others. Both books are available now, and Intentional Growth will ship in October. I would encourage people to find us first and foremost on LinkedIn. I do a lot of personal posts there. We also host events. Westlake Securities has a strong presence on LinkedIn as well. Again, we share a lot of events, free content, and free data.  We spend six figures a year purchasing proprietary data and organizing it in a way that’s useful for business owners to understand trends, valuations, what’s happening in the capital markets, the cost of debt, how much equity was invested in private companies last quarter and last year. There’s a lot of great free information available through those two resources. I also do quite a bit of speaking. If you’d like to attend a talk, I speak internationally on capital raising, growth, and M&A.  That’s amazing. So definitely check it out. Check out Matt’s LinkedIn, especially the quarterly market reports. Those are going to be very interesting. I’m sure you’re using your six-figure database to produce some great charts. So check that out. Buy Intentional Growth, and see how it can help your business. I love your framework—the reverse-engineering idea. You really have to know where you want to get to, how much time you have, and then figure out what it takes to get there.  What’s going to be that above-10% exciting growth rate that’s going to 3X or 5X your business? So thank you, Matt, for coming and sharing your wisdom. And if you’re listening out there, make sure you follow us on LinkedIn, subscribe on YouTube and Apple Podcasts, and leave us a review, because every week I bring you an exciting entrepreneur who’s growing their business. So thanks for coming, Matt, and thanks for listening. Thank you, Steve. I appreciate you having me. To everyone listening out there, best of luck until we interact next. Let’s grow. Important Links: Matt's LinkedIn Matt's  website

Get InTouch with Terri Terri Ross Website: Click Here Terri Ross Patreon: Business and Sales Mentorship 4S Summit Info: For more details, look up 4S Summit to understand its role in providing strategic business consulting in the aesthetics industry https://4ssummit.com/ In the Season 11 finale of InTouch with Terri, Terri Ross delivers one of her most important business lessons yet: stop building a job and start building an asset. Whether selling your practice is part of your long-term plan or not, every aesthetic practice owner should be focused on creating a business that is scalable, profitable, sustainable, and capable of operating without constant owner involvement. Terri breaks down what it truly means to be "market-ready", why private equity groups and potential buyers look for clean financials, consistent performance, documented systems, and strong leadership, and how these same principles create financial freedom for owners regardless of whether they ever sell. She outlines a practical 12-month roadmap to strengthen your business, improve profitability, increase enterprise value, and eliminate common obstacles that prevent practices from reaching their full potential. Drawing from years of consulting experience and real-world practice evaluations, Terri shares the critical metrics, systems, and operational strategies that separate thriving businesses from those that remain dependent on the owner. If you've ever felt overwhelmed by staffing challenges, inconsistent growth, declining profitability, or uncertainty about the future of your practice, this episode provides a clear framework for taking back control and building a business that works for you, not because of you. In This Episode: What it really means to be "market-ready" Why most practices aren't prepared for acquisition or growth The difference between owning a job and building an asset The four things buyers look for in a practice How clean financials impact business value Why systems and processes are essential for scalability The dangers of owner dependency and key-person risk How to improve profitability through operational efficiency Key performance indicators (KPIs) every practice owner should track A practical 12-month roadmap to strengthen and scale your business How building enterprise value creates financial freedom, even if you never sell  

Howie returns from his overseas adventure, but sadly Chief has succumbed to illness and can't join us. Browny, Howie and Damo push on with their favourite headlines from the week, then as Howie returns to the team - Browny and Damo give him a performance review with some KPIs for the rest of the year. Howie's Hot Topics includes questions around BazBall, Alex De Minaur, and Lionel Messi, then Browny promised us an enormous musical guest - and he delivers! Browny asks about some of the big issues in footy with his Conversation Wedges, and Howie tells us all about his trip to North America - including driverless cars and bear spray. Browny questions how often we need to go to the doctor, before opening up the Health Hotline to talk about electrolytes. A serious ankle injury to Max Holmes has soured Geelong's win over St Kilda, and the team dive into this week's media wars - including two kings in the Triple M jungle. Geelong's Ollie Henry joins the show, Damo takes over the Top 5 with some epic rants from James Brayshaw, and Howie wonders why Aussies seem reluctant to want England to win at any sport.See omnystudio.com/listener for privacy information.

Not every episode follows a single thread, and this one does not try to. Paul McManus of McManus Kitchen and Bath pulls back the curtain on navigating a down market, building a generous PTO policy that keeps great people around, rethinking his website from the ground up, using AI to strengthen process instead of replace it, and opening a brand new showroom with some genuinely creative ideas inside. If you want an honest look at how a seasoned remodeler is thinking and building right now, this one delivers.Today's episode is sponsored by Builder Funnel! Click here to learn more about how Builder Funnel helps remodelers and home builders grow through strategic digital marketing.Explore the vast array of tools, training courses, a podcast, and a supportive community of over 2,000 remodelers. Visit Remodelersontherise.com today and take your remodeling business to new heights!Key TakeawaysTrack lead flow and KPIs to anticipate market shifts.Use a flexible PTO policy to boost team loyalty.Invest in showroom expansion and new services.Leverage AI for process improvement and data organization.Focus on process improvement before adopting new AI tools.Chapters00:00 Introduction and market overview for 202602:02 Current market challenges and lead flow issues04:11 Financial management and preparing for a down year06:08 Using KPIs to anticipate market trends07:57 PTO policies and employee engagement12:00 Website strategies and copywriting tips20:02 Embracing AI and process automation38:00 Showroom expansion and new service offerings50:05 Future market opportunities and growth areas57:55 Closing thoughts and key takeaways

Most home service companies think they're tracking marketing. They're actually tracking the wrong metrics.In this episode of Owned and Operated, John Wilson and Jack Carr break down how to measure marketing ROI the right way. They explain why cost per lead is often a misleading metric, how to build a marketing scorecard that actually helps you make better decisions, and the attribution systems they use to understand what's driving revenue across a growing home service business.They also discuss why blended marketing ROI matters more than individual lead costs, how to separate new customer revenue from recurring customers, the importance of clean CRM data, and why every owner—not their agency—is ultimately responsible for marketing performance.In This Episode:• Why cost per lead can lead you to the wrong decisions• The marketing KPIs every home service business should track• How to measure true ROI across every marketing channel• Building an attribution system that actually works• Why clean CRM data is the foundation of good marketing• How to separate new customer revenue from repeat business• The pitfalls of using lifetime value (LTV) to justify marketing spend• Why every owner should own their company's marketing scorecard————————————————

Mike & Tommy dive into why data literacy might be missing its most important lesson — not how to read a chart, but how to question the story it's telling. Drawing from a Nightingale article on graph literacy and self-skepticism, they explore whether polished dashboards are quietly building cultures of data compliance over data curiosity.They break down how motivated skepticism, biased interpretation, and over-trusted KPIs show up in real Power BI environments — and what BI teams can do to become critical-thinking coaches, not just report builders.News this week:https://www.meetup.com/chicagolandpowerbi/events/315485409/?eventOrigin=attendee_listhttps://community.fabric.microsoft.com/t5/Fabric-Updates-Blog/Use-User-Data-Functions-to-securely-call-Fabric-REST-APIs/ba-p/5294590https://community.fabric.microsoft.com/t5/Fabric-Updates-Blog/Streamlining-orchestration-with-smarter-pipelines-and-deeper/ba-p/5280154Get in touch:Send in your questions or topics you want us to discuss by tweeting to @PowerBITips with the hashtag #empMailbag or submit on the PowerBI.tips Podcast Page.Visit PowerBI.tips: https://powerbi.tips/Watch the episodes live every Tuesday and Thursday morning at 730am CST on YouTube: https://www.youtube.com/powerbitipsSubscribe on Spotify: https://open.spotify.com/show/230fp78XmHHRXTiYICRLVvSubscribe on Apple: https://podcasts.apple.com/us/podcast/explicit-measures-podcast/id1568944083‎Check Out Community Jam: https://jam.powerbi.tipsFollow Mike: https://www.linkedin.com/in/michaelcarlo/Follow Tommy: https://www.linkedin.com/in/tommypuglia/

Send us Fan MailA busy clinic isn't automatically a valuable business. In this episode of the Private Practice Survival Guide, Brandon Seigel explains how to build a value dashboard that buyers and lenders actually care about, why revenue isn't the same as value, and how to remove owner dependency so your practice becomes a transferable, scalable asset. You'll learn the exact KPIs to track, the systems to document, and the playbook that proves your practice can run without you. He also breaks down valuation frameworks—from revenue multiples to EBITDA—and shows how diversified revenue and strong leadership benches command higher multiples.What You'll Learn:The difference between revenue and true enterprise value—and why replacement cost mattersHow to calculate and reduce your owner dependency scoreThe essential monthly KPIs for a 12-month rolling value dashboardHow to build SOPs and a practice playbook that buyers trustWays to diversify revenue (private pay, telehealth, groups, training, wellness, consulting, education)Common value-killing mistakes and how to avoid themHow valuation ranges are influenced by margins, growth, systems, and risk profileBuild a business worth owning—and selling—so you can thrive, not just survive. #PrivatePractice #PracticeManagement #HealthcareBusiness #EBITDA #BusinessValuationWelcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide BookThis show is proudly produced at PS Studios — learn more https://www.psstudios.co

Tune in to our weekly LIVE Mastermind Q+A Podcast for expert advice, peer collaboration, and actionable insights on success in the Probate, Divorce, Late Mortgage/Pre-Foreclosure, and Aged Expired niches! In this week's All The Leads Mastermind, the discussion centers on the habits and systems that consistently produce results in real estate. David shares how disciplined prospecting, tracking key performance indicators (KPIs), and focusing on daily conversations turned one probate lead into multiple listings over the course of a year and a half. The coaches reinforce that success comes from consistent action rather than shortcuts, emphasizing the importance of making calls, tracking progress, and staying top of mind through ongoing follow-up. The conversation also explores effective lead conversion strategies, from using professional ISA services to increasing contact rates with multiple phone numbers and repeated call attempts. Members discuss building momentum through daily prospecting, creating memorable personal brands, and leading every conversation with a clear value proposition. Throughout the episode, the recurring message is simple: measure the right activities, stay consistent, and trust that persistent effort will lead to long-term success.  Key Takeaways Track the activities that produce results. Focus on conversations and measurable KPIs instead of busy work.  Consistency beats intensity. Daily prospecting and follow-up create long-term success, even during slow periods.  Conversations drive real estate. The more meaningful conversations you have, the more opportunities you'll create.  Stay top of mind. Consistent mail, calls, and follow-up help you reach prospects when they're ready to act.  Lead with a strong value proposition. Focus on understanding each person's needs before offering solutions.  Gamify your prospecting. Setting goals, tracking streaks, and measuring progress helps build lasting habits. To learn more, visit https://www.AllTheLeads.com or call (844) 532-3369 to check how many leads are available in your market.  #RealEstateProspecting #LeadGeneration  #RealEstateInvesting #RealEstateCoachingPrevious episodes: AllTheLeads.com/probate-mastermindInterested in Leads? AllTheLeads.comJoin Future Episodes Live in the All The Leads Facebook Mastermind Group:  https://facebook.com/groups/alltheleadsmastermindBe sure to check out our full Mastermind Q&A PlaylistSupport the show

Healthcare organizations are under growing pressure to modernize IT environments while improving clinician experience, strengthening security, and preparing for the next wave of AI-enabled workflows. In this episode, we'll explore how AI-powered endpoints, intelligent collaboration tools, and modern device strategies are helping healthcare IT leaders balance operational efficiency with better patient outcomes. Host: James Hilliard Guests: Abhishek Khowala, Global Head of AI, Health and Life Sciences Vertical at Intel Alexander Stanton III, Account Executive for Healthcare at Lenovo Show Notes: 00:00 - Introduction: AI endpoints and healthcare modernization overview 02:17 - Success story: Ohio children's hospital — modernization benefits 03:16 - Security in healthcare AI: Protecting models and managing endpoints 05:33 - Challenges faced by healthcare IT teams: Resources, regulation, data issues 07:54 - Criticality of security and managing AI complexity in healthcare 09:47 - The importance of practical AI adoption focused on patient outcomes 11:12 - How AI PCs enhance clinician workflows and patient safety 13:06 - Practical benefits of AI endpoints: reducing downtime and improving outcomes 14:01 - Role of Intel, Lenovo, and Microsoft in secure, effective AI deployment 15:21 - The significance of local processing in healthcare AI PCs — Intel's innovation 17:18 - Leveraging Microsoft 365 for orchestrating complex workflows with AI 18:59 - Managing endpoint sprawl and prioritizing security in healthcare IT 20:25 - Enhancing threat detection with AI hardware and software integration 22:18 - Rethinking modernization: From IT assets to care quality investments 24:42 - Using endpoints at the point of care to meet KPIs and reduce data risks 26:06 - Early wins: Focus on outcomes, pilot projects, and stakeholder alignment 27:57 - Moving forward with healthcare modernization practices

We talk with Damiano Raveenthiran  about why entrepreneurs accidentally build founder dependent jobs and how to redesign an agency into a real asset. We get specific about delegation, positioning, accountability, hard lessons from fraud, and how AI is reshaping what clients should pay for. • Bootstrapping an agency from scratch and scaling fast • Spotting founder dependence and the hidden cost of burnout • Delegating with the 70% rule and tightening the playbook with systems • Shifting from selling services to selling outcomes and strategy • Building trust and referrals through real client follow through • Thinking like an architect using OKRs and proactive planning • Using a sports team model with KPIs, reviews, and performance standards • Recognizing when the business cannot run without you • Learning “trust but verify” after a costly embezzlement story • Using AI to automate repetitive tasks and move up the value chain NEW EPISODES AND GREAT GUESTS EVERY THURSDAY AT 7PM!  LISTEN OR WATCH ANYWHERE YOU FIND YOUR FAVORITE PODCASTS!! ---Welcome to The Brad Weisman Show, where we dive into the world of real people, real life, and everything in between with your host, Brad Weisman!

Questions? Thoughts? Send a Text to The Optometry Money Podcast! We'll answer your question on the show.In this rewind of a popular episode, Evon welcomes Dr. Chad Fleming back to The Optometry Money Podcast. Dr. Fleming shares his experiences with strategic planning and explains how setting aside time to work on the business through a strategic planning week has helped him scale his practice operations. They discuss how private practice owners can improve leadership, reduce chaos, and increase profitability through intentional planning.Evon and Dr. Fleming dive into the nuts and bolts of what a strategic planning week entails, how to execute it, and why it's essential to long-term business success.In This Episode:What's the difference between growth and scale for optometry practices?The concept of working on vs. in your business and why stepping away is crucial.What happens to a practice and the owner when there's no intentional planning time.How Dr. Fleming's annual strategic week helped him plan, lead, and reduce turnover.Practical advice on creating a productive planning getaway—from choosing a location to preparing resources.Measuring and implementing your strategic ideas when you return to the practice.Episode Highlights:[00:04:40] Scaling vs. growth: defining both for practice owners[00:06:10] Working on your business versus working in it: practical examples[00:18:22] Dr. Fleming's annual strategic planning getaway explained[00:23:05] How to prepare and gather your thoughts for a productive planning session[00:35:00] Tracking key performance indicators (KPIs) to measure success[00:40:06] Exciting opportunities in the future of private practice optometryResources:Contact Dr. Chad Fleming: Email him at chad@pipgpo.comLinkedIn: Connect with Dr. Fleming on LinkedInPast Podcast Episodes: Check out more episodes with Dr. Fleming in our podcast archive:Ep. 118: Adding Private Label to Improve Margins Without Compromising Quality with Dr. Chad FlemingEp. 17: Assessing the Health of Your Optometry Practice with Dr. Chad FlemingEp. 6: Navigating Associate Contracts, Practice Ownership, and Partnerships with Dr. Chad FlemingConnect With Us:For more podcast episodes, blog articles, and optometry-specific financial resources, visit www.optometrywealth.com.To learn more about working with Evon and the team at Optometry Wealth Advisors, CLICK HERE to schedule a free consultation.The Optometry Money Podcast is dedicated to helping optometrists make better decisions around their money, careers, and practices. The show is hosted by Evon Mendrin, CFP®, CSLP®, owner of Optometry Wealth Advisors, a financial planning firm just for optometrists nationwide. 

