Podcasts about Overhead

Tiff and Dana address one of the most popular topics for Dental A-Team consultants: overhead! They talk about what it entails, where to start when looking to reduce it, critical questions to ask yourself about needs versus wants, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiff (00:00) Hello, Dental A Team listeners. Thank you for being here with us today. Thank you for listening. We say this every time, but we love what we do and we love bringing you so much valuable information. And the fact that Kiera can do all the podcasts she does blows my mind. ⁓ but she is a busy bee over there, and the fact that we get to do these as well is just really, really fun for us. It allows all of the consultants here on our team to really feel like we're giving back to you guys. So with that, I have Dana here with me today, and   Dana, gosh, we have been podcasting together for a really long time. I can't even put a number to it. And I remember, I don't know if you remember, but I remember I remember where I was sitting. I remember the thought process. And I remember it was me, you and Britt on a call on a Zoom link. And it was the first time marketing had said we want to do video with the podcast. And I was like, what? And video like was not, it was just like up and coming.   I didn't understand it. It was on Instagram. I was watching I was like, why am I watching you talk? Like the a podcast is to listen. Why am I watching you talk? And now I mean it's very normal and that's how I watch them. And I feel like I feel like it was like YouTube came back around, you know. But anyways, I remember that day vividly. ⁓ I don't remember what we were talking about, but I remember being like, I have to like do my hair. I'm gonna be seen.   DAT-Dana (01:23) Yeah. Yeah. I know it was   funny because we always could see each other, right, in those early days, but it was just like we weren't creating the video content for it. And I remember thinking exactly like who's gonna want to watch   Tiff (01:33) Yes.   DAT-Dana (01:35) us who's gonna want to watch us do this thing but then I see my kids literally like watching people play Minecraft and it's like their favorite thing and I'm like wouldn't it be more fun to actually go play? So I do feel like there is definitely this like niche of people like wanting to watch and like you know get a glimpse in of like the podcast world and just different worlds in general and so I agree with you. I remember the three of us just kind of being like who's gonna want to watch us talk to each other but hey we're so glad you're here.   Tiff (01:37) Yeah.   Yes.   It's true.   Yeah.   DAT-Dana (02:05) Yeah.   Tiff (02:06) Yes, I agree. And the three fur podcasts are hard. So hard when there's so many people virtually. And yeah, I r I remember the shock. I wish I could remember what the ⁓ podcast actually it was probably I bet you it was probably one that we did for Kiera. We probably it bosses day or something, yeah, 'cause if there are multiple of us. Anyways, that was that popped into my head this morning as I I always have to now have like prep for podcast time so I can like   DAT-Dana (02:12) Yeah.   Like Boss's Day or something like that. Yeah.   Tiff (02:35) just tame my hair or get my ring light just right. And I'm like, gosh, I remember the days that we did not have to do this. And then we have c new to Dental A Team consultants come on and I'm like, we're gonna podcast. And they're like stressed and I'm like, I get it. I just I get it. I saw them go talk yourself in the mirror for a bit first. You'll get used to it.   DAT-Dana (02:50) Yeah. Yeah.   I know   I remember in the early days I would always have to reframe my podcast because I'd see podcasting on my schedule and I'm like, ⁓ like I gotta get on. So then I just started reframing it. It was like time with Tiff, time with Britt, time with Kiera. And it's how I like kind of learn get over the like of the podcasting space. So I totally feel it when new consultants are like, I have my first podcast today.   Tiff (03:12) I love that.   Yeah,   yeah, and they all come to you, right? 'Cause I'll all schedule it and then they're like, Dana, what do I do? That's so cute. Yeah. I love the reframe. That actually like goes I think hand in hand with what we're talking about today. ⁓ but I think you can do that with anything and I have to remind myself, even like gosh, when I get up in the morning, I got up this morning and I went from for my walk and I was like, ⁓ this sucks and I was like, No, you get to be in the morning sun.   You get to move your body before anybody else in the house is awake. Like I think that's the part that's the hardest is like everybody else gets to sleep, you know? But you that reframe is so powerful. And we can look at a schedule and think I I look at my schedule and I'm like, shoot. This is so busy. Or gosh, I'm I'm like   So long today, and I have to reframe it often and be like, gosh, no, actually I get to do something really cool. And I get to wake up and go for a walk and I get to do these things or I get to go to an office and I get to be boots on the ground with other people. So I love that you mentioned that reframe, Dana. That was really smart. So today's reframe, which I love, I think this is one of the most popular conversations that we have. We get a couple of things here at Dental A Team. ⁓   We love everything that we get, but the most common, most popular things are systems, which we will help you with systems, I promise you. And there are thousands of podcasts I think that just Dana and I have done on systems and operations manual. So go look them up. We're not doing that today. And the second, which I actually really have grown to truly love, ⁓ is overhead cost reduction and and overhead analysis. And so many practice owners and leaders come to us and they're like, gosh.   what does overhead even mean? I know I had a conversation with a client last week that has been in the dental like consulting world for years and years and years. And w his question was what does that even what does it mean? Like overhead can mean so many different things to so many different people and so many different consulting companies. And for the sake of today's conversation and the sake of forever with Dental A Team know that when we say overhead, we are talking about top of the line   Whatever I always say if someone were to purchase your practice, what are the expenses they'd be taking over? Anything outside of that, your pay, your taxes, your debt, your debt will follow you typically, right? You can lump it into the loan, ⁓ but it's not overhead top of the line expense. So your debt, meaning your scanners, ⁓ your school debt, anything like that is outside of quote unquote overhead. So when we talk about overhead, it's top of the line and that had to that that   explanation, I think it can just vary. It can vary depending on who you're talking to. So today we wanted to reframe that, Dana Go. No, I love it.   DAT-Dana (06:08) and I don't want to interrupt you, but I think too just   just to be clear on overhead too, anything that you run through the business, right? Again, that's not something absolutely with your CPA, you structure it how you want. But understand that that's not an expense that somebody is going to take on when they take over the bracket.   Tiff (06:25) Yes, I love that. Thank you. Good clarification. so with this kind of reframe, every everybody's like reduce overhead, reduce overhead. And I totally agree. And a lot of a lot of companies, a lot of people, ⁓ a lot of strategists will come in and they're like, okay, what can we cut? And we for sure, like, we'll come in and look at what if there's space to make cuts, but our biggest piece is always we're not gonna spend a lot of time on it today because we've got a million other podcasts about it.   I think I just did one actually with Kristy not that long ago, but the first place we're gonna look is your collections. A lot of people will say, I need to over I need to produce. And I love the statement, you can't outproduce your problems. So if you're producing, producing, producing, producing, but you're still feeling like there's an issue. And if you're meeting the financial, like you're meeting your goal, your production goal, but you're still cash flow short, then there's an issue in your collections. And so look at your collections and Dana.   I would love to hear quick snippet, what are the areas that you tackle when it comes to overhead and it comes to collections? And then I want to talk about the reframes and the other pieces.   DAT-Dana (07:33) Yeah, so you're exactly right. The first thing I'm gonna look at is the collections number. I'll look at the total, like what is the total percentage and like what profit point do we need to get to when it comes to collections? And then the very next thing I'm gonna look at is your AR because honestly and truly I've been able to get practices out of cash flow crisis, out of really feeling that pinch simply by going after already produced   ⁓ monies. And so I think that those are usually the things that I look at. Okay, what are we collecting? What does our profit point need to be for healthy AR?   Right. And and obviously we're gonna talk about is that possible? How do we get your schedule to get you there? But then the very next thing I'm gonna look at is AR. Is there money that I can just quickly tackle that's already been produced that's gonna help the collections problem? So I'm looking at the total collections, collections percentage, and then what's sitting in AR, because if I can tackle that and make a really quick difference, ⁓ sure, we can budget things, we can line item your PL, we can we can chop where we need to, but those things are often the fastest, easiest, quickest fixes.   and like you said, you like outproducing the problem. If I can fix AR and then we can create systems that it doesn't happen again, oftentimes we don't even have to really touch production, right? Because we're already producing pretty well in a lot of these cases. So those are that's kind of where I start.   Tiff (08:46) Yeah.   Yeah, I love that. And it's something that makes such a massive difference. Knowing one, knowing your numbers, knowing what your numbers mean. So knowing your overhead, knowing your outgoing expenses is massive. And then looking to see, okay, well, if these are my outgoing expenses, what do I need to collect in order to profit? Right. And then if we're not collecting that, is it because production isn't where it needs to be? So what's our what's our bare minimum?   And is collections meeting that or is production meeting that so that collections can meet our bare minimum. If production is or is way above and our collections is just tanked, like I saw somebody the other day that was like 83% collections. They're like, we gotta produce more. And I Yeah, absolutely. If we want to maintain 83% collections and get your overhead in line, you for sure have to produce more. But also we can tackle your collections and get your collections up to that ninety-eight percent that it should be or above, and really not have to work   you harder as the provider work our numbers harder and get that collections up. It also kind of flows into Dana, I think the capacity that we just recorded a podcast. So probably the podcast ahead of this one I would assume is is about capacity. And I think that capacity conversation flows into this one really, really well. So all right, collections.   Go do it. We will harp on that for days, but go do it. If you need help with it, you're not sure, you don't know how to analyze it, you need help with your numbers, Hello@TheDentalATeam.com. We are honestly and truly here to help you. We will provide you as much information as we possibly can to get you on the right track. Now, something else that we like to do within that, and we talked about this on capacity, we talked about analyzing ⁓ fee schedules, right? But then we also need to analyze expenses. So when we're really looking at things and we're saying, okay.   Great, this is my overhead. I like to think, okay, does it have to be my overhead though? So a lot of people will look at staff cost, the employee cost. I actually I look at it, I kind of glaze that, you guys. I don't, I don't like to touch the staff cost unless it absolutely is extraordinary and there's maybe team members that are taking advantage or you're feeling like there's something culturally wrong in your practice, then I'm gonna say, okay, great.   Let's really take a look at this and make sure that we're being efficient with our time. We're not in overtime. We're not in those spaces. But I'm gonna kind of glaze at that unless there's a red flag somewhere else. And then I'm gonna look at those other expenses as well. And something that I really love to do is to analyze what do we need versus what we have. It reminds me of when Brody was little, we'd go to the store and he'd be like, Mom, is this a want or a need? Is it on your list? Is you have are you getting it because you just want it and it sounds exciting?   Or do we actually need this? And Dana, I love the conversation that you have around. I'm gonna say like analyze your vendors, analyze your contracts with vendors, but I love the conversation around ⁓ the wants versus needs when it comes to scanners, when it comes to mills. And I love I I miss the conversation actually. I miss the conversation of negotiate with your labs. And I miss that conversation because   I think that the mill has become such a bandwagon thing. It's been around for so long and it's such a bandwagon thing that everybody's that jumped into. But I love your your like evaluation of is it necessary? Is it actually going to save us the time and the money and get us the results that we want? And I would love, Dana, for you to talk through some of that and how you help your clients decide. Because I'm not against the mill, I'm not for it. I'm for it for the practices that it works.   And I'm for making sure that it's going to work and it's gonna do its due diligence. So what how is that conversation for you, Dana, when you talk to your practices about it   DAT-Dana (12:44) Yes. I love this conversation too, too. I   think first and foremost, I always want to know when when somebody wants to purchase something big like that. So whether it's a new scanner or whether it's a mill, like why.   Why do we want to purchase it? Is it because we have a scanner that we constantly use and we're constantly pulling and we never have it in the like appointment times that we need? So then we need to talk about adding another scanner. Is it that like we need another tool to show patients, but like could we just do IOPs a little bit more until we've got the budget set for the scanner? I'm not saying no to scanners. I'm not saying no to mills. I'm just saying, why do we want it? Is it the right time and is it going to do what you anticipate it's going to do as far as your budget goes?   Because I think we can talk about scanners and what's going to add so much more to my production. Okay, well, it is, but when are we going to use it? How often are we going to use it? Who's going to use it? How are we mapping it out to make sure that it really is putting more production on your schedule and it really is reducing your lab fees? Right. Scanner is a great tool for negotiating with a lab, but are you going to do that? Are you going to do the negotiations? Are you going to send them enough work to make it worth having the scanner?   Same thing with the mill. I'm always asking like why, right? And I know that kind of the mill is the hot spot or the mill is like the next big thing. And I think sometimes, you know, I hear a lot from doctors, well, it's gonna buy me back a lot of time. Well, it's only gonna buy you back time if you're going to let your assistant, right, help design and do the actual milling. If you're not gonna let that happen, then we're actually using more of your time than and sometimes it's not will you let them, it's do you have the capacity within your assistant team right now to be able to allow them.   Tiff (14:07) Yeah.   Mm-hmm.   DAT-Dana (14:21) to do those things because maybe we're short staffed in that area or maybe assistants are really hard to find. Well then maybe now's not the time to bring on the mill because it's actually going to use more of your time versus less of your time. And then you know all of these purchases typically come with either a large payout, right? Or a decent size loan that we're paying every single month. And so I like to kind of reverse engineer with my practices so they know cold hard facts how many crowns they have to do every single month.   to make that loan payment worth it or make that payout out of their emergency fund or their growth fund or wherever they're pulling that funds from. Hopefully not their emergency funds, but sometimes right, doctors get wild on us and it feels like an emergency to get that.   Mill. So knowing exactly how many crowns you have to do every single month. And then I'm saying, okay, let's go back through the last year. Let's see, did we even do as many? Because if we didn't do as many, then now's not the time. Let's get to that many crowns every single month, then take a look at the mill. Because so often we think, hey, the mill is going to save me on lab fees, but you have to do so many of them for it to save you on lab fees. And again, I'm not pro mill. I'm not like I'm neutral when it comes to mill. I think it's a great tool, but it's not the best tool for every   Tiff (15:25) Yeah.   Mm-hmm.   DAT-Dana (15:35) practice at that exact time. I think you really have to look   At and crunch things when you decide to make those purchases and really look at it as is it truly going to give your time back? Is it truly going to give you your lab fees back? Is it truly going to up your patient experience or up your diagnosis or whatever it is? Because that is when it makes it worth it. So I just like to like have the conversation, review the numbers together, and kind of say, hey, like this is the reality of the purchase. I, you know, I am.   Totally understand the like purchase in the feels, right? I get that. I've done it. I'm human. I think we've all been like, but this is gonna feel so good when I have it. But I think look at the numbers and make sure because these things can really hit your these these debt services can really hit your profit points if it's not set up correctly and you don't know kind of the benchmarks you have to hit to make it help with profit versus hurt.   Tiff (16:11) Yeah.   Yeah.   Absolutely. I think it's so beautiful. And a follow-up to that too is if you already have the mill, you already have the scanner, you already made the purchase or the laser, Dana, as you were talking, I was like, the lasers, the lasers. There's so many there's just so many really cool tools that dentistry has that makes us feel like we've got to jump on it to be the most progressive, to be the most exciting, to stay up with the times, to to not fall behind. And really they're just fun and exciting. It's like   ⁓ Canva and you know we only had Photoshop and then Canva came out and then we had, you know, all of these different opportunities. And it it can be easy to jump on board with them. So if we already have jumped on board, we didn't have this conversation, or maybe we did, and then gosh, we're just falling a little bit short. This is the overhead analysis as well. This all flows into that overhead analysis. So as you're looking at your overhead and you see those   those loans under on you have your bottom you have your top line and you have a bottom line. And at your bottom line, when you see those other loans in there and you're like, gosh, Def, Dana, I just I'm not using the scanner as much as I thought I did. I know both of us have I all of our consultants are really, really fantastic at having conversations like this that say, okay, great, why? Dana, you said something earlier, you said it asking more questions, right? Like I want to know, I want to know why you want it.   what it's gonna do for your practice and then reverse engineer it. And we are really great at pulling out the why for anything. So if you're not, if you bought it and you're not using it, we're gonna say, well, why aren't we using it? Is it because it's not the tool that we needed or we wanted and or we don't have the patient base for it or is it because we're not trained, we're not holding accountabilities. And ultimately, if this thing isn't working for your practice, it's not doing what you wanted it to or gosh, you just hate it. You don't like it. You don't want to use it.   This is a conversation with the company that you can have. You can call the company and say, Hey, what can I do? How can I how can I get out of this? I've had ⁓ I've had doctors that have had this conversation with them and they do have like a smaller buyout, right? They're like, Well, we'll buy it back from you, but you're gonna it's kind of like taking a car in and you you're you know, you're under.   So you you owe a little bit more on your car and then you owe on the car that you're buying. So it kind of sucks because you do have to pay that out, but could getting out of that contract early, sending the equipment back, save you in the long run because you haven't paid that total balance. Or a lot of doctors will call and they're like, yeah, absolutely. I have a doctor actually who's looking for one that might buy it from you.   And so you can you can sell this equipment as well if it's not working for you. So I don't ever want doctors to really just feel so stuck in the decisions that either they've made or that they want to make and you have that kind of decision paralysis. So as we're going through that looking at ⁓ cost control and overhead control.   Part of the conversation as well. So there's the projecting side and really looking at do I do I need this? What can it do? And then there's the evaluation side of is this working for me? And Dana, I think that same conversation when it comes to like marketing. Are is my marketing ROI coming in? Is it getting me what I what I thought it was going to? There's magazines investments, there's all of these like hottie-totty ⁓ marketing efforts that are coming around right now. They're trying to like really reinvent a lot of wheels.   And projecting and seeing, does this fit my avatar? Is this gonna work? Gosh, your telephone company, I know our like cable and internet. We don't even have cable, but it's the same company, right? And I'm like, why are we paying for cable and internet? And it just jumped like $90. And I'm like, what the heck? It's a call and a conversation with your vendors and looking at, okay, am I getting the most value for what I'm spending? And that I think Dana helps us to calm the storm.   Because what happens typically is we're like, okay, I gotta produce more in order to afford my life. And it's just like personal, right? I gotta work more in order to afford the lifestyle that I want. Well, maybe the lifestyle that you want can be had with less debt or less stuff, you know, and really evaluating your quote unquote lifestyle in the practice and out.   DAT-Dana (20:43) Yeah, I agree with you because like dental offices, do we have to spend money? Do we have expenses? Yes, absolutely. Let's make sure those expenses are doing what we need them to do and and we have an ROI on those expenses. And I do feel like just doctors highlighting like, don't forget those bottom of the line things because oftentimes it's like, hey, my payroll's in line, my rent's in line, my marketing is in line, everything's in line, but I don't have any profit at the end of the month. And I think don't forget to take a look at oftentimes I think there's an impression of doctors that like those below the   aligned things are like fixed expenses and oftentimes they are variable expenses that we can do something about it. We can make changes like you said, sell it or start using it, right? Or incorporating a way for it to help us produce or collect more. I think just don't forget those bottom of the line things and don't look at them as hey, those are fixed things, right? A lot of times those items aren't. We can either move the needle as far as using them or move the needle as far as offloading them.   Tiff (21:15) Uh-huh.   Yes.   DAT-Dana (21:42) Right. I just had a conversation with the practice. Like, why do we have two scanners? Right. Like, why do we need them? Walk me through it. If if you can walk me through why and it makes sense, totally keep your scanners, utilize them, have it help you. Right. But if we don't need them, then let's not have that sit there every month and pull from that profit that you so desperately need.   Tiff (21:45) Mm-hmm.   Yeah, I love that conversation and I think it's something that's a piece of value that the consulting team brings to our clients that I think is totally undervalued. I know I have clients that are like, Teff, I wanna buy this thing. And I'm like, Okay, cool. Like, tell me why. How are we gonna afford it? Great. I have a doctor that was like, I like this scanner better, but I bought this scanner before I knew that this scanner was better. And I was like, Awesome. Well it sounds you want that scanner. He's like, Yeah, I'm gonna get it. And I said, Cool, what are you gonna do with that scanner that you don't like?   Because that one is still being paid on. It's still in your office. And he's like, okay. So it's like we have this innate ability, right, to see things very, very cleanly. I had a conversation just last week with a client that was like, Tiff, what do I do? And it was like a personnel thing, right? I said, Listen, my job and the and the superpower that I have for you is to be very black and white in business. I'm not emotionally attached to what's going on in the practice. I I love you, I love the practice, I love the team.   And I I have emotions towards you, but I'm able to separate it out and say, hey, do this, don't do this, or these are the black and white opinions that I see. These are the pros and the cons that I can see. I'm not emotionally attached to one scanner is better than the other. I'm emotional, I'm not emotionally attached to the money that's coming in or going out. I am neutral and I'm able to say it is or it isn't. And so that value, that ROI is not always really easy to see.   in the numbers until you look backwards and say, gosh, actually I sold that scanner because of or I didn't buy that and gosh, I'm so happy. Or I was able to invest in my team because I could see my shortcomings or my accountability faults or the accountability that Dana was able to give me so that I could give my team like those spaces are just so   valuable in this overhead analysis is huge. And I know you and I do it often. I know the rest of the consulting team does. Gosh, Kristy, Kiera likes to say she's like a truffle hunting ⁓ little, you know, little piggy out there finding the dollars. And that's how she does it as well. And Nikki and Pam and all of you know, Diana, every one of us are out there looking for those dollars from that black and white kind of business mindset because it's easier for us as a pulled out   Peace, right? And Dana, I just think that is a space that doctors, I can't imagine making those kinds of decisions by myself, right? Even just as simple as purchasing a mill. Like because it's so it's like walk walking into Louis Vuitton with a credit card with no limits and expecting me to not leave with a purse, right? Because in my head it's paid for, it's done, it's it's good.   But then on the flip side, I've got expenses and other things and they've always got just gotta have that person who can be that sound mind.   DAT-Dana (24:58) Yeah. Yep. I agree with you.   Tiff (25:00) All right, Dana, so overhead cost analysis. ⁓ I would say, and I think Dana, add anything you can think of. My pro thought process is figure out your bottom line first of all. Figure out what are your costs, your fixed costs that aren't changing. If someone were to purchase your practice, then then look at what's left over. How much debt do you have? what do you want to be making? Are you paying yourself and are you paying yourself what you want to be making?   And are you saving money? So what do those buckets look like? That to me is your is your bare minimum. You have your bare minimum of this is what it takes to keep my practice open and my employees paid. And then you have your bare minimum of this is what I want my practice to look like. So I like to add that fluff in there. I know Dana does as well. We have our bare minimum and then we have our bare minimum. And our our second bare minimum is the number that I work from ⁓ and tack on a little bit extra. So overhead analysis, look at what your numbers are, look at what your   DAT-Dana (25:46) How many? Yeah.   Tiff (25:55) Collecting, always look at collections and then look at what your debt looks like and look at what your spending is. Is there anywhere in there that can be negotiated? Is there anywhere in there that maybe we need to start using a tool a little bit more to get it paid, paying for itself? Just like you want your team to pay for themselves, you want your equipment to pay for themselves as well. Dana, is there anything you can think of that I missed that I didn't add in there as an action item that they can scurry on home to do?   DAT-Dana (26:24) No, I think I think that those are great tools for them to really be able to slice and dice and look at those pieces.   Tiff (26:31) Awesome. All right, guys, go do the thing. Pull up your PLs, pull up month by month, pull up year to date, pull up last year's, and look at what your expenses truly are. And when you get to the point that you want some third-party perspective, some eyes on it, if you're a current client, you should be doing this with your consultant too. So do it. I want you to know how to do it and I want you to do it with your consultant as well. If you're not yet a consultant, you're ⁓ someone who is a listener and you want you're not a consultant, you're not a client.   You're a listener and you want help with this, please reach out. Hello@TheDentalATeam.com There's also a link on our website, TheDentalATeam.com, that you can schedule a consult with us and they'll help you run through a lot of that information as well. We are here to help. So let us know how we can best serve you and how we can help you in the short and the long run. Hello@TheDentalATeam.com. All right, guys, and we will catch you next time. Thanks so much.  