Most business owners think getting a call from private equity is the finish line. Brian Will says that's exactly when you're most at risk. In Part 2, Brian delivers the frameworks that took him three exits and decades of hard lessons to build — from the five keys to success (which are also the five keys to failure) to what private equity firms will do to your earn-out if you're not paying attention. In this episode: The five keys to success — and why every single one is also a key to failure Why your business is not your product — it's the business inside the business: marketing, data, systems, and the ability to put any product through a machine that finds customers and converts them The private equity playbook most sellers never see coming: how an $80 million deal became $60 million, why earn-out structures based on EBITDA are almost always a trap, and why you must never let a PE firm take over your accounting Brian's AI workflow — three screens, three AI models (Gemini, ChatGPT, and Claude, which he calls Jake, Elwood, and Jeff), and the one prompt he uses to make sure they challenge him Why you should stop chasing advice from billionaires — and find someone exactly ten steps ahead of you, fresh out of the game, who's made mistakes at your level recently enough to still remember what they felt like Living Forever AI: Brian's current startup building interactive AI twins for personal legacy, professional use, and homeschooling — and why he's bootstrapping it while competitors have raised $20 million. Episode Highlights:00:00 - Escape the Commodity Trap 00:30 - Podcast Intro and Setup 01:30 - Five Keys to Success 01:50 - Key One Strong: Why 02:25 - Keys Two and Three 04:38 - Key Four: Check Ego 05:25 - Key Five: Master P&L 07:33 - KPIs and Pattern Forecasting 09:54 - Pricing and Testing 13:14 - Business Is a Data Game 14:59 - AI for Financial Analysis 16:49 - Living Forever AI Twins 20:37 - Experience Meets AI 23:56 - AI Jobs and Media Fear 29:36 - Why Start at 60 31:07 - Proving It Again 31:52 - Builder Not Manager 32:43 - Exit Strategy Reality 34:51 - Private Equity Earnouts 39:43 - How PE Rollups Work 44:02 - Structuring Safer Earnouts 45:44 - Post Acquisition Lessons 49:52 - Business Beyond Product 55:28 - Using AI As Advisors 57:52 - Stop Chasing Billionaires 01:00:49 - Final Advice And Wrap Resources mentioned: Dropout Multimillionaire, No: The Psychology of Sales and Negotiations, The Invisible Multimillionaire, I Give the Dumb Kids Hope — Brian Will's books Living Forever AI — Brian Will's current company: https://livingforeverai.com/ brianwillmedia.com — Brian Will's website ChatGPT, Gemini, and Claude — Brian's three AI models, running simultaneously for business planning and analysis The 7 Habits of Highly Effective People — Stephen Covey Quotes: “ If you are a commodity business, the only way for you to win is to chase pricing down to the bottom until you can't make money.” - Brian Will “ I did a company, literally 32 marketing channels, and when I did the analysis, nine of those channels were unprofitable. Nine. And they represented 20% of their spend, their marketing spend.” - Brian Will “ And at some point, I started questioning me. I've been doing this consulting thing and telling people what to do for 20 years. I wonder if I actually know what I'm talking about.” - Brian Will “ Wherever you feel, you know, some angst around something, and this could be anywhere in your life, I think it's really important that you lean into it and realize that that angst is, is not there for you to pull back from anything. It's actually for you to lean into something, and there's something that you don't yet know.” - Dwayne Kerrigan “ Stop chasing the advice of billionaires, because they can't help you.” - Brian Will About Brian Will: Brian Will is a serial entrepreneur, two-time Wall Street Journal bestselling author, and business consultant who has founded or co-founded ten companies across four industries, with combined valuations exceeding half a billion dollars. He is a two-time TEDx speaker and the author of four books including Dropout Multimillionaire and No: The Psychology of Sales and Negotiations. Currently, Brian is the CEO of Living Forever AI and runs a coaching and consulting practice helping entrepreneurs master the core metrics, sales systems, and processes that drive sustainable growth. Connect with Brian Will: https://brianwillmedia.com/ Connect with Dwayne Kerrigan Facebook Instagram Linked In Website Disclaimer: The views, information, or opinions expressed by guests during The Dwayne Kerrigan Podcast are solely those of the individuals involved and do not necessarily represent those of Dwayne Kerrigan and his affiliates. Dwayne Kerrigan or The Dwayne Kerrigan Podcast is not responsible for and does not verify the accuracy of any of the information contained in the podcast series. The primary purpose of this podcast is to educate and inform. Listeners are advised to consult with a qualified professional or specialist before making any decisions based on the content of this podcast.

Want the playbook, not just the conversation? Subscribe for deep-dive, actionable breakdowns from every episode at unchurned.substack.com.Deltek's CCO Margo Martin and newly-appointed VP Customer Strategy & Services at Deltek Jason Goldsmith reveal how Claude turned three siloed post-sale teams into one AI-first machine and why they built a brand new executive role just to keep up.Deltek didn't just adopt AI. They restructured around it. After Claude and Claude Code cut documentation timelines by 80% and dev cycles by 50-60%, CCO Margo Martin realized her three post-sale orgs (implementation, CS, and support) were quietly duplicating AI work. Her fix? A brand-new "AI convergence" role . And she picked an internal boomerang employee to run it.In this episode, you'll hear exactly how they built the business case, picked the right leader, and what's next on the roadmap.---What You'll Learn- The tradeoff between touchless implementation and long-term customer stickiness- How Claude Code cut custom implementation timelines by 50-60%- Why Deltek reduced customer documentation & training time by 80%- How to spot "AI silos" forming across your org before they cost you- What it takes to build (and pitch) a brand-new AI strategy role internally- Deltek's build-vs-buy framework for AI tools- How CX leaders are using personal AI "chiefs of staff" day-to-day- Why Deltek is rebuilding its entire customer journey around AI- How to balance automation speed with customer stickiness ---Timestamps0:00 - Preview & Intro1:50 - Meet Margo Martin & Jason Goldsmith (Deltek)2:45 - What Deltek does & org structure6:40 - How Claude Code changed everything 10:23 - Duplicate AI efforts & the new VP of AI strategy role14:45 - Why Jason was the pick19:10 - Jason's 30/60/90 day plan24:10 - Predicting the first team to join Jason's org26:45 - Personal AI chiefs of staff28:28 - Build vs. buy: Deltek's AI tooling philosophy32:56 - KPIs and metrics for AI transformation---Josh is writing a book on building customer relationships. Follow his journey and insights at www.joshschachter.com---Where to Find the GuestMargo Martin: https://www.linkedin.com/in/margomartin-/Jason Goldsmith: https://www.linkedin.com/in/jwgoldsmith/---Where to Find the Hosts: Josh's LinkedIn: https://www.linkedin.com/in/jschachter/Unchurned Substack: https://unchurned.substack.com/

When you work deep in the hospital mid-revenue cycle there can be an unfortunate but understandable tendency to divorce your work from the patient. To become separated from clinical care and outcomes, and even, in the case of value-based care, from its intended objective of improving affordability and quality. Those points are not lost on Dr. Sunita Varghees or Carrie Horn, who spearheaded an outpatient CDI program at Baylor Scott & White Health. One that is truly patient-centric and focused on reducing ER utilization and delivering the right level of service, not just the most profitable. Listen in as we discuss: Baylor Scott and White Health—Lay of the land of the organization and how and when they got started in outpatient CDI. “Successful risk adjustment starts with the patient”--the why of OP CDI and how their work ties into chronic condition management, not just capture. We discuss KPIs and financial metrics, too. New heart disease screening initiative—what it is, what it entails, and early successes. Is knocking down ER visits and IP admissions and getting the right level of care at the right price at odds with hospital revenue gains? Are they making it up with shared savings or care funding? Tech enabled/tech forward approach including ambient AI. Biggest success and biggest do-over, if they could do it all over again. What's next on the OP CDI roadmap? Favorite song for the Off the Record Spotify playlist...

In this episode of Sustainability Matters podcast, host Christian Orth explores how Siemens is using sustainability reporting as a powerful management tool to help steer business performance. As new regulatory frameworks such as CSRD (Corporate Sustainability Reporting Directive) roll out, he explores whether ESG disclosure is simply an administrative burden or a tool to drive real value.  Christian is joined by Thomas Knobloch from Siemens AG and Caroline Pfaff, Partner at EY Germany to break down the practical reality of ESG reporting. Together, they look at the challenge of complex global data, tracking how organizations can move past chasing "perfect" real-time metrics and instead prioritize immediate progress over perfection.  They discuss the real-world operational challenges, how Siemens successfully built a 360-degree target framework directly into its board-level decisions and how focusing on material KPIs, like carbon intensity and product carbon footprints, can simultaneously mitigate long-term risk while unlocking competitive advantages.  Through it all, Thomas and Caroline highlight that building a strong company culture is what can drive true organizational transformation as well as the opportunities to unlock real business value. @2026 Ernst & Young LLP

Cameron is joined by Alexis Gallati, Founder & Tax Strategist at Cerebral Tax Advisors, to explore the critical role of tax planning for practice owners. They discuss the importance of having a tax strategist versus a traditional CPA, recognizing when to seek expert advice, and various strategies to optimize tax savings. Key topics include understanding ordinary income, the implications of entity structure, maximizing deductions, and retirement account strategies such as backdoor Roth IRAs and 401(k) plans. They emphasize the need for proactive tax planning to preserve wealth and enhance financial outcomes for medical practice owners. Cameron and Alexis talk about various strategies for maximizing retirement contributions, involving children in financial planning, leveraging equipment for tax benefits, and utilizing real estate as a wealth-building strategy. They highlight the importance of proper planning and education in financial matters, as well as the potential for significant tax savings through strategic investments and contributions. Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Tax optimization is crucial for practice owners.Most CPAs focus on historical data, not future planning.Recognizing when to seek a tax strategist is key.Ordinary income is taxed differently than passive income.Entity structure impacts tax liabilities significantly.Maximizing deductions can lead to substantial savings.Understanding basis is essential for tax planning.Retirement accounts offer significant tax-saving opportunities.The backdoor Roth IRA is a strategy for high earners.401(k) plans can provide both pre-tax and post-tax benefits. Maxing out retirement contributions can lead to significant savings.Cash balance plans allow for higher retirement contributions.Involving children in the family business can provide tax benefits.Children can earn money and contribute to their Roth IRAs.Equipment purchases can be written off using Section 179.Bonus depreciation allows for immediate tax deductions on equipment.Real estate can be used to offset ordinary income through depreciation.Proper documentation is crucial for tax strategies.Planning ahead is essential for financial success.Working with a knowledgeable tax strategist can maximize benefits.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

Most leadership development fails for one simple reason: organizations can't prove it works.In this episode of The Business of Alignment, AJ sits down with leadership expert Junior to unpack why leadership development needs to move beyond intuition and toward measurable business outcomes.Together, they explore:Why defining leadership behaviors is the foundation of meaningful development.How to build a common leadership language across an organization.The difference between measuring reactions and measuring behavior.Why one-size-fits-all leadership training wastes time and budget.How targeted interventions outperform generic training programs.The connection between psychological safety and real business outcomes, including safety incidents, performance, and organizational effectiveness.How to connect leadership development directly to the KPIs that matter most to each business function.If you've ever struggled to answer the question, "What's the ROI of leadership development?" this conversation provides a practical framework for measuring impact, aligning leadership capabilities with business priorities, and making leadership development a true strategic investment rather than a cost center.Because leadership shouldn't just feel effective it should be measurable.

Owning a dental practice can become stressful when clinical production leaves little time for leadership, planning, and business development. In this episode, Kirk Behrendt speaks with Ariel Sigel, dental practice coach, about three strategic shifts that help owners build more profitable, sustainable practices.You will learn how to create time to work on the business, use data to make intentional decisions, and establish communication rhythms that give your team greater clarity and accountability. For practical steps to become a more effective owner and leader, listen to Episode 1073 of The Best Practices Show!Main Takeaways:Practice owners must allocate dedicated time to function as entrepreneurs rather than spending all of their time producing dentistry.Consistent administrative time and weekly team meetings can improve efficiency without reducing overall production.Practice decisions should be guided by reliable data rather than emotions, isolated complaints, or short-term fluctuations.Teams can use a small number of key metrics and an issues list to identify, discuss, and solve important problems.Regular huddles, team meetings, leadership check-ins, and quarterly planning sessions create predictable communication rhythms.Clear expectations and repeated communication reduce assumptions, improve accountability, and strengthen team alignment.Owners should implement these shifts gradually and build consistent habits instead of introducing every change at once.Episode Chapters:00:00 Intro02:07 The three roles of clinician, leader, and entrepreneur.05:24 Why owners need dedicated time to work on the business.09:10 How consistent leadership and team meeting time improves efficiency.16:10 Moving from reactive decisions to intentional decisions through data.18:00 Using habit stacking, key metrics, and quarterly priorities.20:58 Moving from chaos to clarity through communication rhythms.24:00 How consistency and proactive communication create alignment.26:36 Preventing meetings from becoming complaint sessions.28:00 Using a structured meeting format to improve effectiveness.29:08 Implementing the three strategic shifts one step at a time.31:00 Resources for KPIs, communication rhythms, and practice improvement.Guest Bio/Guest Resources:Ariel has a master's in healthcare administration and several years of dental experience in all aspects of the administrative roles within the dental office. Her passion is to work with dental teams to empower team members to realize their full potential in order to better serve patients, improve office systems to ensure a well-functioning team/office, and to help everyone have fun in the process!Episode Resources:https://www.actdental.com/free-resources/Atomic Habits by James Clear:https://jamesclear.com/atomic-habitsTraction by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837To the Top study club: https://www.actdental.com/ttt/https://www.actdental.com/free-resources/More Helpful Links for a Better Practice & a Better Life:The Best Practices Show: https://www.actdental.com/podcast/Best Practices Association: https://www.actdental.com/bpaUpcoming Events & Workshops: https://www.actdental.com/events/Smile Source: https://www.smilesource.com/Subscribe on Apple Podcasts: https://podcasts.apple.comSubscribe on Spotify: https://open.spotify.com

Get 30 Days of Merlin free at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MerlinCrypto.Com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ In this episode of the Age of Jeremy, I am diving into the hidden financial threats and mental roadblocks standing between you and your ultimate success!

On today's episode, this Part 2 conversation features Jake Conway continuing his April 2026 Mastermind presentation with a deeper look at hygiene performance, owner compensation, cash flow strategy, and practice valuation. Jake explains how hygiene production impacts payroll, fixed costs, doctor production, and overall profitability, while showing how KPIs like perio percentage, fluoride, open hygiene time, exam mix, and production-to-pay ratios can reveal the true causes behind underperformance.  He also outlines how owners can think about paying themselves as both clinicians and owner-operators, including W-2 salary, distributions, gap pay, break-even targets, and capital reserves. The session wraps with a practical look at practice valuations, adjusted net income, EBITDA, doctor-to-doctor sales, and how owner production can directly influence the value of a practice in a DSO or private equity transaction. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

We're thrilled to welcome Mark Mallchok, the Principal and Chief Event Strategist at Brella Productions, as today's guest. Mark has extensive experience within our industry. He joins us to share his entrepreneurial journey, explain how his company evolved over the years, and discuss why engagement, human connection, and clear event goals are becoming more important than ever. Stay tuned for more! Events and Storytelling Mark grew up surrounded by theater, production, photography, and technology. Both his parents worked as librarians while also supporting technical theater, audiovisual production, and school events, giving him hands-on experience from an early age. Whether he was holding cameras, shooting football games, working on the yearbook, or teaching photography, he discovered early that he wanted a career built around events and storytelling. Corporate Events  Although Mark originally planned to become an actor, he quickly realized he preferred directing stories rather than performing them. After studying theater and film, he chose corporate video and corporate events because every project was different. Working across different industries, clients, and countries meant he could continue learning and solving new challenges every day. Continued Evolution When Mark and his business partner started their company, they knew they wanted work that was constantly changing rather than repeating the same production every day. Corporate events gave them exactly that. More than 30 years later, they continue evolving with new technologies, different clients, and changing industry needs. Delegating As the business grew, Mark quickly realized they could not continue doing everything themselves. Bringing in specialists for administration, bookkeeping, sales, IT, and other areas allowed them to focus on the work they enjoyed most and did best. Even today, they regularly review what should stay on their plate and what should be delegated. Learning from Mistakes If you never allow people to make mistakes, they never develop the experience needed to become experts. Mark believes people need opportunities to practice, solve problems, and occasionally fail before they can grow. If you keep control of every task yourself, your team never develops, and you remain responsible for everything. Problem Solving Risk mitigation is an important part of event production, but problems will always come up. Mark creates training exercises in which team members step outside their normal roles and handle unexpected situations. He believes personality and strong problem-solving skills are two of the most valuable qualities when hiring people. Peaks and Valleys Every business experiences peaks and valleys. Rather than waiting for business to improve, Mark believes slower periods provide the best opportunity to rethink what your company does particularly well. After COVID, Brella shifted its focus from production services to strategic event optimization, helping clients create events that are more efficient, more economical, and more engaging. Start With the Goal Before discussing venues, production, or logistics, Mark believes you first need to understand what the event is trying to achieve. Too many organizations cannot clearly explain their objectives, making it impossible to measure success. Once the goals are clear, meaningful KPIs can be developed for both the business and the audience. Measuring Outcomes  Mark believes event success should be measured by more than just attendance numbers or satisfaction surveys. Instead, you should evaluate whether people learned something valuable, made meaningful connections, improved their work, and achieved the intended business outcomes. He also tracks efficiencies, cost savings, and planning improvements throughout every project. Human Connection Content remains important, but Mark believes human connection is becoming even more valuable. Many events try to fit too much content into too little time, leaving almost no opportunity for people to talk, reflect, or build relationships. Longer breaks, less crowded agendas, and more opportunities for conversation create a more valuable event experience. AI While AI will continue improving work efficiency, Mark believes it will also increase the value of meeting people face-to-face. As technology makes it harder to know what is real, genuine human interaction becomes even more important. The time AI saves should ultimately allow people to spend more time building relationships, strengthening communities, and connecting. Bio: Mark Mallchok Mark Mallchok, CMM, is the Chief Event Strategist at Brella Productions. A veteran event producer and video director, he has created engaging corporate meeting and event experiences worldwide for notable clients in healthcare, financial services, and manufacturing. He draws on his theatrical and film background to find compelling stories that anchor client projects and support their business and learning goals. He specializes in audience and participant engagement, combining powerful technical tools with rock-solid narrative and performance techniques to deliver unparalleled face-to-face, virtual, and hybrid experiences Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter   Connect with Mark Mallchok On his website LinkedIn Email: mark@brella.com  

Every founder hits a revenue ceiling. Michael Grudecki says it's rarely a market problem. It's a skill set missing inside your own company.Alex Sheridan sits down with Michael Grudecki, co-founder of the Fractional Executive Network, on why growth stalls, why founders can't see their own blind spots, and why he vowed to never put business ahead of what actually matters.Key takeaways:00:00:00 Introduction00:00:00Q: What is the revenue ceiling every founder hits?A: Michael Grudecki explains that growth stalls at $500K, $5M, or $50M when the business lacks the executive skill set needed for the next level.00:09:50Q: What keeps founders trapped in their own business?A: Michael Grudecki built his first company around himself. No days off, clients who refused anyone else. He shares what to do differently from day one.00:12:51Q: Why do business owners stay the bottleneck of their own company?A: Michael Grudecki says it comes down to fear. Nobody wants to hear their baby is ugly, so the flaws stay unaddressed.00:18:54Q: How should founders approach long-term planning and vision?A: Michael Grudecki goes to the last chapter first. Lifestyle business, sellable asset, or family succession — every plan flows backward from that answer.00:26:39Q: What is the difference between a fractional executive and a consultant?A: Michael Grudecki explains a consultant hands you a plan and walks away, while a fractional executive stays tied to your KPIs and OKRs.Subscribe to Founder Talk and share this with a founder who needs it.

What separates landlords who scale a profitable rental portfolio from the ones who get buried in tenant headaches and cash flow leaks?  In this episode of The A Game Podcast: Real Estate Investing for Entrepreneurs, Nick Lamagna sits down with Ryan Barone, CEO and co-founder of RentRedi, one of the fastest-growing property management software companies in the country. With more than $35 billion in real estate assets managed on the platform, Ryan shares exclusive insights from millions of rental transactions and reveals what the nation's top-performing landlords are doing differently. Whether you own one rental property or hundreds, this episode is packed with actionable strategies to help you increase profits, reduce vacancies, improve tenant relationships, and streamline your rental business using technology and data. Ryan explains how today's most successful investors use automation, tenant screening, maintenance tracking, financial reporting, and AI-powered organization to eliminate costly mistakes while creating a better experience for tenants. In this episode you'll learn: ✅ How to screen tenants like top real estate investors and avoid costly mistakes ✅ The biggest cash flow killers that reduce rental property profits ✅ How data and automation can simplify property management and grow your portfolio ✅ The maintenance strategies that save landlords thousands in unexpected repairs ✅ The KPIs every rental property owner should track to maximize returns Whether you're a new investor, experienced landlord, house hacker, or real estate entrepreneur looking to grow your portfolio, this conversation is loaded with practical advice you can implement immediately.   Connect with Ryan: Ryan Barone on Instagram Ryan Barone on Facebook Ryan Barone on LinkedIn Ryan Barone on Twitter   Connect with RentRedi: www.rentredi.com/ RentRedi on Instagram RentRedi on Facebook RentRedi on YouTube RentRedi on LinkedIn RentRedi on Twitter RentRedi on TikTok   --- Connect with Nick Lamagna www.nicknicknick.com Text Nick (516)540-5733 Connect on ALL Social Media and Podcast Platforms Here FREE Checklist on how to bring more value to your buyers

Picture two stylists. One is a money machine, hitting every metric, booked solid, making multiple 6-figures. The other is producing 30% of that revenue but mentoring newer team members, showing up on time, taking great photos, and supporting the salon's culture in every way possible. Now ask yourself honestly: who is your current system set up to reward? If your salon's promotional path is built primarily around revenue-based KPIs, chances are stylist number one wins every time, no matter how much damage they're doing to your culture. And that model, which worked just fine 10 and 20 years ago, is collapsing fast right now. In this episode, I'm breaking down exactly why the traditional salon promotion structure is broken, the specific flaws in the old model that are quietly costing you your best people, and what we do differently in Thriving Leadership to fix it for good. Ready to see exactly how this works for your salon? I'm hosting a free 3-day training starting July 13th where we dig into all of it. Head to www.thrivingstylist.com/nextlevelsalon to register. Spots are not held, so make sure you sign up before the 13th to get access! The first four episodes of After The Last Client are now available! Head over to www.afterthelastclient.com/ to watch the episodes, binge the series, and nominate the guests you want to see featured next season. The beauty industry is changing faster than ever. What worked in 2022 or even 2024 won't cut it in 2026, so are you ready? Grab our FREE 2026 TREND REPORT, The 2026 Must-Know Business Realities, Strategies & Trends for Stylists and Salon Owners now at https://thrivingstylist.com/mustknow/. Do you have a question for me that you'd like answered in a future episode like this one? A great way to do that is to head over to Apple Podcasts and leave a rating and review with your question. I'm looking forward to answering your question on a future episode on the podcast!  If you're not already following us, @thethrivingstylist, what are you waiting for? This is where I share pro tips every single week, along with winning strategies, testimonials, and amazing breakthroughs from my audience. You're not going to want to miss out on this. Learn more at: https://thrivingstylist.com/ 

Tommy Mello took a college side hustle painting garage doors and turned it into A1 Garage—a home service behemoth on track to generate over $260 million in revenue this year. But he didn't do it by acting like a traditional tradesman. He did it by running his blue-collar business with the data-driven precision of a Silicon Valley tech giant.In this episode, Tommy sits down with Ryan Atkinson to reveal the aggressive scaling playbook that took him from a broke college kid driving a salvage-title truck to leading a company marching toward a $1.4 billion valuation. Tommy breaks down his obsession with marketing and data, including the exact four KPIs he uses to buy, fix, and scale any service business on the planet.Whether you want to dominate your local market or expand across 22 states, Tommy shares exactly how to build a bulletproof brand, why you should give equity to your technicians, and the networking secret that allowed him to walk into $100M+ shops and copy their exact blueprints for success.What You'll Learn in This Episode:The 4 Golden KPIs: The exact four metrics (Booking Rate, Door Conversion Rate, Average Ticket, and Cost Per Acquisition) Tommy uses to guarantee massive profit margins.Creating Blue-Collar Millionaires: Why Tommy gave away over 20% of his company's equity to his top technicians before private equity ever got involved.The Expansion Playbook: Why "spraying and praying" is a mistake, and why you must completely dominate your local market before attempting to expand across state lines.The Billionaire Mindset: How to out-delegate your competition, avoid "shiny object syndrome," and pay for access to the smartest mentors in your industry.Tags: Home Services, Service & Consulting, Business Scaling, Business Mindset, KPIResources:The only thing worse than never starting a business… is starting the wrong one. That's why we created the UpFlip Assessment. It's a free tool that matches you with business ideas based on your skills, budget, experience, goals, and the kind of work you actually want to do. The results are scary accurate. Click the link in the show notes to see your best-fit business ideas in seconds — for free.UpFlip Assessment Tool:  https://accelerator.upflip.com/assessment Follow Our Second Channel Here: https://next.upflip.com/spotify Connect with Tommy Mello: https://www.instagram.com/officialtommymello/?hl=en

This is part two of a two-part series where I teach gym owners how to monitor macro-level KPIs like leads and prospects but focus on the micro details that we can later compound or avoid to achieve our desired end-state. —-------------------------------------------------------------------------------------------------------------I solve problems in your business and make you more money.  Guaranteed. For over a decade, I've been working with gym owners (via one-on-one consulting) to help create tailored solutions to solve their business problems, engineer the game plan and empower them to execute the strategy.Stop wishing your business problems are going to magically go away.  Invest in your business and let me solve your problems and optimize your business fast and efficiently. We'll work together daily/weekly, with a monthly call until the problem is solved and then I want you to fire me.  Because this is YOUR business, I'm just here to solve a specific problem and then get out of your way.⁠Learn more about what it's like for us to work together.⁠—-------------------------------------------------------------------------------------------------------------Want to increase your business IQ by 100x for only $50? Get enrolled in Microgym University - the only online business school that teaches you the best practices and business frameworks from some of the most successful brands in our industry, and then lets you decide which ones to install in your business.New courses are added every month. ⁠⁠www.microgymuniversity.com⁠⁠ —-------------------------------------------------------------------------------------------------------------Need help leasing or buying a building?I created the Gym Real Estate Company so that gym owners had someone who could go beyond the duties of a typical real estate broker and actually advise them on business aspects as they relate to site selection, market location fit, operational capacity, facility layout, pre-sell marketing, and more.If you're looking for help with your next lease or if you want us to help you along the journey of buying a building -⁠ ⁠⁠⁠head over to www.gymrealestate.co and book a Discovery Call.⁠—--------------------------------------------------------------------------------------------------------------

Mallory is joined by Megan Cabrera, Director of Strategic Enrollment Management at Okanagan College, about an enrollment trap she calls “residual momentum,” where funnels look stable after marketing spend is cut, then collapse years later. Megan recounts pulling investment from a long-time feeder market during a budget crunch; applications initially held steady, but after partner institutions became degree-granting competitors, yield dropped from 25–50 students to 3–5. They discuss why dashboards lag reality and what earlier signals to watch, including engagement velocity, market penetration, conversion quality, competitor visibility, and relationship health with high schools. Megan argues for integrated, cross-department KPIs to fix handoffs, shares a digital check-in system built with IT to improve service and capture friction-point data, and cautions that AI and CRMs worsen problems without connected systems, data governance, shared definitions, and clear ownership. Related Links: Structuring Transfer Enrollment for Student SuccessHigher Education Marketing Alignment: Why Breaking Down Silos Is No Longer OptionalHigher Ed Marketing's Next Role: Student Experience - - - -Connect With Our Host:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Léo Poitevin, founder and CEO of Astrak Agency, joins Search with Candour to discuss why your competitors may be recommended in ChatGPT and other AI search tools while you are not.Topics discussed:Why AI search engines are easier to manipulate than GoogleHow to identify competitors in AI searchHow to build trust signals for AI searchHow to use listicles and guest posts to rank in AI searchThe risks of self-promotional listiclesFollow Léo:Astrak Agency: https://astrak.agency/en/LinkedIn: https://www.linkedin.com/in/leo-poitevin/YouTube: https://www.youtube.com/@leopoitevinGet your tickets for SearchNorwichXLChapters00:00 Highlights of Léo Poitevin01:03 Introduction05:24 Leo's SEO background07:14 Are LLMs easier to game than Google?07:47 Google is good at fighting spam12:36 AI competitor research15:16 Competitor research for GEO19:47 Tracking volatility25:13 Imperfect data and KPIs for AI search30:11 A listicle strategy that works for LLMs33:01 Léo case studies36:07 The risks of listicles37:16 Self promotional listicles38:04 Ranking shifts in ChatGPT39:06 Listicles penalised by Google41:48 Testing new limits43:05 Links versus mentions46:18 Black Hat vs White Hate SEO49:15 Influencers and guest posts52:34 What hurts AI search56:20 Recommendation: Actionable tip57:51 Recommendation: Tool59:57 Recommendation: Cozy games01:05:14 Where to follow Léo01:06:44 Episode wrap-up

Special Offer: Get 15% OFF your first FIGS order with code FIGSUK at checkout.Shop now at https://www.wearfigs.com/———————————————————————UK Dentists: Collect your verifiable CPD for this episode here >>> https://courses.dentistswhoinvest.com/smart-money-members-club———————————————————————A practice can be turning over seven figures and still feel like it's one bad month away from trouble. That's not a motivation problem and it's not a “work harder” problem. It's financial visibility. We dig into the hidden £100k net profit gap that sits between what your accounts report and what you actually need to know to make decisions week to week, from tax planning to hiring to investing back into the business.Barry shares the reality of being an accidental business owner: brilliant at dentistry, less confident with P&Ls, and often forced to make calls based on old information. We talk about why annual accounts are inherently retrospective, how that pushes you into “rear-view mirror” management, and why scaling needs a future number that scares you and a plan that works backwards. You'll hear real examples of what changes when dentists finally know their break-even point and KPIs, and how that confidence shows up in both profitability and quality of life.Then Shashir gets practical on the question dentists ask all the time: “Why do I have profit but no cash?” We break it down into cash flow forecasting, keeping today's cash intact while planning future outflows, and avoiding over-leverage when you are growing fast. We also cover dental practice benchmarking so you can spot overspend in staff costs, lab fees, materials and overheads, plus why tracking treatment mix by margin matters more than chasing high production values. Finally, we tackle associate profitability and how transparent data can improve trust, performance, and negotiation.———————————————————————Disclaimer: All content on this channel is for education purposes only and does not constitute an investment recommendation or individual financial advice. For that, you should speak to a regulated, independent professional. The value of investments and the income from them can go down as well as up, so you may get back less than you invest. The views expressed on this channel may no longer be current. The information provided is not a personal recommendation for any particular investment. Tax treatment depends on individual circumstances and all tax rules may change in the future. If you are unsure about the suitability of an investment, you should speak to a regulated, independent professional. Investment figures quoted refer to simulated past performance and that past performance is not a reliable indicator of future results/performance.Send us Fan Mail

Fixing Hiring Manager vs Recruiter MIS-Alignment The recruiter-hiring manager relationship is the most consequential partnership in talent acquisition—and yet, according to Metaview's 2026 AI & Hiring Alignment Report surveying 505 recruiting and hiring leaders, it is also the most dangerously misaligned. While an overwhelming 90% of leaders describe their partnerships as "good," a staggering 58% privately admit they actively wish they could bypass their counterpart entirely. This silent fracture is not merely an interpersonal inconvenience; it is a direct driver of candidate loss, speed-to-hire erosion, and competitive disadvantage. As AI reshapes how hiring teams collaborate, the organisations that thrive will be those that confront this disconnect head-on and rebuild alignment as a strategic imperative rather than an assumed courtesy.   • The Alignment Illusion – Why 90% of partnerships self-rate as "good" while 58% of leaders secretly want to work around each other, and what this gap reveals about organisational honesty   • The Speed Tax of Misalignment – How recruiter-manager friction directly costs companies talent, with well-aligned teams 60% less likely to lose candidates to faster-moving competitors   • AI as Collaboration Infrastructure – Why teams that treat AI as core to hiring report excellent working relationships at 3.8x the rate of AI-hesitant organisations, and how shared context replaces tribal knowledge   • The Intake Call Failure – Why initial role alignment remains the highest-leverage moment most teams squander, and how to engineer shared understanding before a single candidate is sourced   • Signal vs. Noise in Feedback – How inconsistent evaluation criteria, delayed scorecard completion, and contradictory feedback destroy candidate experience and recruiter credibility   • The Power Dynamic Problem – Why hiring managers still view recruiters as order-takers rather than strategic partners, and how to reframe the relationship as co-ownership of business outcomes   • Shared Accountability Frameworks – Moving beyond service-level agreements to joint KPIs that bind recruiters and hiring managers to the same speed, quality, and candidate-experience standards   • Calibrating on "Good" – How misaligned definitions of ideal candidate profiles lead to endless iteration, offer rejections, and the demoralising cycle of "send more, I'll know it when I see it"   • The Business Goal Connection – Why 85% of companies exceeding their business goals actively use AI in hiring workflows, and what this reveals about alignment as a competitive differentiator   Watch this essential discussion to diagnose your own alignment gaps before they cost you your next critical hire. The recruiter-manager partnership is either your greatest strategic asset or your silentest competitive liability—and the data says most teams are living in dangerous denial.   We're on Friday 10th July at 2pm BST. Register by clicking on the green button (save your spot) and follow the channel here (recommended).     Ep393 is supported by our friends at Metaview   Metaview is the Agentic Recruiting Platform built for radically efficient hiring, end to end. Source, engage, and hire better with agents that truly get your brief. Metaviews AI Agents finds candidates, reviews inbound applications, automatically captures notes, constantly learns and spots talent opportunities, whilst your recruiters spend time doing work which humans can only do - build relationships with candidates and hiring managers.   Need to uplevpel your hiring function?   Book a demo or start for free here.  