The hosts discuss Jerry installing iOS 27 beta on an iPhone 15 Pro Max and watch, reporting strong stability, snappy performance, and minor reported edge-case crashes, while noting Siri AI requires newer hardware due to RAM constraints and that others find the new Siri improved. Joe shares a fresh issue deploying an MDM configuration profile to disable Siri: users still received "unable to use Siri" prompts because "Listen for 'Hey Siri'" could remain enabled, requiring removing the profile, turning it off locally, and reapplying; Apple Intelligence also wasn't fully disabled. Sam describes improving client offboarding by building a monday.com form that feeds Zendesk tickets, and the group compares running lean teams, using subcontractors and Foundation as pay-as-you-go helpdesk support (including an optional branded phone line). They also cover business uncertainty, tax-law changes affecting S-corps, and handling time-consuming "I've been hacked" client calls.   00:00 Show Kickoff Banter 00:35 iOS 27 Beta First Impressions 01:42 Installing Live and Siri AI Limits 04:40 MDM Glitch Disabling Siri 07:52 Advising Clients on Apple AI 10:16 Offboarding Workflow in Monday 12:25 Solo Juggling Without the Team 15:49 Jerry Business and Tax Updates 19:05 Hacked Device Panic Call 20:51 Explaining Normal iOS Mac Features 22:46 Clean Bill of Health Limits 24:07 Lean Teams and Overhead 28:51 Using Outsourced Helpdesk 29:58 Onboarding Big Client While Away 34:56 Pricing and Custom Phone Line 37:57 How to End Free Calls 41:56 Defining Success and Boundaries 45:23 Wrap Up and Outro

¿Es la sentadilla realmente el mejor ejercicio para piernas? En este episodio hablamos a profundidad sobre la sentadilla libre, considerada por muchos como el rey de los ejercicios de fuerza y desarrollo muscular. Analizamos sus principales beneficios, las diferentes variaciones como la sentadilla High Bar, Low Bar, Frontal, Zercher y Overhead, así como las ventajas y desventajas de cada una. También exploramos cómo la sentadilla ayuda a desarrollar fuerza, masa muscular, estabilidad, rendimiento deportivo, densidad ósea y funcionalidad para la vida diaria. Además, desmontamos algunos de los mitos más comunes relacionados con las rodillas, la profundidad del movimiento y la seguridad del ejercicio. Si quieres entender por qué la sentadilla ha sido utilizada durante décadas por atletas, fisicoculturistas, levantadores de potencia y entrenadores de todo el mundo, este episodio es para ti. #SentadillaLibre #EntrenamientoDePiernas #Fuerza #Hipertrofia #Fitness #CoachEli #EntrenamientoFuncional #Musculación #Powerlifting #SaludYRendimiento #eliarevalopodcast #vospodes #mycoacheli #gorillazbarbell #MetCon #indianapolis #jcfit #USArmy

This episode distils the six most important financial KPIs PR agency leaders should track, with Rachael Marshall, founder of specialist accountancy firm Magic Digits.Market contextRachael describes the current PR agency landscape as highly competitive and uneven: some agencies are “absolutely flying” while others are under real strain from rising costs and longer times to land business.“It's been a rough year (for PR)… it's a really mixed bag at the minute.” – Rachael [0:02:26]1. Cost of Sales (~30% of turnover)Third‑party delivery costs (freelancers, client‑specific software, etc.) should sit at about 30% of turnover. Higher levels can work for project-based agencies only if those costs are correctly rebilled to clients.“Anything you can do to rebill any of these third‑party costs is going to increase your revenue.” – Rachael [0:06:10]2. Staff Cost Ratio (50–60% of fee income)Direct, billable staff (including employers' NIC, pensions, and proportionate directors' salaries) should be 50–60% of fee income.Below 50%: team likely overstretched and near burnout.Above 60%: usually a pricing problem or inefficient structure.3. Gross Profit, Overheads and Net ProfitA 40–50% gross profit gives agencies the “oxygen” to operate without constant stress.“If you've got a healthy gross profit, everything's easier… if it's not, everything's harder.” – Rachael [0:16:32]Overheads should be around 20%, leaving room for a target net profit of 20% (though many are currently at 5–15%).4. Cash, Debtor Days and ResilienceRachael recommends three months' cash reserves plus the next corporation tax bill, with debtor days ideally 30–45. She underlines that:“Profit doesn't equal cash… it matters what you've got in the bank to pay people.” – Rachael [0:29:45]

Advice from my dad that I can't get out of my head. Learn how to cut costs quickly to reduce stress. #ThePitch #INICIVOX #VirtualMentorship

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

Read my new book, "The Price of Becoming." www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Scott Harrison is the founder and CEO of charity: water, a non-profit that has raised over a billion dollars and funded tens of thousands of water projects to bring safe drinking water to millions. He previously spent a decade as a New York City nightclub promoter before a dramatic career shift led him into humanitarian work. Key Learnings Scott started a charity: water with $20 from a birthday party. Then $15,000... Twenty years later: over a billion dollars raised, 21 million people served. He says it should be 10 to 100 times more. The cure for water already exists. We're looking for water on Mars while 700 million people drink dirty water on Earth. We solved this hundreds of years ago. We just haven't implemented it. 25% of the money sitting in American donor-advised funds would give every human on Earth clean water. That's parked philanthropic capital. Already tax-benefited. Just waiting. The goal is always 10X what you're doing. If we raised a million last year, we want ten this year. If we raise $100 million, we should raise a billion. The opportunity is always orders of magnitude larger than the moment. Show, don't bullet. Scott shows 210 photos in a 45-minute keynote. No PowerPoint. Single images. A story unfolds frame by frame. Be early to the technology. First charity on Instagram. First to hit a million Twitter followers. First to use VR. The question is always the same: how does this new thing further the mission? The 100% model: solve for the cynic.  Public donations go to one bank account that funds only water projects. Overhead is raised separately from entrepreneurs and business leaders. Then track every donation to a specific village. Don't be mid. Scott's 11-year-old daughter says nobody wants to be mid. Excellence is a core value. There's a lot of mid out there. Design everything. The fact cover sheet. The PowerPoint. The website. The package. "We're always dating." If the message comes in an ugly package, you're at a disadvantage before you start. Treat the donor like a Michelin three-star guest. If a restaurant can think that carefully about a meal, you can think that carefully about a donor who can save a million lives. The Goldman Sachs partner who changed Scott's paradigm. Before making an eight-figure ask, Scott asked a partner: "How does it feel when people ask for a lot more than you expected?" The expected answer was irritated, offended, put off. The actual answer: "I feel flattered that they think I would be that generous." People are generous. The well is there. You just have to drill deep enough. Scott has spent 20 years asking for too little. That might be his next obsession. People give to people, not causes. A dynamic leader who transfers their enthusiasm gets the donation. The cause doesn't. Most of the donations Scott and his wife give are to people, not topics they were already passionate about. Talk 10% of the time. When Scott meets a donor for the first time, he wants to know their whole life story. Their marriage. Their kids. What they wanted to be when they grew up. Be genuinely curious or don't bother. Hire for integrity, humility, curiosity, and energy... 16,000 applicants for 36 roles last year. Energy matters most. Someone who can get you fired up about pickleball, Patagonia, or a new running shoe is exactly who you want on the executive team. The dinner test for hiring: Can you imagine having this person at your home for two hours at dinner? And wanting to keep them for another hour? Get the whole life story. Scott wants the arc from the beginning to the present in an interview. If someone can't tell their own story coherently, they probably don't know themselves yet. The 11-year-old with the piggy bank. He told his parents he was going to fund a whole village. They told him to set a realistic goal. He went knocking on doors. He came back with $10,000. Scott's experience lab in Nashville. A 60-minute immersive tour. A 100-degree room with a treadmill where you carry a 40-pound water vessel. Microscopes that show you parasites. A VR film that ends in celebration. The "give shop," not the gift shop. 53% of visitors donate. 10,000 visitors. $3.9 million raised in year one. Scott's champagne moment: a single billionaire who picks water. The water sector doesn't have one. Republicans and Democrats agree on it. Atheists and people of faith agree on it. Everyone has to drink. Reflection Questions What is the 10X version of your current goal? Where are you asking for too little because the smaller ask felt safer? Who in your work or life is the Michelin three-star guest, the customer, donor, or partner who deserves your most thoughtful experience design?  When was the last time you went 10% talking, 90% genuinely curious about someone else's story?  More Learning:  #290: Scott Harrison – Redemption, Compassion, & The Transformative Power Within Us #680: Scott Galloway - Don't Follow Your Passion, Follow Your Talent #682: Will Guidara - Adversity is a Terrible Thing to WasteAudio Chapters 00:00 The Price of Becoming - Pre-Order Now! 01:18 Welcome Back, Scott Harrison 02:56 From a $20 Bill to Over $1 Billion Raised 04:59 Why the Goal Should Always Be 10X (or 100X) 07:54 Storytelling: How to Get People to Care About a Problem They Don't Feel 10:30 Being Early to Instagram, Twitter, and VR 16:10 Radical Transparency: The Bank Account That Built Trust 19:51 The Beauty of a Healthy Obsession 21:22 Drilling Deep for the Artesian Wells of Generosity 25:04 What It Feels Like in the Room When Generosity Breaks Through 27:01 "Nobody Wants to Be Mid." 30:56 Design Everything: We're Always Dating 32:13 Treat Your Donor Like a Michelin Three-Star Guest 35:39 Selling With Integrity: Talk 10%, Listen 90% 39:15 16,000 Applicants for 36 Jobs: What Scott Looks For 43:12 The Power of Vulnerability in Hiring 45:39 Inside the Nashville Experience Lab 50:34 The Champagne Question: A Billion-Dollar Vision 52:10 The 11-Year-Old Who Raised $10,000 Door-to-Door 54:25 EOPC  