In this episode, Cameron Tope shares his journey from engineer to successful property manager, emphasizing operational excellence, strategic growth, and the importance of data-driven decision-making in real estate. Discover actionable insights on scaling a property management business, evaluating investment properties, and navigating industry challenges.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Leadership is one of those things people think is about working harder, pushing further, and doing more, but often the greatest breakthroughs come from understanding yourself first.In this episode of Uncomplicate It, I sit down with Sebastien Page, Chief Investment Officer at T. Rowe Price and author of The Psychology of Leadership, to explore how sports psychology can help leaders perform at a high level without sacrificing their health, relationships, or long-term success.Drawing from decades in investment management and lessons from elite athletes, Sebastien shares why leadership isn't just about hitting KPIs or chasing outcomes. It's about mastering the process, managing your mindset, and creating the conditions for sustained performance.His message is simple but powerful: the best leaders don't obsess over winning they focus on getting better.We talk about why so many high achievers burn out, how ego can quietly derail leadership, and why psychology is one of the most underrated tools for building stronger teams and better businesses.We also get into the realities of leadership today, from stress and decision-making to team dynamics, goal setting, and the habits that separate great leaders from everyone else.We cover:The difference between ego and masteryWhy high performers experience goal-induced blindnessHow sports psychology applies to business leadershipThe science behind stress and peak performanceWhy listening is a leader's greatest skillHow to build stronger teams with introverts and extrovertsThe concept of Return on Time Spent (ROTS)Practical ways to avoid burnout while staying ambitiousWhy process goals matter more than outcome goalsThe psychology behind sustainable leadershipTakeaways:Leadership starts with self-awarenessMastery creates longer-lasting success than egoGreat leaders listen more than they speakBurnout is often a sign of misaligned prioritiesProcess drives performanceTeams perform better when every voice is heardTime is your most valuable resourceSustainable success requires intentional habitsIf you've ever felt like success requires constantly pushing harder, this conversation will challenge how you think about leadership, performance, and what it really takes to thrive over the long term.Connect with Sebastien:

Most automation projects stall long before the first robot moves. Not because the technology isn't ready, but because buying feels like a maze: vague budgets, endless “it depends” quotes, and months of back-and-forth just to learn what something costs. We sit down with Wes from FANUC to talk about a different path for manufacturers, especially in food and beverage packaging: standard, scalable robotic solutions you can pilot quickly and then replicate across lines or plants.We dig into what “automation made simple” looks like on the ground, including FANUC's CRX cobots and the growing partner ecosystem behind ready-to-deploy applications like cobot palletizers. We talk about why transparent pricing and show-floor demos can lower the barrier to trying automation, how lead times improve when systems are standardized, and why some suppliers can even support trial periods or quick evaluations before you fully commit.If you're newer to robotics automation, we share a practical way to approach evaluation: define your SKUs, speeds, payloads, and KPIs before you get distracted by a shiny demo. We also get real about what drives success after install: operator-friendly HMIs, changeover flexibility, safety and risk assessment choices like area scanners, and the small day-to-day tweaks that keep a system running for years.If this helps you think more clearly about your next automation decision, subscribe, share the episode with a teammate, and leave a quick review so more manufacturers can find it.Support the show_________________________________________________________________

George Wright III hosts Anthony Perera on The Daily Mastermind to discuss Perera's operator-first approach to building and investing in companies through his family office, Exuma Capital Partners. Perera shares his background scaling Air Pros USA from one HVAC truck to a $200M+ nationwide business and explains Exuma's thesis of acquiring founder-led companies typically earning $2–10M EBITDA, installing infrastructure (KPIs, CRM/ERP, leadership teams), driving organic growth and M&A, and positioning them for private equity acquisition. He emphasizes real-time visibility into leading indicators over month-end lagging reports, looks for fragmented, AI-resistant service industries, and describes operational upgrades like implementing CRMs and modern marketing. Perera highlights AI's ability to automate or augment nearly every business process and recounts pivoting inspected.com multiple times before scaling and exiting. Timestamps:02:03 — From Operator To Investor03:21 — Exuma Private Equity Starter Kit04:49 — Visibility And KPI Tracking06:17 — Fragmented Industries Thesis09:31 — Why Operators Win11:33 — Grooming COOs Into CEOs12:57 — Fast Operational Wins15:15 — AI For Service Businesses18:19 — Inspected Pivot Story21:27 — EOS And Portfolio Support22:23 — Exuma Priorities And Wrap UpThanks for listening, and Please Share this Episode with someone. It would really help us to grow our show and share these valuable tips and strategies with others. Have a great day.George Wright III“It's Never Too Late to Start Living the Life You Were Meant to Live”FREE Daily Mastermind Resources:CONNECT with George & Access Tons of ResourcesGet access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU.Join FREE at DailyMastermind.comFollow me on social media Facebook | Instagram | Linkedin | TikTok | YoutubeGrow Your Authority and Personal Brand with a FREE Interview in a Top Global Magazine HERE.Guest Bio:Anthony Perera is the Managing Partner of Exuma Capital Partners, a serial entrepreneur turned private equity investor. He has scaled multiple companies before launching Exuma Capital Partners, a family office focused on the lower middle market. Anthony brings the rare perspective of someone who has built, operated, and now acquires companies. His insights are especially relevant to operational private equity, AI disruption, and consolidation strategies. He emphasizes founder-led investing, operational scaling, and the opportunities in fragmented industries for value creation and roll-up strategies. He also discusses how AI will reshape middle-market businesses and why operator-led private equity is increasingly successful.Links:Website: https://www.exumacapital.com/LinkedIn: https://linkedin.com/in/anthonypereraAdditional links: https://www.exumacapital.com/ | https://linkedin.com/in/anthonyperera

This is part one of a two-part series where I teach gym owners how to monitor macro-level KPIs like leads and prospects but focus on the micro details that we can later compound or avoid to achieve our desired end-state. —-------------------------------------------------------------------------------------------------------------I solve problems in your business and make you more money.  Guaranteed. For over a decade, I've been working with gym owners (via one-on-one consulting) to help create tailored solutions to solve their business problems, engineer the game plan and empower them to execute the strategy.Stop wishing your business problems are going to magically go away.  Invest in your business and let me solve your problems and optimize your business fast and efficiently. We'll work together daily/weekly, with a monthly call until the problem is solved and then I want you to fire me.  Because this is YOUR business, I'm just here to solve a specific problem and then get out of your way.⁠Learn more about what it's like for us to work together.⁠—-------------------------------------------------------------------------------------------------------------Want to increase your business IQ by 100x for only $50? Get enrolled in Microgym University - the only online business school that teaches you the best practices and business frameworks from some of the most successful brands in our industry, and then lets you decide which ones to install in your business.New courses are added every month. ⁠⁠www.microgymuniversity.com⁠⁠ —-------------------------------------------------------------------------------------------------------------Need help leasing or buying a building?I created the Gym Real Estate Company so that gym owners had someone who could go beyond the duties of a typical real estate broker and actually advise them on business aspects as they relate to site selection, market location fit, operational capacity, facility layout, pre-sell marketing, and more.If you're looking for help with your next lease or if you want us to help you along the journey of buying a building -⁠ ⁠⁠⁠head over to www.gymrealestate.co and book a Discovery Call.⁠—--------------------------------------------------------------------------------------------------------------

For more thoughts, clips, and updates, follow Avetis Antaplyan on Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/avetisantaplyan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Ariel Jalali, an AI entrepreneur, advisor, operator, longtime CTO, and founder of Paragon Tech. Ariel has been building in AI and machine learning since 2014, previously taught part-time at UCLA, and now helps mid-market companies drive capital efficiency and value creation through practical, measurable AI implementation.Together, Avetis and Ariel unpack why this AI wave feels fundamentally different from previous technology shifts like the internet, cloud, mobile, ERP, and CRM. Ariel explains why the speed of change is compressing decades of transformation into years, why curiosity may matter more than age when adopting AI, and why the future of work may be better understood as the future of earning, ownership, purpose, and belonging.The conversation moves from tactical to philosophical, covering AI adoption inside private equity-backed and mid-market companies, the rising importance of CFOs and COOs, the difference between efficiency AI and productivity AI, and why organizations should avoid simply automating broken processes. Ariel also shares his perspective on career reinvention, player-coach leadership, AI avatars in meetings, the risks of outsourcing human thinking, and why human relationships still matter in an increasingly automated world.TakeawaysAI is not just another technology cycle; Ariel frames it as a new wave moving much faster than cloud, mobile, ERP, or CRM adoption.Career resilience in the AI era depends less on age and more on curiosity, tinkering, adaptability, and a willingness to learn by doing.Ariel argues that the “future of work” may become the future of earning, ownership, purpose, and belonging as traditional jobs evolve.Companies should begin AI projects with clear KPIs, measurable ROI, and an understanding of the business outcome they are trying to improve.Efficiency AI focuses on automating tedious back-office workflows, while productivity AI helps people create, decide, and execute faster.Spreadsheets are often a signal of operational gaps between systems, processes, or expectations—and can be a strong place to find automation opportunities.Automating a broken process only makes the dysfunction faster; leaders should simplify, question assumptions, and redesign workflows around outputs.Middle management and traditional project management are being reshaped into “player-coach” roles where leaders must orchestrate work and add real value.AI is powerful, but high-stakes thinking, judgment, relationship-building, and nuanced communication still require human ownership.Chapters00:00 The Role of the COO in the AI Era02:09 The Impact of AI on Careers and Industries05:58 AI as a Collaborative Partner08:11 The Future of Work and Purpose13:53 Embracing Change and Learning17:14 The Importance of Curiosity in the Workplace23:02 Best Practices for AI Implementation30:10 Navigating Career Changes in the AI Landscape37:09 The Dangers of Multitasking in Career Development40:03 The Impact of AI on Work Efficiency42:27 Evolving Roles in Management and Project Oversight49:21 The Future of Meetings and AI Integration56:09 Identifying What's Broken in Organizational Processes01:02:34 The Importance of Relationships in Business01:10:21 Navigating the Future with AI and Human CollaborationAriel Jalali's Social Media Link:https://www.linkedin.com/in/arieljalali/https://x.com/arieljalaliResources and Links:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.podcast.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/hirefasthireright⁠