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand. Today, we explore why cultural intelligence has become one of the most important competitive advantages for businesses operating across borders and global teams. Joining us is Chris Crosby, Co-Founder and Executive Chairman of Country Navigator. Chris shares how organizations can avoid costly cultural missteps and build stronger international collaboration through Cultural Intelligence and AI-driven coaching. Key Highlights Why Cultural Intelligence Matters: Chris explains why CQ is now a business-critical leadership skill. The Hidden Cost of Cultural Friction: Chris shares the biggest mistakes companies make when hiring globally. Understanding Cultural Distance: Chris explains why Canadian businesses must navigate U.S. workplace differences carefully. Building Culturally Intelligent Teams: Chris highlights practical ways SMEs can improve global collaboration. The Future of AI-Driven Coaching: Chris shares how AI will reshape cross-cultural communication and training. Special Thanks to Our Partners: UPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWA ADP Canada: https://www.adp.ca/en.aspx For more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age! To learn more about how we are supporting the ecosystem, please visit the CanadianSME Small Business Foundation at smbfoundation.ca. Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Der Grundtenor auf Social Media: Die Haltung des Schulterblattes oder falsche Bewegungen spielen keine Rolle bei Schulterschmerzen. Doch ist das immer der Fall? In dieser Folge schauen wir uns das Thema einmal differenzierter an. Wann spielt Scapular Dyskinesis eine Rolle und wann nicht? Und wenn es eine Rolle spielt, wie kannst du es sinnvoll testen? Viel Spaß bei!m Hören!Infos und Anmeldung zu den Seminaren:https://myomechanics.de/seminare/Quellen:Vila-Dieguez O, Cazorla-Rey A, Michener LA. Clinicians who think scapular dyskinesis is important are more likely to identify it in healthy individuals. Shoulder Elbow. 2026. PMID: 41743812Plummer HA et al. Observational Scapular Dyskinesis: Known-Groups Validity in Patients with and without shoulder pain. JOSPT. 2017.Inman VT et al. Observations on the function of the shoulder joint. 1944. (Ursprung der 2:1-Ratio – Single Case!)Freedman L. Abduction of the arm in the scapular plane. 1966.Poppen NK. Normal and abnormal motion of the shoulder. 1976.Nagamatsu J. Effects of sex differences on scapular motion during arm elevation. 2015.Matsuki K. In vivo 3D analysis of clavicular kinematics. 2014.Klocar J. Bilateral and unilateral shoulder girdle kinematics. 2006.McQuade KJ. Dynamic scapulohumeral rhythm. 1998.Madsen PH et al. Training induces scapular dyskinesis in pain-free competitive swimmers. Clin J Sport Med. 2011.Zago M et al. Fatigue-Induced Scapular Dyskinesis in Healthy Overhead Athletes. Front Bioeng Biotechnol. 2020.Salamh PA et al. Is it Time to Normalize Scapular Dyskinesis? Int J Sports Phys Ther. 2023;18(3):558–576.Hogan C et al. Scapular Dyskinesis Is Not an Isolated Risk Factor for Shoulder Injury in Athletes. Am J Sports Med. 2021.Kibler WB et al. Clinical implications of scapular dyskinesis in shoulder injury: the 2013 consensus statement from the 'Scapular Summit'. Br J Sports Med. 2013;47:877–885.Hickey D et al. Scapular dyskinesis increases the risk of future shoulder pain by 43% in asymptomatic athletes. Br J Sports Med. 2018;52:102–110.Burn MB et al. Prevalence of Scapular Dyskinesis in Overhead and Nonoverhead Athletes: A Systematic Review. Orthop J Sports Med. 2016. (n=1401)Clarsen B et al. Reduced glenohumeral rotation, external rotation weakness and scapular dyskinesis are risk factors for shoulder injuries among elite male handball players. Br J Sports Med. 2014;48:1327–1333.Chu SK et al. Relationship Between Clinical Scapular Assessment and Baseball Pitching Kinematics. PMC. 2021.Scapular Dyskinesis and Associated Factors in Adult Elite Swimmers. Medicina. 2025;61(10):1885.Kibler WB. Current Views of Scapular Dyskinesis and its Possible Clinical Relevance. IJSPT. 2025. (inkl. 3-Muskeltest-Protokoll)Cools AM et al. Rehabilitation of scapular dyskinesis: from the office worker to the elite overhead athlete. Br J Sports Med. 2014;48:692–697.RCT: Scapular dyskinesis-based exercise therapy versus multimodal physical therapy for subacromial impingement syndrome. BMC Sports Sci Med Rehabil. 2025.Kim et al. Neural Drive and Motor Unit Characteristics of the Serratus Anterior in Individuals With Scapular Dyskinesis. PMC. 2024.

Send us Fan Mail

Send us Fan Mail

Hear this raw and personal update from Israel. Avi Abelow woke up at 7:09 AM to a massive explosion overhead. An Iranian ballistic missile was intercepted directly above our home in the Judean Hills. No sirens sounded because it wasn't targeting us directly; it was just another Iranian attack flying through Israeli skies.Iran has attacked Israel again. While the world focused on President Trump telling Iran they had “shot enough,” Israel responded forcefully. This latest Iranian missile barrage comes amid growing tension and raises the critical question: Will Trump and Netanyahu finally have the courage to finish the job and bring down the Islamic regime of Iran?In this video, Avi breaks down what really happened last night and this morning, the strategy behind Trump and Netanyahu's moves, and why the Iranian regime remains the greatest threat to Israel, the Middle East, and the free world. For over 40 years, Iran has funded global jihad, built nuclear weapons, oppressed its own people, and called for the destruction of Israel and America.The time for negotiations and weak responses is over. The Iranian people deserve freedom. Israel deserves security. The world deserves to be rid of this jihadi regime.Topics covered: Iran attack on Israel, Iranian ballistic missiles, Israel Iron Dome, Trump Netanyahu Iran strategy, ending the Islamic regime of Iran, Kurdish opposition in Iran, Turkey threat to Israel.If you want the unfiltered truth about what's really happening in Israel during this critical time, watch until the end.Iran attacks Israel, Iranian missiles Israel, Israel Iran war, Trump Iran, Netanyahu response, Islamic regime Iran, ballistic missile intercept, Judea Hills, Middle East conflict, ending Iran regime.Support truthful reporting from Israel and the biblical heartland: Am Yisrael Chai!!!Join Our Whatsapp Channel: https://chat.whatsapp.com/GkavRznXy731nxxRyptCMvFollow us on Twitter: https://x.com/AviAbelowJoin our Telegram Channel: https://t.me/aviabelowpulseFollow us on Instagram: https://www.instagram.com/pulse_of_israel/?hl=enPulse of Israel on Facebook: https://www.facebook.com/IsraelVideoNetworkVisit Our Website - https://pulseofisrael.com/Donate to Pulse of Israel: https://pulseofisrael.com/boost-this-video/

Oh, it was to be so jolly! What a game! Such excitement they hadn't known in years. The children catapulted this way and that across the green lawns, shouting at each other, holding hands, flying in circles, climbing trees, laughing.... Overhead, the rockets flew and beetle-carswhispered by on the streets, but the children played on. Such fun, such tremulous joy, such tumbling and hearty screaming.

This episode is a deep dive into the overhead, one of the most avoided and undercoached shots in tennis. Steve and Dave break down the mechanics, the mental barriers, and the drills needed to build confidence and competency at the net, making the case that without a reliable overhead, a player's entire net game is compromised.The conversation covers everything from grip, swing path, and the quarterback position, to situational drills and the optical illusions that cause players to move too slowly on a lob. The message is clear: you have to love overheads, chart overheads, and practice them before and after every session if you want to be a complete player.

Small business overhead costs are the silent killer that takes down more government contractors than slow sales ever could. In this episode, West Edwards breaks down exactly how to separate cost of goods from G&A expenses, calculate your real net profit, and spot the moment your overhead starts eating your business alive. If you have ever wondered why your revenue keeps climbing but your bank account does not, this conversation gives you the math to fix it. Learn how to properly split cost of goods sold from general and administrative expenses across roofing, consulting, and service businesses Walk through real dollar examples on a 10 million dollar roofing company and a 1 million dollar consulting firm to see how net profit actually shapes out Discover why your overhead percentage explodes the moment your top line revenue drops and how to plan for it before it sinks you Understand when travel, software, and subcontractor costs belong in cost of goods versus when they belong in overhead Find out why putting yourself on payroll with a consistent paycheck makes you bankable when you go to borrow money for growth EPISODE CHAPTERS: 0:00 - AI research assistant Mindy finds federal opportunities 0:38 - Federal Help Center podcast welcome and introduction 1:00 - Cost of goods versus administrative expenses explained clearly 1:57 - Net profit calculation from real revenue numbers 2:53 - Overhead can eat your business alive quickly 3:23 - Overhead percentages for consulting and service firms 6:46 - Revenue drops affect your overhead percentage badly 8:43 - Paying yourself a salary helps secure loans Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Most dentists haven't touched their fee schedule in years. In this episode, Craig and Peter break down why a simple 10% fee increase doesn't just add 10% to your bottom line, it can boost profit by 25-33%. They cover the real math behind fee increases, why the fear of losing patients is almost always worse than the reality, and the exact steps to implement a smart, consistent fee strategy in your practice. They break down why many dentists quietly sabotage their own profitability by keeping fees artificially low while inflation, payroll, supplies, and lease costs continue climbing in the background. The result? Practices work harder every year just to maintain the same margins. Peter and Craig also unpack the psychology behind pricing, scarcity, and patient perception, and why dentists massively overestimate the risk of losing patients after a fee increase. They explain why small pricing adjustments create exponential impact on profitability, how overhead changes the math entirely, and why many practice owners are unknowingly building businesses with shrinking margins despite growing production. Lastly, the conversation explores why successful businesses across every industry normalize annual price increases while dentists often treat pricing emotionally instead of strategically. They share practical ways to implement fee increases smoothly, communicate value more effectively, and build a healthier business without adding more stress, hours, or clinical workload. If you're producing more every year but keeping less of what you make, this episode is for you. DESCRIPTION The Bulletproof Dental Podcast Episode: 439 HOSTS: Dr. Peter Boulden and Dr. Craig Spodak In this episode, Peter Boulden and Craig Spodak discuss one of the most overlooked growth levers in dentistry: strategic fee increases. They break down why regular fee reviews are essential for long-term profitability, how inflation silently erodes margins, and why many dentists avoid raising fees out of fear rather than data. From pricing psychology and patient retention to overhead management and operational efficiency, this conversation offers a practical framework for increasing revenue and profitability without sacrificing patient trust or adding more production pressure. TAKEAWAYS Many dentists undercharge while operating costs continue rising Inflation quietly erodes practice profitability every year Small fee increases can create massive profit improvements Dentists often overestimate the risk of patient pushback Scarcity and pricing psychology influence patient perception Higher production does not automatically mean higher profitability Overhead determines how much production actually matters Strategic pricing is more powerful than simply working harder Successful industries normalize annual increases without emotional attachment Fee reviews should become a regular operational process Practices with healthier margins create more freedom and optionality Sustainable growth comes from smarter systems, not endless production CHAPTERS 00:00 The Importance of Fee Increases 02:48 Understanding Business Psychology in Dentistry 05:49 The Need for Scarcity and Pricing Strategy 08:49 Calculating Profit Increases from Fee Adjustments 11:36 The Impact of Overhead on Profitability 14:21 Action Steps for Implementing Fee Increases 17:20 The Psychology of Patient Retention 20:19 Learning from Other Industries 23:11 Preparing for the Future of Dentistry REFERENCES Bulletproof Summit The Patient Experience: The Ultimate Metric For Success

“I want to expose you to a really cool world of financial literacy to empower you to be better, more confident business owners.” – RJon Robins, author of Profit First for Lawyers If financial reports, spreadsheets, or business metrics have ever made you want to tune out, this episode is for you. In part one of a seven-part series on financial controls, RJon explains why financial literacy is not about becoming an accountant or learning advanced math. It’s about learning to recognize the story your numbers are already telling you about your business. Featuring clips of RJon from a 2019 financial literacy workshop, this episode introduces foundational concepts that would later appear in Profit First for Lawyers. As the first installment in a seven-part series, it explores how learning the language of business and finance can change the way law firm owners see and understand their firms. With greater financial literacy comes the ability to recognize patterns, opportunities, and warning signs that may have previously gone unnoticed. The goal is not perfection. The goal is confidence, awareness, and the ability to make better business decisions over time. Key Takeaways Financial literacy is learnable. You do not need to become an accountant to become a stronger business owner. Learning financial concepts changes how you see your business. Awareness creates more confident decision-making. Mentioned: This episode pairs especially well with Chapter 10: Is It Overhead or Overhead? from Profit First for Lawyers, where RJon explains how financial literacy changes the way law firm owners understand and manage their business. RJon Robins – From The Vault podcast: This podcast is for law firm owners and delivers expanded lessons in addition to the core teachings which are found in Profit First for Lawyers. Frequency illusion aka Baader-Meinhof phenomenon – Wikipedia definition Connect Subscribe to the Profit First for Lawyers podcast Watch episodes on YouTube Follow Profit First for Lawyers on social media: LinkedIn | Instagram | Facebook And most importantly, order your copy of Profit First for Lawyers today!

In this episode, Michelle Affanato and Malika Azargoon break down the key financial strategies every dental practice owner should understand to improve profitability and long-term growth. From analyzing P&L statements and reducing overhead to optimizing fee schedules and negotiating insurance contracts, they share practical insights that can make a major impact on your bottom line. The conversation also highlights the importance of budgeting, financial transparency with your team, and planning ahead for emergencies and future expansion. If you want to gain more confidence with your practice numbers and make smarter business decisions, this episode is packed with actionable takeaways you can start applying today.

Gav hopped on and back off the best tour of the year quicker than you can say “you don't have a bunk”. But bus dramas aside, the We Lost The Sea, Overhead, The Albatross and Dimscûa package delivered in spades. Meanwhile, housebound James secured some exciting 2027 bookings and updated his favourite albums spreadsheet.Your pod merch: www.nomad-stores.com/collections/2-promoters-1-podWe go again, every Thursday morning.

We've spoken a lot about community land trusts in this series, and it's been gaining momentum in cities and towns all over Canada. But there are some policy choices that are stalling some land trust projects. Here we bring you two cases from Vancouver, and how these barriers can be removed. First, we speak to Djaka Blais, executive director of the Hogan's Alley Society. There is a municipal plan in place to rehabilitate an historically Black community, which was ruined years ago when viaducts were built over top of it for an expressway that was never completed, but the plan can't move ahead while those unused viaducts still stand. And we speak to Andy Bond, executive director of the Downtown East Side Community Land Trust, speaks about his organizations success in acquiring property for affordable housing in this low-income neighbourhood. But the City has also changed zoning in the area that previously mandated 60% non-market housing. How can policy changes help community land trusts move forward?

Mary counted 29 drones flying overhead in the Ballintemple area yesterday in a 4 hour period, upsetting pets.

Thanks to our partners Promotive, WickedFile, Maverick Shop Owners, and OverdryveIs your advertising budget working for you, or quietly draining you? Are you paying a credit card processing premium you didn't even know existed? When did insurance stop being a routine expense and start becoming one of your biggest threats? And is that rent number on your P&L actually telling you the truth?In this solo episode, Hunt Demarest, CPA at Paar Melis & Associates, breaks down the four overhead categories that show up most often in his firm's annual benchmark report — and the ones where shop owners are most likely throwing money away without realizing it. From the 3% advertising rule to why the cheapest insurance policy might be the most expensive decision you ever make, Hunt walks through real numbers, real client stories, and a framework for getting your overhead under control without kneejerk cost-cutting that tanks your business.Whether you're a two-bay shop trying to understand your first P&L or a multi-location owner wondering why your margins keep shrinking despite steady revenue — this episode is essential listening.What You'll Learn...(02:45) The overhead mindset reset — why cutting costs isn't always the answer when profit is down(04:38) How to benchmark without lying to yourself — why comparing the wrong shop misleads you(05:52) The 3% advertising benchmark — what it means and when it actually matters(08:40) The one overhead expense where spending more makes it relatively cheaper(11:34) Credit card fees decoded — the 2.5% benchmark and why your card mix matters more than your rate(13:53) When paying more for integrated processing is the right call — and when it isn't(20:25) Why insurance is a relationship, not a commodity — and the two-shop fire story every owner needs to hear(24:09) The 6–9% rent rule — and why renting from yourself is distorting your numbers before you sellIf you're ready to stop confusing "reviewing overhead" with "cutting overhead," understand why a cheaper insurance policy could put you out of business faster than any slow month, and finally know what your rent is actually costing you before you try to sell — this episode is essential listening.Thanks to our partner, PromotivePromotive has over 40 years of recruiting and automotive experience. If you need qualified technicians and service advisors and want to offload the heavy lifting, visit https://gopromotive.com/Thanks to our partner, WickedFileTurn chaos into clarity with WickedFile, the AI for auto repair shops. Transform invoices into insights, protect cash flow, and stop losing parts, cores, or credits to maximize your bottom line. visit https://info.wickedfile.com/Thanks to our partner, Maverick Shop OwnersYou're working on growing a more profitable shop - that's critical. That's exactly what the 24-video Blueprint course by Maverick Shop Owners addresses - customers, sales, profit, people, systems, and freedom. Get free access for our listeners only at https://maverickshopowners.com/blueprintThanks to our partner, OverdryveOverdryve is your AI-powered marketing operating system. It predicts slow weeks before they happen, automatically launches revenue-driving campaigns, tracks ROI down to the dollar, and optimizes performance in real time. Visit https://overdryvemarketing.com/Paar Melis and Associates – Accountants Specializing in Automotive RepairVisit us Online: www.paarmelis.comEmail Hunt: podcast@paarmelis.comText Paar Melis @ 301-307-5413Download a Copy of My Books Here:Beyond the Bays: A Financial Playbook for Auto Repair Shop OwnersWrenches to Write-OffsYour Perfect Shop The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open DiscussionDiagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size.Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest.The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.

Revenue is still the number most ecommerce founders lead with. It's the easiest to celebrate, the easiest to screenshot, and the one that gets the most airtime in strategy conversations. But it's also the number that tells you the least about whether the business is actually working.Most operators are chasing a revenue target that has no maths behind it. Nobody has calculated the one number that gives a revenue target its job. Gross profit might be off. Contribution margin might be close to zero. Overheads might be quietly eating through whatever's left. And the founder usually finds out too late, when cashflow tightens or a BAS payment lands.The brands getting this right do three things differently.In this playbook, based on a conversation with Matt Byrne, founder of Day One Advisory, we cover three things ecommerce operators need to know about calculating a breakeven number that actually works:Start with the sequence, not the target. Gross profit and contribution margin come before breakeven, and if either is off the breakeven will be tooThe formula takes ten minutes, but it only works if you run it twice. Once with the numbers as they are, then again with subscriptions and full people costs includedUse breakeven before you make a decision, not after. Discount campaigns, ad spend targets and stock orders should all be stress tested against it firstConnect with Matt Byrne Explore Day One AdvisorySubscribe to the Add To Cart newsletter  SMS us to Suggest a Guest Connect with Nathan Bush Join the Add To Cart Community 

The stacked We Lost The Sea, Overhead, The Albatross and Dimscûa UK tour starts tomorrow. Mr Departure Songs, Mark Owen, joins the pod from Paris to discuss playing Europe before arriving on these shores for their debut UK run. Selling out cities, sacrificing profits for crew, early load ins and bigger production and where they sit in the post rock landscape. Do not miss this tour.Buy your We Lost The Sea tickets: https://www.seetickets.com/tour/we-lost-the-seaAnd your pod merch: www.nomad-stores.com/collections/2-promoters-1-podWe go again, every Thursday morning.

✔️ Position accordingly!✔️ Bitcoin just retested the lower channel AND the previous cycle ATH simultaneously✔️ The blowoff top days of the past are over✔️ Bitcoin will recover and overshoot its Porkopolis power law trend in 2027/2028✔️ Overhead liquidity was not swept, this could be good. ✔️ This week is EXTREMELY important✔️ BTC/GOLD inflection point✔️ Goldman Sachs sells all Solana and Ripple ETF holdings✔️ Prime Trust Litigation Sues Swan✔️ Did Iran just drop an AI LEGO-style music video promoting the use of Bitcoin ✔️ Italian restaurant offers a 10% discount to customers who pay in Bitcoin✔️ Sources:► https://x.com/cryptoze/status/2055925129872330991► https://x.com/cryptotice_/status/2056049607365579215► https://x.com/frankafetter/status/2055754121269964887► https://x.com/frankafetter/status/2056132741821857955► https://x.com/superbitcoinbro/status/2056252196342452727► https://x.com/jameseastonuk/status/2056313852371915247► https://x.com/crypto_moe84/status/2056403709324619953► https://x.com/crypto_moe84/status/2056403709324619953► https://x.com/philc411/status/2056389924480294917► https://www.thestreet.com/crypto/markets/wall-street-giant-dumps-solana-xrp-for-surprising-new-investment► https://x.com/blockspace/status/2056360716483924097► https://blockspace.media/insight/prime-trust-sues-swan-bitcoin-recover-btc/► https://x.com/glennonrampbtc/status/2056421101131973002► https://x.com/bitcoinnewscom/status/2056370498083131553► https://x.com/bitcoinnewscom/status/2056439927802319102► DONATE TO HELP KEONNE AND BILL https://www.change.org/p/stand-up-for-freedom-pardon-the-innocent-coders-jailed-for-building-privacy-tools✔️ Check out Our Bitcoin Only Sponsors!► https://archemp.co/Discover the pinnacle of precision engineering. Our very first product, the bitcoin logo wall clock, is meticulously machined in Maine from a solid block of aerospace-grade aluminum, ensuring unparalleled durability and performance. We don't compromise on quality – no castings, just solid, high-grade material. Our state-of-the-art CNC machining center achieves tolerances of 1/1000th of an inch, guaranteeing a perfect fit and finish every time. Invest in a product built to last, with the exacting standards you deserve.► Join Our telegram: https://t.me/theplebunderground#Bitcoin #crypto #cryptocurrency #dailybitcoinnews #memecoinsThe information provided by Pleb Underground ("we," "us," or "our") on Youtube.com (the "Site") our show is for general informational purposes only. All information on the show is provided in good faith, however we make no representation or warranty of any kind, express or implied, regarding the accuracy, adequacy, validity, reliability, availability, or completeness of any information on the Site. UNDER NO CIRCUMSTANCE SHALL WE HAVE ANY LIABILITY TO YOU FOR ANY LOSS OR DAMAGE OF ANY KIND INCURRED AS A RESULT OF THE USE OF THE SHOW OR RELIANCE ON ANY INFORMATION PROVIDED ON THE SHOW. YOUR USE OF THE SHOW AND YOUR RELIANCE ON ANY INFORMATION ON THE SHOW IS SOLELY AT YOUR OWN RISK.

The Queenstown experience could be elevated even further, if a futuristic transport project gets off the ground. Whoosh is a system of autonmous electric passenger pods that move along a static overhead network of cables and rails. Queenstown business consortium spokesperson Matthew Day spoke to Lisa Owen.

Overhead Door Company of Joliet adds high-efficiency Thermacore Models 5720, 5740, and 5760 to help local homeowners cut summer cooling expenses. Overhead Door Company of Joliet City: Rockdale Address: 48 Meadow Avenue Website: https://overheaddoorjoliet.com/

Projection fan ambience for sleep, relaxation, and deep focus. 10 hours of smooth fan. No talking just continuous ambient sound.  _____I've had a complicated relationship with overhead projectors. One aughts summer, my brother-in-law borrowed one from the school district, and we broadcast Rogue Squadron 2 on the side of his house. The Battle of Endor played extra big. It was awesome.Typically, overhead projectors haunted my high school experience (I was a terrible student). A distinctly smooth gray-noise machine aimed blurry equations, history, language, and science principles onto a pull-down screen at the front of class. Screens that were only fun going away, as a tug initiated a spring to wheel the screen back into a roll with a “clap, clap, clap.”One projector was wheeled into ninth-grade biology before the final dissection of the trimester: a pig heart. And the class needed to take note of how we were to cut the pickled organ. It was to be my first dissection of the year—the other two times I had gotten a pass with a “because my religion” excuse (it was the '90s, I went to a southern military school with its own church on campus).The "my religion" excuse failed the third attempt after my teacher asked, “What is your religion?” And I was like, “eh... Lutheran?”“Lutherans have a problem with dissection?”“I think?”The teacher called my parents and asked if they were comfortable with my cutting up a pig heart, and found out my mother was a cardiologist.