Tiffanie and Nikki share what dental practices should be looking at it now that we're halfway through 2026. Such milestones or touchpoints can include the goals you set at the start of the year, production numbers, the metrics ranges for healthy practices, and so on. From there, Tiff and Nikki talk about how to turn your midpoint numbers into game plans for the remaining six months. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiffanie (00:00) Hello, Dental A Team listeners. We are back at you again. ⁓ we do four of these ish a month. We do one a week. myself, Tiffanie, and the consulting team. And I always pick from my consultant crew ⁓ whoever can be the best cohort on the topic and also their schedules, which is a fun.   little alignment of ⁓ situations here regarding our topic of choice today. So today I have Nikki. Nikki, thank you for making yourself available this morning for pivoting with me. I know I had some ⁓ travel stuff last week and had to move calls around so we had to move this call around and I just appreciate you so much Nikki and for pivoting and and Nikki I'm gonna I'm just gonna say it. It's funny.   And we all kind of podcast from wherever we can. We try to ta stay as centralized as we possibly can, but we all at some point or another are in a very different place than our norm. And Nikki has had so many fun spots. So if you are a an avid podcast listener, you've heard Nikki's and you've not watched, I want you to go back and like look through all of Nikki's and see all of her different backgrounds because it's just so fun.   Nikki Mack (00:55) Yeah.   Tiffanie (01:09) you're like our Carmen San Diego, Nikki. How are you doing today in ⁓ your new space today that is a very temporary and then you'll have a new new space, but how are you doing over there?   Nikki Mack (01:20) Yeah, doing great today. ⁓ this may just be my thing. I may have to find somewhere new to podcast from every time. We'll just yeah. Yes. ⁓ I did love Carmen San Diego, so absolutely I'll just wear a red hat. You'll see me out and about. That would be amazing. ⁓ yes, doing good. super happy to be back. I can't get enough of doing podcasts and   Tiffanie (01:27) I like it. Or pop something in there that people have to find, like what's different.   I don't know.   I love it   Nikki Mack (01:47) No matter where we are, absolutely we're here for our listeners and we're gonna get it done. So I'm ready.   Tiffanie (01:52) I love   it. I love it. thank you. And listeners, you guys know if you've listened to us at all that we truly do love what we do, that we are here to ensure that we give as much information out to the dental world and beyond. We have listeners who aren't even a part of the dental world because entrepreneurship is all the same. Business is business is how I describe it. So whether you're dental, whether you're outside of dental, I know we've worked with podiatrists and optimists.   And chiropractors and all kinds of different businesses. We've helped CPAs and financial advisors and all kinds of different organizations because at the bottom of everything, business is the foundation here and dentistry is what you do on top of that foundation. So we're excited for you guys to be here. We're excited to be ⁓ hosting this podcast to be delivered in July.   July is one of my favorite months of the year for multiple reasons. Brodie's birthday is in July. He's actually eighteen ⁓ this year. The the recording of this podcast, he will be eighteen in almost a month from now. So that's crazy and scary. And for those of you who have been listening for as long as we've been doing this, you probably remember when little Brodie, who's like nine or ten, maybe not even yet, eight, ⁓ came on and he talked about having a working mom. So really cool.   If you've been listening for a long time, you know who he is. But July is also one of my favorite months of the year because this is really kind of our reset month. This is where I just kind of slow down in life and in business and really take a look at what are the things I said I wanted to accomplish this year and where am I at in relation to those things? Do I need to pivot? Are did things change? Did I have things on my docket that I was like, gosh, that's kind of arbitrary or   Too much or you gosh, I'm really just not gonna get to that this year and that's okay too. So have we changed things that maybe we need to reevaluate and reset? for me personally, I said I'm gonna do a pull up this year, and you what, it's still on my docket, but six months, seven months into the year, not having made ⁓ a lot of progress on even attempting to do one, I think I'm a little behind the wheel on that. So needing to reevaluate, but that's really what we're talking about today. So whether it's personal goals, business goals   Family goals, whatever they are, this is a really great time of year to just take a step back and really, really, really push forward on what we want our life to look like. So we brought Nikki on today to help us with that as far as the dental industry and the and the dental business. And Nikki, from your perspective, consulting practices, I know this is the time of year as well that we're gonna take a look with our clients and we say, Hey, how was Q2?   So we've already done a how is Q1. We go through, we evaluate quarter one in comparison to last year at the same time. Well that now our consultants are all going through for their clients and really evaluating quarter two in comparison to quarter one and also in comparison to the projections that we made with them earlier this year. So as we're prepping for that and as we're getting ready to have those conversations with our clients, Nikki, what are some of the key indicators, the KPIs that you have always loved watching for your practices? ⁓   in consulting, in managing, in working within the DSL world, all of your different spaces, what are the ones that you really like to take a look at in July?   Nikki Mack (05:16) So for me, I mean, production's the obvious one, right? Like we never really take our eye off of production ever. Q one, two, three, four, always. ⁓ but I think deeper than just production, it's looking at those metrics that drive production, especially that we started the year with the intention of working on. So a lot of my offices this year, it's case acceptance. Like 2026 is all about case acceptance.   Tiffanie (05:23) Yeah.   Nikki Mack (05:42) And so for me at this halfway point, that's where I'm really like digging into that number. So what does the percentage look like? And there's metrics, right? And there's ranges and there's healthy offices and things like that. But like I tell my teens a lot when we first start, the biggest thing I'm looking at is just where are we? So like January, ⁓ if we've been together for a while, where our starting point is, your percentage now is what I care about. And then how are we going to increase it? So hopefully by July.   We've seen some movement in that number and production would reflect it. But if we don't understand how we're driving that production, how do we keep doing it or make those changes? Like we said, going into Q3 that we need. So ⁓ I would say case acceptance is a huge one. Are you tracking dollars? Are you tracking percentage? Whatever we've been looking at, let's really dive into it. And then honestly, another one that I've seen a lot lately is ⁓   New patient retention. So we a lot of doctors have expanded or brought in associates or we have a lot of new practice owners, right? And so new patients, we know it, they matter, they're super important. But if we're bringing a ton of women and they're all just leaving and not like staying with us, then like that's a lot of time invested. ⁓ so we've I've seen a lot of focus this year with what's our new patient numbers and then who came back.   So July is a perfect time to really be dialed in on that because we're going to start to see those six month recares come back, the ones from the end of last year. So that's a super good number, in my opinion, to really get an eye on the health of your practice and how some of our systems are working. Because I love a system.   Tiffanie (07:27) Right. All right. That's what we're here for, right?   Yeah, I I totally agree. And I love the new patient spot too, like in conjunction with the case acceptance that you said both of those, because oftentimes we will look at the case acceptance and we'll say, Gosh, I w our case acceptance is really high, but our we're still not meeting production, or our case acceptance is really low. We've got to   Gotta do more ⁓ case ex you know, case acceptance, whatever. But when you start to really dive into it, a lot of times our case acceptance will tell us every time our case acceptance will tell us what our diagnosis is as well, right? So if we're only looking at what is our percentage of case acceptance, whether it's dollar or yes or no, it doesn't really matter. But if we're only looking at that number and we're never looking at how much have we diagnosed, we kind of miss the boat there on the in between. So as you're taking that mid year.   Check-in here in July. I think that that is a great place to start. I totally agree, Mickey. Because at that point you can say, do we have the opportunity to meet the goals that we are projecting towards? So where are we at? We always say go look at what your full goal was or is, right? So what are we supposed to do by December 31st, 2026, or whatever year you're listening to this in? What are we supposed to do by the end of the year? And where are we at in relation to that? So six months.   Nikki Mack (08:39) Ha ha   Tiffanie (08:46) Seven months, you know, into the year, are we six months worth of production towards that goal, or do we need to re-establish a different goal moving forward to account for missed opportunities? Now I'm gonna say something here, and my team members just know I love you. Doctors, make sure you do this. So if you're tracking, you're like, all right, guys, I listened, Nikki, I heard you, and I'm actually ahead on my goal, and I'm ahead by $50,000 this year.   Keep your goal the same. Do not adjust your goal down to meet that other goal. And I know that that sounds kind of obvious, but I want to just state it because there are a lot of people that are like, ⁓ awesome. This month is short, so like it's okay, we don't really have to push. Like, no, no, no. Keep pushing and hit for that top tier goal every time so that you have that buffer if it's ever necessary. Or best case scenario, we end out ahead. Now, the other flip side to that is that.   A lot of times what we'll see is we might be short by like 20,000 or 10,000, something not like massive. It might not be a whole month's worth of production, but it might be that like ten to twenty thousand dollar mark. So then what we're doing is we're saying, okay, great, this is what we've done. This is where we're gonna go, where we need to be. That gap is now added to the months coming. So if you've got ten thousand dollars that you're short, divide that by the next six months, add that crown cost, by the way.   Add that extra crown into your monthly goal and then reestablish what that will look like. That's your mid year check-in. So then to Nikki's point of the case acceptance, I love that, Nikki, because if we know where we're going, now we can say, okay, how are we gonna get that? Like, how do I get now to 145 instead of that 143 mark? How do I get that extra couple thousand dollars a month? And why was I short to begin with? So what happened there that   Nikki Mack (10:11) Right.   Tiffanie (10:41) caused that that mishap and it could have been hours, it could have been days closed, but it could have also been in that case acceptance and diagnosis. So then we start really looking in. So production, collections should match your productions or at least be 98%, right? And then in order to hit those, what does our case acceptance look like? And do we have enough opportunity to hit those goals? And if the opp the opportunity isn't there, now we're gonna say, okay, great, why aren't my new why aren't I getting enough new patients? Or   Nikki, one of my favorite ones is we have a slew of new patients, sometimes too many, and we're not diagnosing what we need to diagnose from them. And I'm and I think Nikki this can be misconstrued sometimes because it's like, well, I diagnose what my patients have. Super cool. I totally agree with you. We are never, ever, ever going to be the consulting company that's like, no, no, no, there's more, find it. Maybe there is, but I don't know. I'm not sitting in your chair and dentistry is, you know, it's completely objective. So   Nikki Mack (11:16) Yeah.   Tiffanie (11:39) I'm not gonna tell you how to dentist. I'm just gonna say, do we have the right opportunities then? So if you've got clean patients coming into your practice and you're hitting new patient numbers, but we're still not hitting diagnosis, are we reaching the target audience that you need in order to sustain and grow your dental practice? And Nikki, I think that falls into play where we've got now   the KPIs, you know, production collections, those are those are hand in hand, case acceptance and then that new patient mark. Are we getting the right new patients? Because to your point, Nikki, in July, if that first six months of new patients didn't give me the bucket that I needed, I have time now to reevaluate and say, okay, well what does this need to look like? How does my hygiene department need to grow and do my new patients need to shift and change with that? And is that something, Nikki, that you've seen like   all over the place. Is that like how how often are you seeing that we just arbitrarily kind of grab the new patients that we can and then miss marks and are like, wait a second, what's going on?   Nikki Mack (12:42) Yeah, I think because a lot of times it's easy to feel like, well, a new patient is a new patient and that's a win, you know, like we hit 45. But to your point, we have to be intentional, right? And there is a degree of we market, you know, to the audience, right? We hit the keywords, we're the Google search, we know what we're looking for. But most of the marketing companies that our offices work with, they say those similar things. Like, what are you trying to bring in?   Tiffanie (12:49) Yes.   Nikki Mack (13:10) I had an office, for example, that was changing some of their insurance, you know, contracts. And their emergency ads were bringing in a lot of those insurance-driven patients. So they were having a real struggle with maintaining the schedule they were trying to build with where they were trying to go and who was coming in. And we realized it's the ads, right? You know, that's why this number is so high and it's so hard. So we pivoted, which   Ironically enough, on the flip side, I had another practice just a couple weeks ago. We were having this new patient conversation. They're focusing on some emergency dentistry targeted ads because they do have a little bit of flexibility. We've got a new associate, which is, you know, always great for opening up schedules. And so we realize that we can accommodate some emergencies, right? And ideally be able to take care of those patients the same day, which is just not always the case, right? We've we've busy practices, we can't always do it.   So we wanted to capitalize on that opportunity both for the practice, but also what great patient care, right? To consistently be able to see some emergencies, build new patient relationships, and get them taken care of as quickly as possible. It just presents that kind of opportunity. So that to me, actually, funny enough, emergency patients ends up being a really good example of no two offices are the same and no one answer works for everyone. So what could be the like   symptom in one practice is the solution in another. So that's why it's super important to take these deep dives and not wait till the end. ⁓ any of my practices or teams that are listening, they hear this all the time, but especially around this time of year, ⁓ we have to sometimes make decisions like we're a speedboat or sometimes like we're a cruise ship. And sometimes there's a quick pivot and it's an easy fix. And those are some of my favorites as a consultant, right? Those are easy   Tiffanie (15:01) Yeah.   Nikki Mack (15:02) Victories, changes, challenges overcomes. Some we're more like a cruise ship and it's a bigger strategy and tactics that we need to use to change course. So if we don't take a look now while we're halfway through the year, it's gonna be October, November, and all of a sudden, like we don't have time to make an impact in twenty twenty six or the year, you know, when you're listening. So   Tiffanie (15:23) Totally agree. Yeah. Yeah, whatever yeah.   Nikki Mack (15:27) You it's very important to decide what that looks like and that's how we make decisions. Our numbers tell a story. I know I didn't invent that, but I do say it a lot 'cause it's so true. And so we have to read that story and that's how we make the decisions that are gonna either turn things around for us or keep us on that course to just finish super strong.   Tiffanie (15:47) Yeah, I agree. Thank you. And I think that July presents a really big opportunity ⁓ for that, for ch making changes. And and previously marketing marketing still is is like a a beast that's really hard to know. Like you nobody knows marketing. Even marketing companies are like we're still trying to figure it out. And it's just like this beta test constantly. So it's it can be very frustrating in that way, but it's also really cool because what's happened now, I know years ago it was like, okay, well, if we're gonna change marketing.   Nikki Mack (16:04) Yeah.   Tiffanie (16:16) It takes six months to even see the product of that marketing switch. But thank goodness we live in a progressive ⁓ future. And we're here in the future where it doesn't take weeks, months, you know, six months or so to see that change. Right now we can make a change in the marketing and the online presence and it's shifting things immediately. And so to your point, Nikki.   A practice that's like, gosh, we need to fill this doctor's schedule. Let's get some emergency patients in that has the right systems that can convert. So that would be, I think if if you're in July and you're like, yep, you're right, guys, I need to shift my marketing focus and I need to look at my new patients. If you're gonna go the emergence any new patient route, but especially the emergency kind of limited exam new patient route, make sure you've got solid systems and that now you're tracking on top of that our new patient conversion.   rate, right? Because a new patient coming in on a limited exam 0140 in emergency is still a new patient to your practice, but your numbers can get skewed if they're not staying. Because it's adding to your active patient count today. But if they don't come back in 18 months, like it was just a waste, right? So we don't want to waste your dollars. We want to make sure that's where Nikki comes in clutch right now with that with that team because she's not only helping them see, okay, great, let's shift to this emergency new patient.   kind of standpoint to fill the associate's schedule, but she's also helping to train and see how do we track the new patient conversion and what are we saying now? This patient calls as an emergency, cool. How do we get past just a PA? How do we get to that full series of x-rays, the panoramic, the CT, to make sure that we're looking at everything and fully establishing them as a patient in your practice, not just that emergency. So   Those things go in tandem and this is the perfect time of year to look back and say, these are the things that I wanted. What are the systems that have gotten me to where I'm at? And where do I need to tighten those systems up, maybe shift them a little bit? Or are there systems that I don't know yet that I'm losing things out the back end? And honestly, your patient base is a huge space for that. Your recare is your hygiene full summers upon us, summers rough in most general practices. ⁓   Nikki Mack (18:31) Yeah.   Tiffanie (18:35) I think pediatrics, you guys are you guys are flying high. These are your biggest months. But for GP world, and even oral surgeries flying high right now. But our GP world, our period worlds, those worlds kind of endo ⁓ we see a slowdown and we've gotta reestablish what that looks like. So reactivation campaigns are huge right now, but we're looking at   what were our goals and what is it gonna take for the rest of the year to get us there is gonna be massive. And Nikki, I love that you started us with that case acceptance piece and the new patients because truly this is a great time of year to look at that. And I think everyone thinks it's kind of like that the diet thing, right? Like I'll start on Monday. Everybody's like, well I'll start in January. Like I have a practice that hats off to them. I love it. They actually redo their fees in July because they're like, I don't like   Summers is fine. Like summer's less busy. We're doing so much in December, January, February, all the way through to April. Realistically, it's crazy. So they're like, why not do it in the summer when it's slow? I'm like, wow, that's actually really freaking smart. So to piggyback off of that, like waiting until January to say, let's change our patient base, let's change our avatar, let's   wow, we didn't quite make it, so let's add it to this year. And instead of a seven to ten percent increase, we need to do a 12% increase over last year. Like start now, reestablish in July and say, time out, where are we? Where are we trying to go and what's that gap in between? And then evaluate what are the systems or the processes that I need to change or increase that are gonna get my team there and how do I get that training. Now for your leadership team, they need to be doing that within their departments as well.   So each department should have their own KPIs, which doesn't have to be hard, you guys, even for our our clinical team. Like it could just be schedule full. It could just be ⁓ diagnosis chair side, right? Or I love nothing more, Nikki, actually on your limited emergency. I love dental assistance tracking. They're like comp, they're limited to comp.   conversion. So did they take a 0140 and convert it to 0150 chair side? What is that conversion? So we really don't have to make it difficult. We just have to make it impactful. It needs to make a direct impact on our overarching goals and it needs to be trackable and measurable. So with that, I think Nikki, what would you say if you could only give we're going to say production collections is the same because to me there's there it's ridiculous you track them both, right? They're the same.   Nikki Mack (21:10) Wait.   Tiffanie (21:11) So if you could only   Nikki Mack (21:11) Yeah.   Tiffanie (21:12) give three KPIs knowing production collections is one, what are the other two KPIs that you would insist that everyone takes a look at in July?   Nikki Mack (21:21) Ooh wee. ⁓ so I am a big clearly you can tell I'm a big fan of new patient reappointment. ⁓ did they come back for six months? Are they scheduled? Did we complete treatment? Right, there's a few pieces to it, but adding them to the patient base and getting them sticky. ⁓ that would be my number two. And then number three, I don't know, Tiff. I I kind of feel like I have to go case acceptance because it's   Tiffanie (21:29) Yeah.   Yeah.   Nikki Mack (21:48) It's pretty all encompassing. there's so many parts to it, but it just the direction of your case acceptance is such a good indicator of the health of your practice. So those are my those are probably the first three that I look at. If I if I didn't know anything about your practice, your goals, or where you were headed, those are three places I'm definitely digging in right away.   Tiffanie (21:52) Yeah.   Awesome. Thank you. I love those. Yes. And I will say in tandem, case acceptance. I like to group things. ⁓ Kiera and I like to say that we get away with a lot because we will group things together. So that's where my production collections comes in. And I think in tandem with the case acceptance, I say diagnosis because I just really harp on, I think from a team member standpoint of tracking case acceptance for so long and having to   really dig in as a treatment coordinator and as an office manager to figure out why aren't we hitting these goals and then seeing these trends. So tracking the trends within your diagnosis to lead to your case acceptance is huge. I would have, you know, a doctor gets he's ready for vacation. He's worked too hard. He needs a vacation and his case ex or his case acceptance dropped and his diagnosis dropped as well or ⁓ somebody's killing it. So making sure that we're watching all of those pieces is huge. So no matter what, you guys, it is mid year and you're   Nikki Mack (22:52) Yeah.   Tiffanie (23:05) well into potentially your Q3 at this point. So I hope you're listening to this early. ⁓ but really take an assessment and look to see where have I been, where am I going and what's that gap. And if you're a few weeks into Q3 already, that's okay. ⁓ do it before Q4 as well. You need to be doing this literally every quarter, every month, every week, but for sure mid-year. And look at those areas where where   you need a little bit of help. And if you do need help, we're here for you. You know, we're we're right here. We've got a freaking thousand podcasts or something that you can listen to. They're all here, they're all available to you, but we're also available at Hello@TheDentalATeam.com and at TheDentalATeam.com, you guys, we have a free assessment call that you can schedule with us where we can take a look at your systems, ⁓ some of your overarching KPIs and really help to direct and guide you and also assess if you are a good fit.   For Dental A Team consulting and if you're ready for it. And if you if you're not, ⁓ or if we're like, you know what, you're almost ready, you're you're not quite there, we will keep in touch and we will still always share all of the information. But we would love to chat with you and really see where you're at and how we could best serve you in our mission to ⁓ benefit the world of dentistry. So Hello@TheDentalATeam.com. Also, drop us a five star review below. Let us know what your KPIs are. People do read those and they like to look in there for extra.   Help. So Nikki, thank you so much for being here with me today. I know that we pivot and ⁓ that used to be one of our core values. Kiera and I removed it because we're all really good at pivoting, but we realized that that is a core value made it like we were pivoting too much. But we really do pivot a lot as dental consultants, and it's something that we're great at because we're problem solvers and we do it with our with our clients constantly. So thank you for being here. Thank you for pivoting and having a new Carmen San Diego background.   And you all thank you so much for being here. Thank you for listening and we will catch you next time.   Nikki Mack (24:58) Bye.  

Plenty of Pilates studios look successful from the outside. The numbers tell a different story. In this episode, Lesley Logan sits down in person with Julian Barnes, co-founder and CEO of the BFS Network, the boutique fitness industry's market intelligence company behind the annual State of the Industry report. Julian brings the data from 500-plus studios across 46 states. Lesley brings the how. Together they break down the five numbers that separate a real business from an expensive hobby, and what it actually takes to keep clients for years instead of weeks. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:The five KPIs that profitable studios track every month.Why referrals still beat social media for new leads.How to structure an intro offer that converts.The objection scripts that turn a maybe into a yes.Why holding clients accountable is what kills churn.Episode References/Links:BFS Network – bfsnetwork.comBFS Pilates Studio Benchmarks Report - BFSreport.com or BFSpilatesreport.comFacebook https://beitpod.com/thebfsnetwork https://www.facebook.com/thebfsnetwork?mibextid=wwXIfr&mibextid=wwXIfrSubmit your wins or questions - https://beitpod.com/questionsGuest Bio:Julian Barnes is Co-Founder and CEO of the BFS Network, the premier growth accelerator and market intelligence company in the beauty, fitness, and self-care industry. He leads BFS' CEO Network — the premier peer-to-peer leadership network for multi-location, multimillion-dollar operators who are building to scale — and serves as Managing Director of the Global Leadership Council, whose members collectively operate more than 10,000 locations worldwide. He also serves as an Outside Director for a global fitness brand. Barnes created NYU's Institute in Entrepreneurship & Small Business Management and served on the US Tennis Association's Investment Committee, which managed a $200M portfolio. He holds a BA from Tufts and a JD from UNC Chapel Hill.If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Julian Barnes 0:00  You have to be confident enough, both in your own abilities and that the universe will provide for you the right way. You have to be confident enough to say no to the wrong person, so you keep space open for the right person, as you said, and you have to be confident that the universe is going to bring that right person to you.Lesley Logan 0:24  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Lesley Logan 1:05  All right, Be It babe. This is really for my Pilates studio owners and teachers out there, people who want to open a Pilates studio. We are going to get deep in numbers, and you're hearing me talk a lot about my thoughts about the Pilates industry and how you are going to have a profitable Pilates business. So it's kind of fun. If you've never heard me talk Pilates business, and you want to hear my thoughts, you can. For those of you who are Profitable Pilates members, you're going to hear some of my favorite things to say, and I think you're going to be really impressed with how amazing your studios are doing compared to others. But also, I think it's really important to know what the stats are. What is going on in the Pilates history? It is changing. There are a lot of studios, but are these studios actually as successful as they look? Lesley Logan 1:28  So, I think this report is really fun. If you watch it on YouTube, you're gonna see the visuals of these numbers. If you're like me and need to see them, you can watch it there. We'll also have everything in the show notes and in the blog as well. You guys are awesome. Here is Julian from the BFS Network. Lesley Logan 1:43  All right, loves, this is gonna be fun. You guys get to hear me in my own element, probably a little more behind the scenes of what we do with other businesses, but we have an incredible guest here. We'll talk a lot of numbers, so if you're a visual person, you might want to watch this on our YouTube channel. Julian from the BFS Network, you are here. Hello, tell everyone who you are and what you rock at, because they're going to want to know.Julian Barnes 2:18  Lesley, I am here in your home studio in Las Vegas. This is not Zoom. This is.. I could touch your high five. Here we go. There we go. Awesome. Hello, everyone. My name is Julian Barnes. I am the co-founder and CEO of the BFS Network. I am based in New York City, here in Vegas to hang out with my good friend Lesley and Brad. We are the BFS Network. For today's conversation, the most important thing I'm going to share is we are known as the premier market intelligence company in the boutique fitness industry. We publish the State of the Industry report, which is the annual report, which is the most comprehensive report in our industry. A lot of data, a lot of KPIs, a lot of metrics, all focused on showing what profitable studios do. So I'm here today with Lesley, and I'm going to share some of the numbers, and she's going to tell us how to achieve those numbers.Lesley Logan 3:13  Yeah, I'm excited. Let's go, let's do it. I'm a visual person, so I'm glad you got a visual for us.Julian Barnes 3:18  So the first thing I want to just talk about is who participated in the survey. In addition to the Profitable Pilates community, this survey has been conducted over the last 18 months, 500-plus studios worldwide. Most importantly, it is the overwhelming majority, 89% of the studios that participated in the survey have three or fewer locations, and most of them have one location, individually owned, self-financed, no private equity, no investor. So we're talking about just the regular studio owner who bootstrapped and saved, and maybe borrowed from the bank to open, that's who's in here. There's no Solidcore in here, there's no Barry's, there's no SoulCycle. And if there are some independent Club Pilates franchisees, they're individually owned, they're not big corporate, so that's.Lesley Logan 4:17  Not one of those people who owns 75 or 100 sharing. Yeah, yeah.Julian Barnes 4:21  Exactly. All right, so that's who's in it. Also, there's broad geographical distribution of the survey, meaning 45% of the responses came from cities with a population of half a million or more, 45% came from cities 50,000 to half a million, another 10% are rural areas less than 50,000, 46 out of 50 states, so we have geographic representation, we have market size representation, one, two, and three locations, no PE, no investors, so we're talking about the average mom-and-pop small studio everywhere in this country.Lesley Logan 4:57  Okay, you know I'm gonna want to have dinner where the four states are, so we got a find studio close to. Julian Barnes 5:01  It's like three S's. No, three N's. So it's North Dakota, Nebraska, and I forget the other two.Lesley Logan 5:08  Okay, I have a really great city for you, Nebraska solo owner, really pretty incredible, open for over 20 years. Julian Barnes 5:13  That's what we need. Okay. So that's who we're talking about. The way we're going to rock today is talk about the BFS scorecard, which is six KPIs. I'm going to share with the listeners, all of you, the six KPIs that profitable studios track, and I'm going to tell you what those KPIs are. And then we're going to come back, and I'm going to ask Lesley how and what a studio should do to achieve those KPIs. So, I am the "what" today; Lesley is going to be the "how."Lesley Logan 5:49  Yeah. So, for those of you, this is how it was explained to me, and I think this is a lot of fun for my peeps to listen. He's gonna be that Steve Kornacki at the big board, and I'm gonna come in as Rachel Maddow or Chris Hayes. I mean, obviously I watch a news channel, so there we go. So I'm gonna come in with my opinion and my punditry.Julian Barnes 6:07  You don't have blonde hair, so you're not that other channel.Lesley Logan 6:09  I'm not. Also, these are still my cheeks, my lips, my eyes.Julian Barnes 6:18  All real, keeping it real. Okay, so KPI number one is number of leads per month, and Profitable Pilates studios generally are generating somewhere between 10 to 50 leads per month. The number one response is more than 50 leads, so 30% of the respondents generated more than 50 leads, and then the tie for second was less than 10 leads per month and 10 to 25. Less than 10 was 20%, 10 to 25 is 21%, so that's basically a tie. I don't know for sure, but if I had to guess, the studios that are generating more than 50 leads a month are probably mat Pilates with larger class sizes, and yeah, they need more leads.Lesley Logan 7:09  I think anytime you need more leads, it's probably better having more class-based classes. Yeah.Julian Barnes 7:13  Exactly. And so the studios with less than 10 or 10 to 25 are probably more of the Reformer.Lesley Logan 7:19  Yeah.Julian Barnes 7:19  So number of leads per month is the first metric to track. I'm going to run through these quickly, and then we're going to come back. Okay, so the first KPI is number of leads per month, and the highest response was more than 50 leads per month. 30% of the Profitable Pilates studios that we surveyed generate more than 50 leads per month, and I would imagine that the majority of those are Pilates mat classes, where they have more people in seats and bigger studios, and they need to fill classes. Tied for second was less than 10 leads per month and 10 to 25 leads per month, and that is between 20 and 21% of the people who completed this assessment selected less than 10 and 10 to 25. So number of leads per month is the first KPI that we're going to talk about. Second KPI is the conversion rate, and let's see if I can do this, because I'm not an idiot, is what I told you, right?Lesley Logan 8:19  You're doing great. So there we go.Julian Barnes 8:22  Conversion rate of leads to first-time visitors. I can't wait for Lesley to break this down, but it's one thing for someone to email you, to DM you, to IM you to say, "I'm interested, send me more information about your studio." It's another thing for that person to actually walk in the door, and so conversion rate of lead to first-time visitor, Profitable Pilates studios are converting at more than 30%. 54% of the Profitable Pilates studios are converting at more than 30%. So think about that: for every 10 leads, the best studios are getting three of those 10 emails to walk in the door, right? So, conversion rate of leads to first-time visitors. Now they came, they took a class, they bought the intro offer. The question is, what percentage of those people made a second, bigger purchase? They already purchased the intro offer. I like to think about it like this: you go to a restaurant the first time and you have a nice meal. My question is always, am I going to come back? And especially if you bring a friend with you, maybe it's your favorite restaurant, and you bring a friend with you to your favorite restaurant, and you pay for the dinner. The question for your friend is, did you enjoy your dinner, and did you enjoy your dinner enough that you would come back and pay for it? That second purchase, same thing applies with studios, so they bought the intro offer. Did they come back? And Profitable studios, 55% of Profitable Pilates studios convert to a second, bigger purchase more than 30% of the time. So see how small these numbers get: for every 10 leads, three walk in the door, and of those three that walk in the door, only one is making a next purchase. So Lesley's gonna break that down. She is chomping up the bits, waiting for me. Lesley Logan 10:13  I can't wait. Julian Barnes 10:13  All right, so those are the first three KPIs. Okay, so the last two KPIs we'll talk about are average member lifetime value, which is how long they stay, and so the largest category for Profitable Pilates studios, 28% of Profitable Pilates studios have a lifetime value greater than two years. The good news is, hence the name of Profitable Pilates, that 71% of the Profitable Pilates studios that completed this assessment have an LTV of more than two years, and that's really important. I'll let Lesley weigh in on why that's important, but the number is more than two years. You want to be an LTV more than two years. Julian Barnes 10:56  And finally, the last KPI we're going to talk about today is churn, and churn means how often your members leave and you have to go refill that spot. You can't grow if you're constantly replacing someone in your studio. So Profitable Pilates studios, 43% of profitable Pilates studios minimize churn to less than 5%, but here again, the Profitable Pilates community that Lesley runs, 71% of the people who completed this assessment have a churn less than 5%.Julian Barnes 11:31  So let's recap. The five KPIs are number of leads per month, converting those leads from lead to first visit, converting the first visit to a second purchase, assuming the first visit is an intro offer, second purchase, then how long do they stay, and do you retain them by minimizing churn? Those are the five KPIs. That's what Profitable studios do in the Pilates sector. Lesley, now tell the people.Lesley Logan 12:02  Oh my gosh.Julian Barnes 12:03  Tell the people, Lesley, what they're supposed to do to achieve these numbers. How do they get these number of leads per month?Lesley Logan 12:11  Okay, so here's a really great... I just want to say I'm really proud of the people who filled this out, because my goal has always been for the people we coach for the long term. I'm like, your business should get really boring, like it should get really predictable. My goal is that some of our people need one lead a month because they actually don't have room, and they're actually referring out to other businesses in the area. That obviously is more of a smaller studio that doesn't have large group classes, but that is the absolute goal, because it's better to be entertained in your life, your business should not be so entertaining. Lesley Logan 12:39  So what I would say is, for studios to have a really great conversion, if you don't know how many leads you're getting a month, that's important. You got to start there, and you want to know where they're coming from, because that really does help you understand where you're spending your time marketing. Everyone tries to sell you to the moon and back that you should be on social media. You might not need to be, depends on your community, right? Depends on how many people are there, and depends on how many leads you need. I know that sounds crazy in 2026 that I would tell someone that it's not about social media, but it's not, more and more people are not necessarily trusting what they're seeing on socials because of AI and things like that. So, you really want to have an amazing network of clients who love you, who refer people out, so you're getting strong, solid leads, because those are gonna be the ones that actually come in over just reaching out to see what's going on.Julian Barnes 13:22  You just said something I want to jump on. I didn't mention it, but we also asked studio owners what was their most effective lead gen tactic. You want to guess what that answer is, Lesley?Lesley Logan 13:33  Referral.Julian Barnes 13:34  By far, in every modality.Lesley Logan 13:39  Yes. And here's what people.Julian Barnes 13:40  It's two to one, like it wasn't close. And again, these are profit, not just Pilates, all modalities. The number one lead gen tactic is referrals. So when you said people don't trust what's on the social and socials, what do people trust?Lesley Logan 13:56  They trust their friends.Julian Barnes 13:57  They trust people they know, people who they know, like, and trust.Lesley Logan 14:00  So here's the thing: if you are a new business right now, or you need people right now, if you're spending all of your time marketing yourself through stuff online and buying ads, that's one way to do it. And you will get people. I'm not saying that doesn't work, but you will get more people quicker if you actually tell the people who know, like, and trust you, whether they're clients or not, "Here's what my studio does, here's who we help, here's how we help them. Who do you know?" If you say, "Who do you know?" it opens a loop. You open a loop, people aren't likely to say, "I don't know anyone," because they'd have to think about that. But if you say, "Who do you know?" it opens this loop, and they start being aware of it. And if their friend's like, "Oh, my shoulder hurts," they go, "Oh, I just heard about the studio down the street." People will refer you people, and those are the people who actually come in, more likely than not, than someone who's just cruising the internet and filling out the contact form. Whoever fills out the contact form, honestly, it's whoever gets to them first and doesn't bug them.Julian Barnes 14:49  Let's take the people behind the scenes for a second. Before this call, we were chilling out in your backyard, and is it safe to say that we have some fundamental disagreements about how studios actually operate some things, right?Lesley Logan 15:27  I think that's okay, though.Julian Barnes 15:36  I wanted them to know that the things you and I agree on are the most important fundamental aspects of running a business. The things we disagree on, I say they're on the fringe, they're just a matter of choice. But this, having referrals, know, like, and trust that, it is tested over time.Lesley Logan 15:26  Yeah, I mean, it's so true. And also, it just makes it a lot easier on you if you need clients today. You opened the studio recently, or you hired a new teacher, or you opened some new classes, you need people to fill those seats today, you will always have a faster rate of transitioning them into clients if you're going to your community and the people who trust you, because they will talk about you, they will have a trust transference. If you are waiting for people to fill out your contact form, then it's like, well, they wanted you at 11:00 PM last night while they were watching someone on some TV show doing what they thought was Pilates, so they reached out, but now it's 8:00 AM or 9:00 AM in the morning and they're at work. Then it's like, "Well, I'm too busy this weekend," so you got to get people when they're excited. Lesley Logan 16:07  If you have a 30% conversion rate from the lead into coming in, that's great. I actually don't think that that's a terrible... I think if you have higher than that, you are doing great, but if you have lower than that, that's where I have concern. I feel like 30% feels very fair. Where I want you to really look at is from that, when they come in, if you have a lower than 30% conversion rate, you really do have an issue, because the numbers just get so small, and you're actually just wasting a lot of time. You're working really hard. And so I think this is where you, as an owner, need to look at what your onboarding experience is. How are you setting people up? Are you getting them with the right teacher? Are you the only person who's teaching them? Then it really is on you, what's going on?Lesley Logan 16:47  And this is where I think a lot of people make mistakes, because they try to sell Pilates, or whatever the modality is. People actually don't want to buy process; they want to buy the transformation, they want to buy the passion from you. And so this is where, if you're a studio owner and you're not the one who's doing these intro offers, they're going into a class, or they're going into another teacher's experience. You need someone who's got passion and actually can read the person, because you have to take what their goal is and what you offer and show how they get there. Nobody wants to hear, "Oh, you're going to buy the four-session-a-week package," because that's, no, that's a process. They want to buy in on the belief that you have that you can get them to where they want to go.Julian Barnes 17:24  You just said the magic word, and I don't know if people really heard you or want to go back. You said they want to buy the what, starting with the letter T?Lesley Logan 17:34  Oh, the transformation.Julian Barnes 17:35  Say that again.Lesley Logan 17:36  The transformation. They want the transformation, they want the end result.Julian Barnes 17:38  I like to say that there is no transformation without the transaction. There is no transformation without the transaction. So you have to ask the question, why are you here, and you have to actively listen to what they say, and then be prescriptive in your answer to the question. Okay, so you want X, Y, or Z. Great. Here's how you're going to get that: two times a week, three times a week. You're going to take this class, that class, this class, etc. You're going to give them a prescription, just like a doctor would give you a prescription, and tell them when they ask what does it cost, you reframe it. The investment for you to achieve your desired goal is going to be one of time and money. The time is twice a week or three times a week, and the monthly investment for that is going to be X.Lesley Logan 18:29  I agree so much, because if you can actually get them to understand that this is a tool to the transformation, and they can make that transaction, and you break it down, you can also be honest with them, and this is where trust is really built. Some people are going to come to you with goals that are not in alignment with what you do. If you actually tell them... for example, in Pilates in LA, every single person wants to lose five pounds, and it's like, "Well, here's what we know about science. Science would say, if you want to lose weight, it's a few different factors, and any fitness is part of the journey, but it's not the tool." The actual tool, especially if you're serving women, is: what are your hormones like? What are you eating? And then you can go from there. But if all you do is work out to lose weight, you might lose a couple pounds, you might change the metabolism you've got, but it's actually not going to get you to the goal. Lesley Logan 19:20  And so this is where it's really cool for people, and this is what I coach people on their first-time sessions, is find out what they're there for, and then tell them you can or can't help them. So I would always say, "Here's how Pilates is going to be part of your journey, here's what we can't do, but here's what we can do." First of all, most people are lied to so much, or sold a bunch of smoke and mirrors, that they actually will like that you told them that. They might not buy from you, they might go to someone else, or they might try something else and come back, because they actually believe and trust you. I really do believe in being authentic here. And then when you're teaching the sessions, you need to actually tell them, "Here's why I've chosen this exercise for you, here's why this exercise is going to hit your goals." That's what people don't do, they just keep talking about Pilates this, Pilates that. Pilates is now on every corner, so maybe that worked in the 1990s or might have worked in the early 2000s, but it doesn't work today. You actually have to say, "With my eye, I'm seeing your shoulder is doing this, and you have back pain, and so what I'm seeing is because of this imbalance, you're gonna have back pain until we get this balanced. So, here's these three exercises we're going to do, and they're going to help you with this." You have to actually tell them, take them behind the scenes. I like to say that their first sessions, their intro sessions, are like going to a buffet. They get to see all the different options, and you're going to talk about all the different options, and then you're going to prescribe them, like Julian said, like, "Hey, okay." First of all, I never say, "Did you like that?" You got to just go with confidence. You're like, "Thank you for letting me teach you," because that gives gratitude, it lets them know the session's over, and then you go into, "You said you wanted this. Here's how we're going to get there. Here's the process." Julian Barnes 19:20  Here's the roadmap.Lesley Logan 19:20  Yes. And then if they're like, "Whoa, that's too much for me." If you go through all the investment and all the time, and they're like, "That's more than I can spend right now," you can say, "I understand. We can take a little longer; instead of coming three times a week, we can do two times a week, or we can do this and this," but you have to actually help them find a way. I get it, some people don't work out, so that's not even the money, it's the actual going from zero times at the gym to coming three times. You're asking a lot, so this is where you have to be honest, and this is where I think our industry really needs a little kick in the pants, and a nice one. People that are with me a long time have heard me say this: if you aren't going to hold people accountable to their goals, you're going to become a to-do that they move around all the time.Julian Barnes 21:28  1,000%. And remember, they came to you. You didn't go find them.Lesley Logan 21:34  Yeah.Julian Barnes 21:35  Even if you did, even if you went to the local farmers market, you didn't force them to give you their email. Lesley Logan 21:40  Yeah.Julian Barnes 21:40  They gave you their email. They walked into the door. You have to ask them why they walked in, and you have to actually listen, so you can connect what they said with what you're going to say. You know what you're going to say, you know what your packages are. The question is, can you connect your packages to the goal they told you they want to achieve? It is not about giving permission, you are the person in the position of authority.Lesley Logan 22:09  Well, that's the thing. You just said you are the person in the position of authority, and that's where people don't see themselves.Julian Barnes 22:15  Retain your power.Lesley Logan 22:16  And so when people come to us, I have to constantly remind them that you're so worthy. If you have people who are late canceling and you're not charging them, I promise you, you're losing that client. That's not a client you want, by the way, but it's also you're losing that client because when push comes to shove. Julian Barnes 22:31  They're not committed. Lesley Logan 22:33  Right. When their budget has an issue, when something comes up, they're like, "Oh, I'm going to cancel my Pilates," because they're not actually seeing results, because you didn't hold them accountable to get results. I think this is where people really have to actually remember there is such a thing as you being in relation to them, and there is a camaraderie, but you're also the expert. They came to you, and the only way that they can exchange the energy is to pay you that worth, but you have to hold them accountable so that they get those results. And when you get them the results, that's why you don't have churn, that's why your churn is so low, and that's why you'll have clients for life. And by the way.Julian Barnes 23:05  We're gonna come back to that. Lesley Logan 23:05  Okay I just want to say, I think a lot of people go, "Oh, this person came to me, I hope they like me." You can't be like that if you want a business that actually works and doesn't stress you out at the end of the day. You have to actually have the authority, because you are the expert. They don't know.Julian Barnes 23:21  You have to be a little bit like Steve Jobs. Steve Jobs said you don't ask the customer what they want; you tell the customer what they need. None of us raised our hand and said we want a phone, remember the Blackberries and the Treos, and we want a contact management thing, we want to surf the web. No one said, "I want that." He presented it to us and said, "Here, isn't this cool?"Lesley Logan 23:45  Yeah, right. I think that's where, I understand some people's first-time sessions are in a group class. I would argue that that's a harder way to sell things. I would absolutely say, if you are a class-based studio and you want to have clients for life, you should have some sort of onboarding that allows them to be either on their own or in a very small group of other people who are also on an intro, so that you can actually find out why they're there and actually tell them how these exercises on whatever equipment you're teaching them actually help them reach their goal. Because if you just put them in a class with a bunch of other people, first of all, they get lost, and the experienced people get annoyed if the teacher keeps teaching to the newbie. You're going to lose people; they're going to start going, "I'm not getting challenged here, I'm going to this studio over here." So, I really do believe in an onboarding journey. And, of course, people are going to say, "Oh, this studio over here will let me in." Great, you should go to that studio that doesn't have any worries about you getting hurt and doesn't want your sessions to be personalized. No problem. I understand you want to get started. I actually believe in villainizing a little bit of the thing that you are not doing, so that you can actually tell people, "Here's why you wanted to work with me. Here's why you want to trust me, because I actually care about why you're here, and you're not just a number on my Reformer, you're actually a person whose impact I want. I want you to have the transformation you wanted." But I also think when they're in that first session, whatever it is, a week or a session, I really do think if you don't tell them what you're seeing in their body that's keeping them from the goal they want to have, you are