Kennedy flies a lot, so she's seen a thing or two. Trust her when she says: if you're about to toss your jacket into the overhead bin this summer, don't. Seriously, don't. Plus, Kennedalia shares her thoughts on No Doubt's residency at the Las Vegas Sphere.  Kennedy Now Available on YouTube: ⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://link.podtrac.com/kstw_yt⁠ Follow on TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@kennedy_foxnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Join Kennedy for Happy Hour on Fridays! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://youtube.com/playlist?list=PLWlNiiSXX4BNUbXM5X8KkYbDepFgUIVZj⁠⁠⁠⁠⁠  Learn more about your ad choices. Visit podcastchoices.com/adchoices

“Would you like to see someone get kicked in the head? Just head over to the monitor...”Spurs 1-1 Leeds. Marcus and Vish reacted live to an eventful encounter at the Tottenham Hotspur Stadium. Plus, Vish explains why he is now backing Spurs for Premier League survival.Get your Ramble World Cup watchalong tickets hereFind us on Bluesky, X, Instagram, TikTok and YouTube, and email us here: show@footballramble.com.Sign up to the Football Ramble Patreon for ad-free shows for just $5 per month: https://www.patreon.com/footballramble.***Please take the time to rate us on your podcast app. It means a great deal to the show and will make it easier for other potential listeners to find us. Thanks!*** The Football Ramble, the original and best football podcast. Brand new podcasts every single weekday throughout the Premier League season and every day throughout the 2026 FIFA World Cup.No cliches. No ex-pros like Peter Crouch or The Rest is Football. Just the funniest football conversation out there. Your guardian for the season, daily not weekly. Stick to the Ramble, totally. Hosted on Acast. See acast.com/privacy for more information.

If your bouquet prices make you hesitate or feel “too high,” this episode is your reminder that the problem usually isn't the number… it's the discomfort. Most flower farmers are underpricing because they're basing decisions on their own budget instead of their ideal customer. You're not just selling stems, you're selling an experience, and your pricing should reflect the value, transformation, and kind of buyer you actually want to attract. We also dig into what your prices really need to cover to build a sustainable flower farm business. Overhead, labor, slow weeks, and growth all have to be accounted for, or you end up subsidizing your customers. Underpricing doesn't make you more competitive, it makes your business fragile. When you price with intention, you create margin, attract better customers, and build a calmer, more profitable farm. Did you enjoy this episode? Please leave a review on Apple or Spotify. Get your personalized profit roadmap: www.trademarkfarmer.com/roadmap Follow Jenny on Instagram: @trademarkfarmer Find free flower business resources: www.trademarkfarmer.com/note

Host Jhae Pfenning heads to The Warehouse event center in Mesa, AZ and sits down with automotive photographer and inventor Josh Bryan. They dive deep into Josh's inspiring journey and his groundbreaking InflateAlite — the revolutionary inflatable overhead lighting system that's changing how pros light cars, bikes, and large scenes on location.From humble beginnings to creating lightweight, fast-setup 8x8, 12x12, and massive 12x24 overhead lightbanks, this laid-back ~44 minute conversation is packed with real-world photography insights, inventor stories, and practical tips for anyone who deals with lighting setups.Whether you're a car photographer, filmmaker, or gear enthusiast, you'll love this one.

Nonprofits don't have an overhead problem, they have a narrative problem. When organizations obsess over keeping costs low, they often starve the very investments that drive growth, impact, and long-term sustainability. The truth is simple: low cost does not equal high impact. The organizations that truly move the needle are the ones willing to reframe overhead as strategic investment and communicate that clearly to donors, boards, and stakeholders.

Today, we are breaking down Altius Minerals, a Canadian royalty company that stands apart from the precious metals and oil and gas names that usually define the category. 17 people in Newfoundland control royalties over Canadian potash mines that supply 90 percent of the potash used in the US, along with 2.9 gigawatts of operating renewable power. I am joined by Luke Bridgeman, portfolio manager at Hosking Partners based in London. We start with Brian Dalton founding the business in a university dorm 29 years ago and how the company built its edge through a project generation model that turned $13 million of spend into $200 million of equity proceeds while keeping the royalties. We cover why Altius focuses on base metals rather than precious metals, how it extended the royalty structure into renewables where there is no land to claim, how countercyclical capital deployment has shaped nearly every important decision in the company's history, and what it means to run a $2 billion business with only 17 employees. Please enjoy this breakdown of Altius Minerals. For the full show notes, transcript, and links to the best content to learn more, check out the episode page⁠⁠⁠⁠⁠⁠⁠ here.⁠⁠⁠⁠⁠⁠⁠ ----- Become a Colossus member to get our quarterly print magazine and private audio experience, including exclusive profiles and early access to select episodes. Subscribe at ⁠colossus.com/subscribe⁠. ----- This episode is brought to you by⁠⁠⁠⁠ ⁠Portrait Analytics⁠⁠⁠⁠⁠ - your centralized resource for AI-powered idea generation, thesis monitoring, and personalized report building. Built by buy-side investors, for investment professionals. We work in the background, helping surface stock ideas and thesis signposts to help you monetize every insight. In short, we help you understand the story behind the stock chart, and get to "go, or no-go" 10x faster than before. Sign-up for a free trial today at ⁠⁠⁠⁠⁠portraitresearch.com⁠⁠⁠⁠⁠ ----- Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. ----- Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠). Timestamps (00:00:00) Welcome to Business Breakdowns (00:00:00) Welcome to Business Breakdowns (00:04:20) What is Altius Minerals?  (00:04:52) What Are Base Metals?  (00:05:30) How Do Royalties Work?  (00:09:57) When Are Royalties Sold?  (00:11:04) Altius Origin Story  (00:12:24) How Did Altius Differentiate?  (00:13:35) Commodity Diversification  (00:15:51) Geographic Diversification  (00:17:37) Renewables Strategy  (00:19:50) The Listed Renewables Vehicle  (00:20:17) Renewables Financing Structure  (00:21:08) Renewables vs. Legacy Minerals  (00:22:04) Revenue Model: Volume x Price  (00:22:43) Portfolio Revenue Breakdown  (00:23:58) Do They Hedge Commodity Prices?  (00:24:13) Cost Structure & Overhead  (00:25:37) Capital Allocation Framework  (00:27:14) Buyback Criteria  (00:28:06) Use of Debt  (00:28:42) Renewables' Balance Sheet Impact  (00:30:42) Key Risks  (00:31:59) Why Do Precious Metal Royalties Trade at a Premium?  (00:32:47) Lessons from Altius

Can food be noisy? Creepy, how about bulking if you're over 40? Can you still make gains without being a fat ass? Also, redundancy in training or not? We discuss split squats, hack squats and also break down a tutorial on behind the neck presses, lfg. SUMMER SWOLE SPECIALS: https://summerswole.com

Send me a one-way text about this episode! I'll give you a shout out or answer your question on a future episode.This week, we're kicking off the “real” work of spring cleaning with a top-down approach—starting with what's overhead: ceilings, vents, fans, lights, and fixtures. You'll learn why cleaning from the top down saves time (and re-cleaning), how overhead dust impacts indoor air quality, and what simple tools make the job safer and easier. Plus, I'll walk you through a step-by-step method for dry cleaning first, then safely tackling grime and stains with just a little moisture—so you can freshen your home without creating new problems.SHOW NOTES:The entire transcript of this episode is on the blog along with links to suggested tools and helpful resources. Click below or go to theartofhomepodcast.com/blog and search "MM54".Support the showHOMEMAKING RESOURCESHomemaker's Journal, AoH Seasonal Magazine (Coming May 2026!)Private Facebook Group, Homemaker ForumJR Miller's Homemaking Study GuideSUPPORT & CONNECT Review | Love The Podcast Contact | Text/Voicemail-use the link at top of description | Website | Email  Follow | Follow The PodcastSupport | theartofhomepodcast.com/support**Buy | as an Amazon affiliate, AoH receives a small commission at no extra cost to you when you use our links to purchase items we recommend

If you've been doing seated shoulder presses, you're leaving real gains on the table — Sal, Adam, and Justin make the case for standing overhead press as one of the two best exercises you could ever do, and explain why it's nearly disappeared from gyms. Then they go deep on BPC-157, covering the animal studies that are almost hard to believe, where peptides actually fit in the hierarchy of diet, exercise, and supplements, and why even younger doctors still have hormone therapy stigma. Plus: California's new home kitchen law, rage rooms, the work-life balance myth, and four listener Q&As. Sponsors & Links

The Ramble Intercontinental Senate lies in ruin after Jimbabwe destroyed both Donaco and Spelgium. All hope seems lost, but a ray of light has broken through. Is that... the Luke Nation?Marcus is back on his feet, ready to referee a Biddy bout between these two Herculean beasts.Get your Ramble merch HERE.Find us on Bluesky, X, Instagram, TikTok and YouTube, and email us here: show@footballramble.com.Sign up to the Football Ramble Patreon for ad-free shows for just $5 per month: https://www.patreon.com/footballramble.***Please take the time to rate us on your podcast app. It means a great deal to the show and will make it easier for other potential listeners to find us. Thanks!*** The Football Ramble, the original and best football podcast. Brand new podcasts every single weekday throughout the Premier League season and every day throughout the 2026 FIFA World Cup. Hosted on Acast. See acast.com/privacy for more information.

Today's episode is very product heavy, so here's the links to everything I talk about:main hose to garden (in hindsight, I'd get a larger diameter)leader hosesfinally a GOOD hose splitterRain Point smart hose timerRain Point moisture sensorssprinkler headsDew SkinFollow me on Instagram!

Christina Hello, everyone, I'm Christina Darnell, the managing editor of MinistryWatch. Welcome to the MinistryWatch podcast. In today's extra episode, I talk with Warren Smith about some news items that are slightly (even significantly) outside of our normal charity and philanthropy “beat.” So, Warren, what's up first? Warren Do non-profits contribute to the decline of cities? Aaron Renn, whose ideas I usually find nourishing, asked that question and came up with what I think is the wrong answer. Christina He said they did. Warren That's right, but I think this is one of the rare times his analysis is flawed. He has an analysis of leadership development in Indianapolis and has (tentatively) concluded that the rise of non-profits could be contributing to the decline of American cities. I recommend his analysis to you, even though I find it flawed in a number of ways. He is right to note that the number of non-profits has grown dramatically in the past few decades. Christina There are about 2 million non-profits in the country today, a huge increase in just the past decade. Warren That's right. And it's also true that many cities have non-profit leadership and “economic development” programs. But the analysis fails to note that most American cities have seen a remarkable revitalization over that period. The real crisis in America today is not the decline of cities, but the decline of small towns and the hollowing out of rural America as young people move into the cities that Renn says are in decline. Non-profits are not the problem. Renn, a clear thinker, has nonetheless in this case confused correlation with causation. One of the reasons for the growth of non-profits is their effectiveness in providing solutions to the problems Renn rightly identifies. Christina We've got links to Renn's study and other resources that might help with this issue in today's show notes. Warren, you took a look at artificial intelligence this week. What did you learn? Warren  A new study by Tufts University has identified which cities will be most affected by the growth of artificial intelligence. Not surprisingly, San Jose, Calif., home of Silicon Valley, will see the greatest impact. Washington, D.C., comes in at Number 2. Christina You can see the complete study in the show notes. But what does this have to do with ministries, and stewardship? Warren Fundraising executives and program managers – which includes a lot of non-profit jobs — are among the jobs to be most affected by the growth of AI. And, by the way, the job expected to be impacted the most, Christina, is journalism. So buckle up! Christina The Washington Post had a provocative article about growth in the Catholic Church, but you found the article to be wanting. Warren I did. The Washington Post headline proclaimed it knew “Why Catholicism is drawing in Gen Z men.” The answer: “Young men in their 20s and 30s are increasingly drawn to the Catholic Church as they seek truth, beauty and, yes, girlfriends.” The only problem: It is not true. At least not true generally. Ryan Burge, who tracks religion statistics, says that the Catholic Church is in decline. Further, weekly church attendance among practicing Catholics is in freefall. According to Burge, “There’s absolutely an uptick in new converts in the last few years. [But] even after these increases, the overall numbers are still significantly down from 2000.” To add insult to injury, more Catholics are becoming evangelicals than vice versa. The Washington Post article has seen a few anecdotes and confused them with data. Christina But the article noted that one Catholic diocese in Ohio had grown by 2000 people. That sounds like growth. Warren It does, but Burge noted that a single protestant megachurch in Ohio had grown by 2000 people. And not just one, but two churches. So it's important to put that growth in context. Christina While we're fact checking and myth busting this week, you have another myth to deconstruct. Warren It's what I call the “Overhead Myth.” That's the idea that non-profits should have as little overhead as possible. Christina What's wrong with trying to reduce overhead expenses? Warren Nothing…within reason. An interesting article at Candid (Guidestar) asserts that “every business pays for overhead, like salaries, rent, and technology, but this doesn't solely determine whether they are seen as successful.” The article asks, “So why are nonprofits judged differently?” It goes on to say, “The overhead myth states that organizations that spend less on overhead are more effective. But this thinking puts nonprofits at a disadvantage.” The article has a point. The bigger issue is not reducing overhead to zero, but being accountable, transparent, and efficient. I recommend all donors and ministry leaders read this article, which you can find in today's show notes. Christina Finally, Warren, I know a lot of our listeners have been following the Artemis moon mission. There's a faith angle to this story. Warren My friend Bobby Ross, Jr., has written a great article about Victor Glover, the pilot of the Artemis II ship currently coming home from the moon. Glover is active in Southeast Church of Christ in the Houston suburb of Friendswood, Texas. His elder flew to Florida to witness the liftoff of the Artemis mission. To read a 2021 interview with Glover in which he discusses his faith, and taking communion in space, again, go to day's show notes. Christina Any final notes before we go? Warren I have some travel coming up in the next couple of months, and I would love to see you. I will be in Los Angeles in April. I'll be speaking at the annual convention of the Evangelical Press Association in Nashville in June. I'll also be in Dallas and Knoxville in May. I will be speaking at Summit Ministries in Manitou Springs in June, so I'll be doing reader lunches in Denver and Colorado Springs during that trip. Let me know if you would like to join us. My email is wsmith@ministrywatch.com. Christina And since we were talking about the Overhead Myth, it's probably worth mentioning again that you have written about our rating system, and that article might be helpful for those wanting to dig deeper into this issue. Warren That's right. I've written about the pros and cons of rating systems, and explained why – despite the cons – we think rating ministries is important. But how you do it matters. I'll have a link to an article explaining our rating system in today's show notes. Christina The producer for today's program is Jeff McIntosh. I'm Christina Darnell, along with Warren Smith. You've been listening to the MinistryWatch podcast. Until next time, may God bless you.

If your indirect costs aren't tracked—they're hiding. And what they're hiding is your true profit margin.   In this episode of Construction Genius, Eric sits down with Kathe Barrington, CPA and fractional Controller/CFO with 20 years of construction experience, to break down one of the most misunderstood areas of construction accounting: indirect cost allocations, equipment costing, and overhead structure.   Kathe explains the difference between indirect costs and G&A, how to think about owned equipment usage rates, what a clean chart of accounts should look like, and why your bank and bonding company will notice if you're burying job costs in overhead. She also shares her favorite phrase that every construction leader should internalize: every dollar needs a home and a purpose.   In this episode, you'll learn: The difference between indirect costs, overhead, and G&A—and why it matters How to cost and track owned equipment using market usage rates Why inaccurate chart of accounts structure distorts job profitability How misallocated costs affect banking, bonding, and strategic decisions Why your estimators and accounting team need to speak the same language The two biggest areas of indirect cost leakage to look for first Why you should review indirect allocations monthly, not annually   This is Part 4 of the Construction Accounting Series with Kathe Barrington. Previous Episodes in This Series Ep. 357 - WIP Reports Made Simple: The Key to Stopping Hidden Job Losses Ep. 359 - How to Use Your WIP to Protect Cash and Grow Profitability Ep. 364 - Why the Field and Accounting Are Both Right  

Most people think getting in shape is about building muscle or losing fat… But what if you're actually losing something MORE important? In this episode, the guys break down the 6 fundamental human movement skills that most people lose over time — not because of age, but because they stop practicing them. From overhead mobility and squatting… to running, jumping, and even throwing — these are the abilities that keep your body functioning, pain-free, and resilient for life. The problem? Even fit people lose them. This episode will change the way you think about training forever — shifting your focus from just aesthetics… to true functional fitness. Joovv's 10-Year Anniversary Sale is live . Fun fact — Joovv launched the first at-home red light therapy panel 10 years ago.To celebrate the milestone, they're offering limited-time savings across their entire lineup. ⇨⇨go to joovv.com/mindpump Code "Mindpump" to get $50 off your first purchase   This episode is also brought to you by HUEL  ⇨⇨go to https://huel.com/MINDPUMP Use code MINDPUMP For MP exclusive offer of 15% OFF . New Customers Only.   THE PERFECT GUT-FRIENDLY, CLEAN PROTEIN SNACK FOR ON-THE-GO. We started Paleovalley to make improving your health and nourishing your body with nutrient-rich superfoods simple and hassle-free. http://paleovalley.com/mindpump Discount is now automatically applied at checkout 15% off your first order! 00:00 Intro, sponsors & episode overview 01:45 "Use it or lose it" – why humans lose key movement skills 04:30 Overhead mobility & shoulder dysfunction 08:30 Squatting, hinging & foundational movement loss 11:30 Running: the forgotten human ability 15:30 Jumping & impact tolerance decline 18:00 Sitting, mobility & losing basic positions 21:00 Balance, coordination & aging well 24:30 Throwing & full-body athleticism 27:30 Red light therapy: what works vs what's hype 32:30 Push-Pull-Legs discussion + training philosophy shift 52:00 Listener Question #1 – Overtraining after massive weight loss & rebuilding energy 1:09:00 Listener Question #2 – Balancing strength training and cardio without burnout 1:37:30 Listener Question #3 – Avoiding overtraining while managing jiu-jitsu, lifting & lifestyle 1:49:30 Listener Question #4 – Fat loss plateau, missing cycle & metabolic health concerns    

In this episode, Eric outlines what an anconeus epitrochlearis is and how it can contribute to medial elbow pain, especially in overhead throwing athletes. Just as importantly, he speaks broadly to why it's important to consider anatomical variants in addition to medical and movement diagnoses.

She didn't have a business plan.She didn't have a website.She didn't even know what a virtual assistant was.But one “yes” turned into a flexible side business bringing in $10–15K/year—while working part-time nights in the ICU and raising a family.After going part-time, Sarah wanted a small income buffer.She tried a few ideas… and then an opportunity landed in her inbox:“Want to be my VA?”She said yes—and figured it out as she went.Now she:Supports entrepreneurs behind the scenesWorks ~10–15 hours/month per clientEarns ~$10–15K/yearHas almost zero overheadYou don't need a perfect plan—just a starting pointYour clinical skills translate more than you thinkRelationships—not sales—build businessesSmall side income can create massive flexibilityIf you've ever thought, “There has to be another way…”This episode shows you one.LinkedIn: ⁠Sarah Miller, PA-VA⁠ ⁠https://www.linkedin.com/in/sarah-miller-pa-va/⁠ Website: sjmvirtualsolutions.comEmail: sjmvirtualsolutions@gmail.comIf you're sitting there thinking:“Okay… but what would my version of this look like?”I've got you.Grab ⁠Your Copy of the Side Gig Guide⁠: ⁠www.tracybingaman.com/gig⁠SPONSORS:SPONSORS: ⁠ADVANCED PRACTICE PLANNING, LLC⁠: ⁠advancedpracticeplanning.com/fi⁠⁠SERMO⁠ ⁠https://app.sermo.com:443/?sermoref=39d97a2c-f699-4f8b-b2f9-1eb131e18c75&utm_campaign=tell-a-friend⁠ keywords: virtual assistant business for clinicians, side hustles for physician assistants, PA side income ideas, healthcare side hustle from home, virtual assistant income examples, work from home healthcare jobs, clinician entrepreneurship, part time PA income, burnout alternatives for clinicians, make money outside clinical medicine, virtual assistant services for entrepreneurs, remote admin jobs for healthcare workers, flexible side income for busy moms, online business ideas for clinicians, passive income alternatives healthcare