missing out on an opportunity for them to understand how smart you are and how much of an expert you are. If you tell me that you want to have better posture and I'm seeing that your hip is up to one side, you have to tell people, "Oh, I noticed this, no wonder your posture is having problems. So here we're going to do these exercises." I always said this, but I think it's really where people miss out. This is where teachers keep it to themselves and they actually don't tell the client what they're seeing; they just pick exercises, but the person doesn't know why you're picking that. So, you have to peel back the curtain, so that they can see that you're in there with them, you're a partner in this journey, and you're gonna hold them accountable to hitting the goals they want, and then when they hit those, you're gonna set new ones.Julian Barnes 25:40  Right. All right, so let's talk about KPI number three: percentage of new visitors who purchase a membership or a bigger package. So we're talking specifically about people who purchase the intro offer, they finish the one week or the two week or the one month, whatever the intro offer is, they finished that. Did they pull out their credit card and make a second purchase? What should studios do, owners, and instructors do to increase the probability of a yes?Lesley Logan 26:11  I love this question so much. I'm going to take us back a little bit. So I want to go back to the intro offer. You need to pick an intro offer that actually fits the goals you need. If you need a lot of clients, the intro offer needs to be very simple, very easy. I wouldn't even give people two weeks, I think that is crazy nonsense. I also don't like free; I think you have to charge. It's very hard to go from zero to whatever you're charging. So, I would say if you need clients yesterday, you're doing a single-session intro offer with a very much hands-on experience, where someone is told, you find out what they need in an interview style, and then a concierge style at the end about what's going on. That's what you need. If you don't need a ton of clients, then your intro offer can be a little longer, and can actually be a higher need to say yes, meaning instead of doing a private session and the intro offer is $60 for one session, it might be $180 for three. That obviously is going to get rejected more, because it's a bit more. "I don't know if I want to spend $180 on you, I just met you, I don't even know you." But you don't need a lot of people, so you're like, "I only want the best to come through," right? So you really want to make sure you're picking that. Now, obviously, the higher the intro offer's time and money commitment is, the more likely you're actually going to have a second purchase if they do it in a condensed form of time. That's why I disagree with two weeks or one month, I really do, especially for in-person. I think you want to keep things quick, because when that dopamine high is happening, that's when they're more likely to buy. If it's three sessions that they can take over three weeks, good luck, because they only felt the high in the moment when they drove their car home, they actually didn't get the benefits. But if it's three sessions in one week, you're more likely to get that second purchase. You want people to feel the benefits, because let's be really honest: Joe Pilates has a quote that everyone likes to use, but they don't finish the sentence. "In 10 Pilates sessions, you feel different. In 20 sessions, you look different. In 30 sessions, you have a whole new body." But they don't finish it: "If you come three to four times a week, or your money back." That's what Joe said, that's what his ad said. If you're just coming to Pilates once a week, it'd be like trying to study Spanish once a week. I can recognize words, but I'm not going to be able to understand Bad Bunny, that's not happening. I have to do it multiple times a week, and science is there, no matter the modality. Unless you're doing something three or four times a week, you're actually not making a change.Julian Barnes 26:58  Well, that's the key, right? Earlier you said you're here for the transformation. The first step, I would argue, in the transformation is transforming your daily routine. What you just said is people need to adopt a new routine that says, "I'm coming on Tuesday morning, Thursday after work, Saturday morning." I'm committed to that change. See, hear these terms: commitment, investment, transformation. They need to commit. You need to present them with a prescription. You are more likely to be successful if you present a prescription that gives them the opportunity to adopt a new routine from day one.Lesley Logan 28:10  Here's the thing: you will sound more confident when you're talking with them if you're making them rise up to the occasion. It is understanding their intake forms.Julian Barnes 29:12  You're leading them to rise to the occasion.Lesley Logan 29:18  Yes. Here's the thing: are you more likely to come to the person who says, "When do you want to come in?" If you're someone who's listening who says, "When do you want to come in? Do you want to come in next week?" I'm going to tell you right now, your business is a hobby, and eventually the IRS is going to audit you, so that's not going to be good for you. You're not gonna be profitable. If you're telling people, "Hey, you should come, you're gonna come two times a week. I have 10:00 AM on Tuesdays and Thursdays, does that work for you?" That is me telling you. You're going, "Hmm, does it work for me?" But you're not, you're more likely to look at your calendar like, "When do I want to come in? Oh, next week actually feels really full. Now I can't come in," right? You want to actually tell people and prescribe people and have the confidence in what you're doing, and this is where I think a lot of people have a lot of fear. "Oh my god, they'll think I'm being rude." No, they won't. They're going to think that you're in control. This is a business. It's a business. Lesley Logan 30:06  And also, I don't want to waste people's money, so you can even say that. Look, here's the deal: if you're only going to come once every other week, this is kind of a waste of money. You shouldn't really do this; you could probably do something at home on YouTube. If you really want the transformation, you have to commit to it, and the commitment looks like this. That's where I would say, whether you do memberships or packages, I don't like unlimited, because that is craziness, you also can't prescribe people the times to come in. "If you want to hit this goal in the next three months, I recommend our three-time-a-week commitment. If that's too much for you, there's a two-time..." You have these things that people can choose, a journey, a path. If you're only gonna have one time a week, here's the deal: you can never miss, and I'm gonna need you to do homework, because the reality is, one time a week, if that's all you can afford time or money-wise, I get that something is better than nothing, but you gotta do something at home. Otherwise, it is a waste of your time and money, and I don't wanna waste your money. And when you talk like that with people, they're like, "Oh, this person really knows what they're talking about." When you ask them, "When do you want to come in?" a broken clock is right two times a day. You're going to get some people, but those are the type-A people who happen to be near you or close to you, and they kind of like you. You're not going to have a business where it's easy to predict how much money you're going to make month after month.Julian Barnes 31:15  Would you say that transformation requires the three C's? You need to change your routine, you need to be consistent about the changes you're making in routine, and you have to be willing to get rid of your comfort zone, get out of your comfort zone. Very little change occurs when you're comfortable.Lesley Logan 31:37  Oh, you know what happens: if you don't change, the world does, and you just actually get further behind. So I do think that... I love all those three C's, and I think that's really helpful for people. Here's the thing, the objections you're going to get are three. There might be some other ones, but these are the three I've heard teaching for a really long time, and I used to run nine studios for a high-end fitness company, so I have heard them all, which are: "I don't have the money." Guess what, everyone says that when they actually don't really want to tell you why they can't do it, or they didn't like it. It's an easier thing. You're not going to go show me your wallet, right? So, "I don't have the money," and "I don't have the time." This is one for people who want change, but they're afraid of leaving their comfort zone. So, this is where you actually have to have a speech ready in hand. "I get that. I'm a very busy person. Here's what we're going to do: we are going to pre-schedule your sessions for the next month, so you can schedule your whole life around it. How about we start two weeks out, because it's a little easier? Two weeks out, it's not overwhelming. We're going to schedule your whole life around it, and because of our cancellation policy, you're going to cancel your friends over this, and you're actually going to get the transformation." Or they have to "think about it." If they have to think about it, there's a couple things going on. You weren't good enough at making sure they understood how what you're doing is going to help them with their transformation. You didn't get an honest goal out of them, or you actually didn't tell them how you're going to get there, so they're kind of in, but they're not sure. Or you have way too many offers. If you have too many offers, "I don't know what to do. If I see we have these packages, and we have these packages, we have this class over here, we have this class over here..." It's too confusing for me, and I have to think about it. You want things to be very easy for people to make a yes. And so, if they have to say, "Oh, I have to talk to my husband," that is also a way of saying, "I don't have the money," or "I'm not sure," because most women have the ability to spend the money on what they want. The first time I ever heard this as a brand new teacher, I said, "No problem. If your husband has any questions, here is my number. Remember, these are the goals we talked about, here's how we're going to get there." And if you want me to chat with him about how this is going to work out, I'm happy to do that. Guess what? He came up to my studio the next day and he said, "My wife can come as much as she wants, whatever she wants, she can come as much as she wants. I just want her to be happy," right? Most of the time it's not the husband; it's that she was not sure if she was worthy of the commitment, and we have to hold space for that. But if you can actually think of the objections you have, and then come up with your responses ahead of time, you're gonna come off more confident when they have those. And then guess what, they can go think about it. Okay, great. "I'm gonna reach out next week, I'm gonna reach out tomorrow, I'm gonna call back on the follow-up. Is that okay with you?" You'd be surprised how many people come in if you follow up.Julian Barnes 34:04  Now, here's one of the areas where we may disagree. I agree with everything you just said. Sometimes it's okay to say, "We may not be for you."Lesley Logan 34:13  Oh, we're not going to disagree on that. I love that.Julian Barnes 34:17  I hear you. The three objections: don't have time, can't afford it, not sure. Okay, I hear you. We may not be the right place for you. We are the place for people who are willing to make a commitment to the transformation they seek. We work with people who are committed. We work with... and then whatever's in your community, you know, describe them. They might be business owners, executives, presidents of corporations, whatever is in your tribe, in your community. We work with the best of the best. If you want to be part of that, we'd love to have you, but I get it, we may not be for you, and that's okay. Lesley Logan 34:56  That's okay. Julian, I love this, because I just coached someone today, and she was talking about, "Oh, they got sick and they couldn't do this, and now they're good there." I said, "You should fire them as clients, they're not good clients." In fact, I would call that dirty money. Every single teacher out there who's taking clients who just come in willy-nilly, that is dirty money. It's actually never going to get you good referrals. There's certainly not gonna be a walking billboard. The best advice I ever got when I first started teaching Pilates, best advice, a teacher took me aside on my first day, and he goes, "Get one client and make them obsessed with you. You focus every energy and everything you have on that one client, and you will have clients for life." And he's not wrong. I was gifted a duet session from a teacher who was moving, and I took that to heart. They're like, "We can't come next week." I'm like, "Oh, well, I'll see you... let's go with an extra one this week. Gotta make it up."Julian Barnes 35:43  Exactly right.Lesley Logan 35:44  And they're like, "What? We don't do two in a week." I'm like, "Well, you're missing next week. I'm not gonna wait two weeks to see you. What change are we gonna have? We gotta do this." They never miss a session. Guess what? Within two weeks, I had two of their friends from their building, right? Because I was like, "If you want to work with me, this is how often you have to do this." And here's the thing: when you tell people, "We might not be for you," one, some people will rise to the occasion because they don't like to be rejected, and two, you're leaving space for someone who's going to actually add to the community and make your business successful. And, by the way, more importantly, you're going to make an impact on them, because it's not fun to teach people who are not committed it's, actually exhausting.Julian Barnes 36:18  I know you believe in karma.Lesley Logan 36:19  I do. Julian Barnes 36:20  Right, as we sit in a room full of crystals everywhere.Lesley Logan 36:24  Some people, I'm wondering when their karma is coming. I'm just gonna say.Julian Barnes 36:28  So you have to be confident enough that the universe will present you what you need when you need it, and that confidence is really tested when you have some financial needs and the wrong client walks in. You have to be confident enough, both in your own abilities and that the universe will provide for you the right way. You have to be confident enough to say no to the wrong person, so you keep space open for the right person, as you said, and you have to be confident that the universe is going to bring that right person to you.Lesley Logan 37:12  Yes. Well, and.Julian Barnes 37:13  But it's not going to always be on your schedule.Lesley Logan 37:15  No. And that... well, that's here's the thing, we've been talking about these different leads, you actually don't get to decide when people are going to finally come in the door. So you have to make sure that whatever you're doing is making sure it's put in front of them and reminded in front of them, and they're reminded again until they're like, "Oh, I'm finally ready." We actually don't get to decide when they come in the door, but once they're there, we absolutely can say, "You're in my house, and in my house, this is how we do things," right? Like my house, you can leave your shoes on, we got a dog, he goes in and out, this is a desert, we're fine, but some people's houses, the shoes go off. I was just at a friend's house who's in the Pilates industry, and he's like, "Yeah, you take your shoes off," and we went upstairs, and he's like, "Oh, there's a deck, put these slippers on," and I'm like, "Oh my god, there's so many rules!" But guess what, it's his house. Those are the rules of participating in his world, and so I would just say it's okay to have these rules. It really helps people understand the boundaries, and it will make for better clients who are more consistent, and guess what, they will go back to the best way to get clients: refer you better clients.Julian Barnes 38:15  Great. So now, how do we keep them? How do you recommend that your clients act in such a way as to increase lifetime value? First of all, what is lifetime value? Second, why is it important? Third, how do you increase it? What is it? Why is it important? How do you increase it?Lesley Logan 38:34  So you can correct me. I'm going to do a simple lifetime value with clients: like if you have clients for two years, how much money do you often make off them? And getting an average of a lifetime value really helps you understand how many clients you really kind of need for your business to predict or project what you want to make. You want to make a million dollars for your studio, and your average lifetime client is X. Then you need 25 of those clients to get there, right? So it really helps you understand the business you're going to have. And our businesses, we have a really amazing lifetime value of a lot of our clients. It's kind of insane for our membership bases that are online, what they are, and so once we know those, it really helps us understand how much money are we going to spend marketing, right? Especially if you're an on-demand business or membership basis.Julian Barnes 39:12  How much you're willing to invest in marketing.Lesley Logan 39:14  Yes.Julian Barnes 39:14  If you know that your member is paying you 100 bucks a month, which is 1,200 bucks a year, and they have an average tenure of two years, then you know that you have about $2,400 for every client.Lesley Logan 39:27  Yeah.Julian Barnes 39:28  So now you back, that's not even that's before profit.Lesley Logan 39:30  Yep. Okay. Yep.Julian Barnes 39:32  Now you back that down and back that out and say, "Well, how much am I willing to invest by an acquisition cost? Am I willing to invest $100 to make $2,400? Sure. Am I willing to invest $2,000 to make $2,400? Not so much."Lesley Logan 39:32  There are people who will do that, and I think they're crazy.Julian Barnes 39:33  So you know that number because you want to know how much you want to invest.Lesley Logan 39:37  Yes, and it's really important, and it really does take time to get that value if you're a brand new studio. This is going to be something. Julian Barnes 40:00  6 to 18 months, minimum. Lesley Logan 40:02  So it's really important. What was the second two questions?Julian Barnes 40:06  That's what it is. How do you keep your members with you for two, three, four years? How?Lesley Logan 40:14  Okay, so first of all, this is going to sound crazy. If your value system doesn't include commitment and consistency, you've already started your business off on the wrong foot for a long-term lifetime value of a client. You have to actually have in your value of your business, "We want committed or consistent clients." What are we going to do? It's part of our value system to make sure that happens. Maybe that comes from communication, maybe that comes from transparency, maybe that comes from responsibility, maybe that comes from community, but you have to decide in your value system how you're going to get there from the get-go. Because everything in your value system dictates how you make decisions on who you hire, what services you offer, what days you're open, all that stuff, right? Second thing is, if you're not making sure your clients are consistent, if you're just letting them cancel and there's no fees, they're not committed. Guess what, they're going to eventually go somewhere else, because no one's making sure they show up.Julian Barnes 41:11  The word there you're looking for, I think, is accountable.Lesley Logan 41:14  Yes.Julian Barnes 41:15  Accountable. You have to hold your clients accountable to the prescription for the transformation that they said they want. You didn't tell them what they wanted; they told you what they wanted. You told them how to get it.Lesley Logan 41:29  Yeah, exactly. So, I think this is where people are afraid they'll lose clients if they uphold a cancellation policy. Nope, you'll lose them because you didn't. Now, you might lose them in the beginning, like, "This is too harsh." Great, this is not the studio for you. That studio on the street is in charge, go there. I don't know if you'll get your goals, but you won't be charged for not showing up here. You said you wanted to do this; I held a space for you, right? It's really important. And you'll say it in your own words, but I promise you, I promise you, I had clients when I was in LA... I taught in LA for 12 years. I was there for 14, taught 12 years in LA, and when COVID hit, I still had more than half of my clients from the first year I started teaching.Julian Barnes 42:08  How? What did you do to maintain that LTV?Lesley Logan 42:12  Aside from my boundaries, if I traveled, there was a teacher coming into their space at their exact same time, so their schedule didn't change just because my schedule changed. I think this is really important: no matter the size of your space, you've got to have backups or a backup policy in place, so that you can get sick, have to travel, or have a baby, and make sure that they're taken care of at the schedule that they committed to, because it's really hard for them to move their schedule, right? Second thing, if you're not reinstating what they're getting from you, you think that they're mind readers, they're not, right? So, you have to remind them how far they've come, how close they are to their goal. "Oh, you've hit this goal, where are we at now?" You also need to actually... they talk so much, they are nonstop, they think you're their therapist. If you're not listening to the things they're saying they're going to go do with their family, "Oh, you're going to go hike such and such volcano in Europe? Okay, we're going to add some exercises in to make sure you can do that. Oh, you want to start running a marathon? Okay, we got to do these things to help keep your hips open, otherwise your back's going to hurt." You need to hear the things that they're saying they want to do with their kids, their family. You have to insert yourself. Julian Barnes 43:15  You have to listen. I'm hearing you say, 'Listen, listen.'Lesley Logan 43:17  And what do most teachers do? This is the thing, I say this, the industry is having an amazing moment right now, but I promise you, right now, because all the teachers are focused on cues, and all the students are focused on how many people are in the class, you are going to see the pendulum swing the other way. Because people are not there for your cues; they're there for the transformation. And if you're not looking with your eyes at what their body is doing, you don't know what cue you need. You have to see what they're doing, and then give them the correction that they need in that moment. And because we have different learning styles and things like that, you can't... I'm sorry, you can't have memorized cues. You have to learn how to be present, and be present to listen to what they're saying when they're leaving. What are they saying? "Oh, you know, my sister's coming to town next week." Guess what I'm saying: "Oh, is your sister coming with you to class? Do we need to reschedule your sessions?" Because if you can start to train them, then they're never missing, they're getting the consistency. But you have to know that their goals are going to change with their life. My clients, 12 years long, I mean, it's amazing what height we got out of them, and they're older. So I think it's really important for people to actually remember that the impact you want to make is there if you listen, and they'll stay because you keep reminding them how Pilates is part of their life.Julian Barnes 44:32  And so churn, to wrap it up, LTV and churn are related. You want your LTV to be high so they stay with you for many years, and you want to reduce your churn, which is the percentage of clients or members who leave your studio. What are some of the best practices that studio owners can implement to minimize churn?Lesley Logan 44:53  So, I think this is where, if your business is based off waitlists and 12-hour things, and hoping people cancel so they will get off the waitlist, you're actually going to have churn. I actually think this is where we have to really think about who we're trying to serve and how we're serving them. And I would really make sure that your clients are able to be part of the journey of the growth of your business. They should be part of it, celebrated, reminded that they're there. They always need to have a name. Every single person, whoever you hire, no matter how big you get, if they are not saying people's first names, and also following up, "Oh, you've been gone for two weeks because of X surgery. How are you doing? Yes, we paused your membership, but..." actually check on them. "Oh, I don't want to bother them." Oh my god, they won't respond if you're bothering them! We have to actually stick around and be in people's lives, and follow up and remind them that they matter and that they're missed. And if you have any teachers who are not remembering people's names and not remembering that they've been gone, you're going to have a churn problem. I think the reason why my businesses have grown, even in coaching people, and that we have people who've been with us since day one, is because we constantly remind everybody who the OG people were. These people are here; they've been with us for the long haul. They remembered us when it was small, but they're being introduced to the new people when it's bigger, and they're feeling that they're part of a community. I think people forget that people, at the base of everything, just want to belong. And if you're not able to look them in the eye and remember their name and introduce them to somebody else, they're going to feel unseen at some point. So I really do think that churn is reduced when you see people as a human being.Julian Barnes 46:27  So, I have a bonus question for you which is, right in your wheelhouse as a veteran instructor, more like a comment for you to reply to, from the very beginning of this conversation, you haven't used this word, but it's my takeaway of what you've been saying: impact. We talk about how people want transformation. Talk about how do you convert from lead to first-time visitor? How do you convert from first-time visitor to second purchase? How do you keep them a long time? How do you minimize churn? To me, the answer is impact, and what we, at BFS, don't focus on front of house, we're not Pilates instructors, but you obviously are. And so what I like to remind people, and I'm going to ask you to elaborate, I like to remind people none of the processes, none of the systems, none of the messaging, none of the stuff matters if you're not delivering fire classes each and every time. Agree, disagree, assess?Lesley Logan 47:29  Oh, I agree. I also think it's really interesting because I come from this as a classical Pilates instructor, but I coach a lot of contemporary-based Pilates. So my fire classes on the Reformer always start with footwork and probably end with the same exercise. So, when you say fire classes, I think it's really important that I say.Julian Barnes 47:47  I want to say impact. The classes have to deliver impact.Lesley Logan 47:50  Yeah, they have to. Well, I'm saying I'm agreeing with you. I'm also saying you don't have to be someone who's recreating the wheel every time, but people have to feel so different than when they walked in the door, because if they feel the same, then they're not coming back. This is a nice hobby that they have, you fit the thing, but as soon as road construction's up or their job goes across town, you're out of it. Here's what I know about being a teacher for so long in LA: people would drive across freeways to stay with the same teacher because of the impact. Why would they do that when there's a studio... it's LA! There are, and by the way, it's LA, like New York, the best Pilates instructors in the world are in these places, and they're going across town. Why? It is because of the impact. And I think this is where people lose their confidence: they see other people doing things and go, "Oh, I should do that, too. Everyone's Reformers are beige now; I should do beige. Everything is this." No. What is it that you said you would give people, and what is it that they want? And if you can stay clear on that and keep understanding what their new wants are, you will have them for life.Julian Barnes 48:59  This goes back to something you said earlier today: take one client and give everything to, say that again, you said?Lesley Logan 49:07  Take one client and you make them obsessed with you, and then you'll have clients for life.Julian Barnes 49:11  Okay, so unpack that, because I think you're talking about how do you make them obsessed. To me, that sounds like you're saying give them 110%, teach the best class every time, you are the best.Lesley Logan 49:38  It goes back to accountability. I'm going to give 110% in every session, but you have to show up for the sessions, and it's a two-way street, I'm not in your body, right? So you got to make sure that they feel like they can trust you to tell you what's going on, but they have to show up

You cannot scale forever as the only strategic brain in the business. At some point, you need leaders who can execute without you. In this episode of The Level Up Podcast, Paul Alex breaks down how to outgrow the solopreneur trap and build an executive team that actually drives the company forward. Let's be real… If every decision still runs through you… If every department waits for your approval… If your team only completes tasks but never owns outcomes… You are not building a scalable company. You are building a bottleneck. In this episode, you'll learn: Why administrative help alone cannot scale a massive business How high-level executives raise the ceiling of your company Why leaders need territory, not just tasks How autonomy, KPIs, and trust create a self-sustaining organization The truth is simple: You cannot be the smartest person in the room forever. If you want a bigger company… You need bigger talent. People who can think. Lead. Solve. Build. And make decisions without needing constant supervision. High-level CEOs do not just delegate tasks. They delegate authority. They hire heavy hitters. They hand over ownership. They set the targets. And they get out of the way. Because when you build the right executives… They build the rest of the company. Hire the giants. Give them the keys. Lead from the top. And keep leveling up. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

You have to be careful who you let represent your organization.    I didn't learn this lesson soon enough.     I'm not talking about someone who got fired from your team and started talking shit online about the company and you.    They'll do that, but think about things this way:    You hire a sales person who is absolutely manipulative.    Guess what?    When they train your new sales people, they'll train them to be the same.    You have to rank people based on what they are.    Are they a 5 or a 7?     Maybe they're a 10.    Who you put in leadership positions will be the representatives of your organization.    Whomever you put in that place, there's a trickle down effect.    Go for 10s.     The way you find 10s is to establish metrics and KPIs that represent excellence.    Hire those people and let them do their work.    Make sure they represent the core values and mission of your company above and beyond your expectations.    And watch your company thrive on autopilot.      About the ReWire Podcast   The ReWire Podcast with Ryan Stewman – Dive into powerful insights as Ryan Stewman, the HardCore Closer, breaks down mental barriers and shares actionable steps to rewire your thoughts. Each episode is a fast-paced journey designed to reshape your mindset, align your actions, and guide you toward becoming the best version of yourself. Join in for a daily dose of real talk that empowers you to embrace change and unlock your full potential.    Learn how you can become a member of a powerful community consistently rewiring itself for success at https://www.jointheapex.com/   Rise Above