Does your P&L team cost feel high? Tiff and Dana provide insight on how to reduce your overhead besides scaling back team members. There could be easy solutions, from cleaning up definitions and job descriptions in your ops manual, to facing the numbers when it comes to debt, and many more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello Dental A Team listeners. I am here with you today ⁓ with Dana. Dana, you know, is one of my favorite humans on earth. We are starting our Monday with you guys. And I know it may not be Monday while you're listening to this, but you know these are pre-recorded, these aren't live. That's not a shock to you. So we record these on Mondays and Fridays. And Dana has been so gracious to share her Monday morning with us. Dana, how are you on this beautiful day?   DAT-Dana (00:27) I'm doing pretty good. I know I'm loving the weather right now. As you know, I'm like a sunshine lizard, right? So I love the sunshine we're getting right now. And I love some extra tip time on a Monday. It's a great start to the week.   The Dental A Team (00:30) beautiful.   I agree, I agree. was like, yesterday I was like, oh gosh, what is tomorrow? know, like, because I had prep the week before, I think we all kind of prep, but then Sunday you're like, wait a second though, what was that again? I've had two days to forget what I'm supposed to be doing tomorrow. And I checked, I'm like, oh yeah, podcasting with Dana is gonna be so great. So we're here today with you and Dana, this one's a really fun topic. I know you and I, notoriously, if anyone goes back into the archives and listens to the other 5,000,   It feels as though it's been 5,000 podcasts on operations manuals that we've done. That's just Dana's fun girl for that. But today is team related but less about training and kind of operations manually kind of things. And I think it's just a really fun version of a team aspect. And I say that because this is coming at it from a business standpoint. I think you guys all know that Dental A Team focuses on profit.   and profitability, but we focus first and foremost on happy people and having a fantastic business that can support your personal life, but then also having a fantastic business that supports an awesome team. And so being team focused and being people focused first, we truly believe that that's what creates a business that's sustainable over a lifetime and gets that profit for you. If we went profit first, not the book, we love the book. If we went profit first and never the people,   I think we would just be doing you a disservice. So today is all about how to get profitable, how to be profitable without sacrificing the team. And Dana, I know you and I, I think our whole company is really, really strong in this belief, but you and I specifically very, very strongly believe that treating the team right and not looking at the team for the cuts in the overhead is, that's how we start. So I'm gonna.   Just pick your brain some today, Dana. First of all, what are you seeing today? It's 2026, recording this. It's close to the beginning of the year. We're about almost done with Q1, honestly. So I'm flying by, but we're getting towards the end of Q1. But with that, we've had some financials. I don't know why, but in my world, financials are hard to come by this year. I love you CPAs, and I'm just hoping that we can get a little bit better towards Q2.   But so far in the financials, what are you starting to see and what did you see out of 2025 with your clients? What kind of trends were you noticing?   DAT-Dana (03:14) Yeah, think ⁓ financials, know expenses going up in different areas, a lot of that expense does come from team members. A lot of my conversations right now are like how do I show my team appreciation? How do I create things for my team when it comes to pay increase raises, things like that. ⁓   and still keep my payroll within where it should be. So a lot of team pieces are part of these financial conversations, I think even pretty heavy in 2026.   The Dental A Team (03:46) Yeah, totally agree with you. I've seen those same things and towards the end of the year too, was like Christmas bonuses. I know you and I worked, we talked about it. So I know, I know at least you and I did. I'm sure the rest of the team did too, but we talked about it towards the beginning of last year, I think on a podcast of making sure that we were getting our clients prepped to give bonuses. So they're saving some little acorns every month over in a bucket for that. So hopefully it didn't hit them, but it still looks ugly on the PNL no matter what, you pull wherever you're pulling that money from. So.   I totally agree. And then I do think wage increases. I mean, if we compare 2018, 2019 to today, drastic difference. And I know, I think in our brains, it doesn't feel like COVID was that long ago. It feels like it was yesterday, but gosh, like 2017, 2018, 2019, those were the years of like dentistry. Dentistry was really doing well for team's sake at least. It was easy to find people. You could pay people whatever you wanted. Like people really worked for their dollar.   And then you flash forward now it's been, gosh, almost seven, eight years since that time period. when we, in dentistry, when it comes, and this is just my opinion, when it comes to pay and team pay, I think that we are all still very much stuck in seven, eight years, nine years ago, like time period. And we forget because COVID, the emphasis on COVID and the emphasis on the   the world as it is today and all of our, gosh, attention is being so distracted by all of that stuff that it's almost like that time just disappeared. We didn't live that time. so team pay wise, we're still stuck back there, but the inflation and the reality is if you compared 2007 to 2017,   You would never pay someone what we were paying in 2007 in 2017. Those, those pays would be so different. But I think we're trying to like transplant that still today of the gold, the golden years, the good old days of what money was back then, forgetting that that much time has elapsed in the middle. And we're just truly not caught up yet in my opinion. So I don't know, Dana, is that just me? Do you feel that that we just like, we lost years. like just forward jumped.   DAT-Dana (06:07) Yeah.   Yeah, I feel like it was kind of like a time warp and I feel like especially in dentistry because I don't think dentistry hurt a ton as far as what we were able to produce. But I think that there was a big time warp when it came to salary increases and things like that. And I'm talking about that a lot on my calls because you know, yes, is it astounding that we're paying people in the dentistry where what we are right now. But again, I always say look at your area, what is fair for your area, what is competitive for your area because these team members bring value.   The Dental A Team (06:13) Yeah.   DAT-Dana (06:39) that is associated to the salary that we're looking at and while yes it has made a big jump I think sometimes it's just shocking how specific areas too have seen bigger jumps than others ⁓ but I do feel like we kind of got lost in time there for a while.   The Dental A Team (06:55) Yeah, yeah, I totally agree. was having a conversation the other day with someone about dentistry and he is like newly exposed to dentistry and a financial aspect. And I've been in dentistry, you've been in dentistry like it was in high school, right? We've been in dentistry since we were kids and it's kind of just what we know. But watching someone come into dentistry from the outside as an adult, as a professional, as a business person, he's like, this is kind of wild. the way that, and he's like, why don't we just like.   focus on quality people paying value for quality people. He's like, I feel like these practices might be able to hire less people to do the job because you're hiring quality people paying them well to do the job instead of hiring two, three people to do one job. that's another tangent. Goes into overhead for sure because I think that that's the space where   When you're talking about overhead, when we're looking at P &Ls and we see this 33 % to 35 % marker on team cost, and our standards and dental industry standards across the country still say it should be 28 to 30%, but now we're seeing 33 to 35 % California, it's like 42 % sometimes. That makes, I think, business owners and CPAs and professionals go, wait a second.   you're high and you have too many team members or you're too high, you're paying too much. And the reality is for us, like no, there's a missing piece and possibly, I mean, I've scaled back teams before that it's like, gosh, you do have three people doing one job because their jobs are so jumbled. So clearing up definitions and job descriptions go back to our operations manual days. Like clearing those pieces up, I think solves a lot of ⁓   team capacity issues and overpaying, whether you get rid of team members or not, them doing their prospective jobs helps to make them, it's just clearer. We're more effective, there's less overtime, there's more productivity when we're super clear on our position. So that does help, but I've I've cleaned some of that up, but then Dana, when we go in and practices, doctors are like, I'm heavy in my team. Are you?   Or can we look somewhere else? where are other areas that where, like, what are your markers? I know what mine are. Like, what are your markers? You look in and you're like, okay, team is there, but where are these other pieces? What are you looking for when you're trying to reduce overhead without touching the team?   DAT-Dana (09:32) So usually when I'm looking at that first and foremost, wanna make sure, right, production and collections are healthy. That's the first thing that I look at. Is it just with our team we are under producing, under collecting? ⁓ So that's honestly and truly the first piece that I look at. ⁓ And then I'm looking at anything that isn't a fixed cost.   Right anything outside of the team that is something that we can do anything about do we have budgets for CE? Do we have budgets for? Supplies have we negotiated labs so I'm looking at any variable cost in the practice and considering that first because typically when it comes to team like I know I can get them more efficient and I know that likes that's usually what the issue is if I say do you have right people in the right seats? Do you love your team members? Do you have team members that like are really bought in and value the practice and if that answer is yes, then we've just got to find a fish   somewhere else. So those are just the heavy hitters that I look at initially.   The Dental A Team (10:25) I love what you said there. I do the same thing and it just like lights me up to be able to chat with a doctor, look at a schedule and be like, well, for the hours of operation, you're staffed for the number of hygienists, the number of dental assistants you need for a full schedule, the number of operatories you have, the number of providers that you have for front office, that you are adequately staffed.   but your staffing cost is high, that immediately tells me we're not utilizing your schedule correctly, right? Or it's time to drop some insurance companies. Maybe we just need to get your fees higher to accommodate because the reality, Dana, and I think this is exactly what you're saying with right people, right seat, is that no matter whether you're a producing team member or not, meaning hygienist and associate doctor, it's very easy from a business standpoint to be like, yeah, they paid for themselves. My hygienist is at.   three to three point times their rate of pay. My associate is making me money, they're paying for themselves, but then you look at a treatment coordinator or a dental assistant and you're like, well, am I over, how do you see that? This is how you see that. People should be paying for themselves and it should be very clear because it should reflect in your overhead and you should be able to say with the right treatment coordinator, my schedule is freaking stellar. With the right billing coordinator, my collections is 98 to 100%.   all of the time and so the money that I need, my bare minimum and then some that I need coming into my account is accurately reflected on my P &L from QuickBooks. when you say Dana, the other like fixed, the non-fixed costs, right? So I love that and I think Dana, something that I've noticed that a lot of doctors get stuck on is this, the Anophis Mills, which is wild because these things have been around for like,   I don't know, 20 years now, it feels like they've been around for so long, but there's still such an area of they're either really working for you or they're really holding you back still in dentistry, which is crazy to me. But what are you seeing when it comes to that and what are you suggesting doctors do?   DAT-Dana (12:16) Are you?   you   I do feel like that for a lot of practices still just a big source of inefficiency. So I think that it really is like timing things, know what you can side book when it comes to meals, know how long pieces are going to take, know when it is more beneficial to just have the patient come back at a different time. And so I think that's kind of where we struggle, but yet doctors really want to use them because obviously they're paying for them, right? So it's an open expense, but in a lot of offices, it does take time and it is an area where we are   The Dental A Team (12:38) Yeah.   DAT-Dana (13:02) inefficient and we're just inefficient with the scheduling of it not necessarily the utilizing of it.   The Dental A Team (13:08) Absolutely, I completely agree. And I love them because it will reduce lab costs. But I think something actually that I haven't just thought of is, I don't know why I've never thought of this before, something that we don't account for, at least I don't, we account for the debt. So we have, you when we run through your P &Ls and we plug them into our sheet, we've got your true overhead, your top overhead, your pay, your debt services, and then what's remaining is your actual true profit.   But Dana, I'm sitting here thinking, well, we're paying monthly on this debt. we're saying where I was, what I was about to say was that it can and will eventually reduce your lab overhead. But realistically, that debt should be accounted in that percentage for the labs. And I've never thought of that before to like accurately reflect the true cost of labs. But I think that we're always finding another layer, you guys. I think that's like another layer that we could really help our.   our practices to be able to see what are you truly spending in the labs? And I had a conversation last week with a client. It was actually really fun. It's a husband and wife that I chat with. And we're always talking about their finances. It's very important. We've done a ton of work over the last two and a half, almost three years, to reduce their overhead by legitimately almost 20 % at this point. ⁓ But we've got debt.   And he's like, OK, well, we've got to add this. And we've got to this. This is our new BAM. we're like, yeah, we're going through it. And his wife in the background is like, when do we stop just doing more? And she's like, can we pay off some of this debt? And I said, you know, honestly, you've got $11,000 a month going out to debt. If we strategically start paying that down, because they do have profit, so they are saving in buckets. And if we strategically start paying that down,   Now that's 11 grand additional every month that you're pouring into buckets. So just like our personal costs, I think we do really well from the third party perspective seeing treat this like you do your personal banking as long as your personal banking is in line, right? Like you're paying off your debt first, kind of like the Dave Ramsey effect, right? Like why are we not Dave Ramseying our businesses?   but we're doing it in our personal life, but then it's so easy as a dentist to see the new scanner and be like, well, that's better than the one that I have. I'm almost done paying that one off. So tech, it's like girl math, right? Like I paid for the dog grooming $200, it was worth it. On Saturday with cash that I was supposed to deposit months ago, that was out of, like it was already out of my account, right? Like it was already gone. So I was like, oh, it's basically free. We're doing that with, I said my dog grooming was quote unquote free because it was money I hadn't accounted for anymore.   I think we do that with our purchases in dentistry. We're like, well, this scanner's already paid off, or this one's almost paid off. So technically, I'm not really adding. I'm just continuing instead of getting rid of it. And it's like turning in your car when you've just paid it off for a new car because you're used to having a car payment. So that was a long tangent on the lab space. But I think it was all pretty relevant. And I think, Dana, for us, that's a   Valid space to be able to say yes, you've decreased your lab costs with the mill and with the scanner But if we add back that debt payment right now your lab percentage is actually at this   DAT-Dana (16:32) Yep. Yeah. And I think that that's something like when I'm talking to doctors about purchasing these things or looking at these things, those are honest conversations that we have to have. Okay. You're absolutely right. That will save you on your lab. How many crowns do you have to do to see a savings? Right. And, and are you prepared to do that many?   The Dental A Team (16:44) Yes.   DAT-Dana (16:49) right? And how do we fit that many in your schedule? And so I think that those are conversations that yeah, like we have to look at those things because honestly, and truly, if we don't do enough crowns to save on our lab space, right? And then, again, it's like then we're talking about team members and it's like, well, we wait, right? Just just wait a second, because we made this decision. So now we just have to get the team to be efficient to hit a number of crowns that we need to actually make it lower.   The Dental A Team (17:04) That's just thinking that.   DAT-Dana (17:14) lab costs. I think these are conversations that we have routinely with clients. think these aren't always things that dentists in general think about when making those purchases because yeah, they look at the lab savings and they look at the fact that they get to grow what they offer. And these things are exciting. We totally understand that. But I think it is looking at all those pieces and saying also does this make financial sense?   The Dental A Team (17:37) Yeah, I totally agree with you. I was thinking too as you're speaking on like efficiencies and how many crowns will it take. Also, we forget how much time does it take from a human. So as we're being efficient with the schedule, you're also losing an assistant to go mill that crown, to go design it and to mill it. So there's like 30 to 45 minutes unless, I mean, there's a lot of practices you can cut it down and they're getting much quicker. So whatever, we'll say 40 minutes that you've lost someone.   that would otherwise be able to do the next patient. And that doesn't get accounted for in the employee cost where it's just a shift. It's just a shift. And being able to see all of those pieces and those aspects and make those confident decisions is massive. And then how long will it take to pay those things down at the cost, the fee, the rate that you're paying because realistically that, again, is your lab cost.   and you would be paying a lab for sure, but over the long run, is it going to be a big enough savings is a big consideration. And if you already have the mill, start thinking that way. Like, okay, well, what is my true lab cost? then supplies, I mean, everybody knows supplies and we're not in the, I think there was that massive increase, right? COVID with the PPE, like that got wild and we were at like 8%, but I'm starting to see people, like you guys are back down to the five, 6%. So I don't think that that's.   huge space but realistically the lab fees, the same doctor, ⁓ sometimes I'm like ⁓ how did we get GP dentists? How are we at a $15,000 lab bill? He's like well I like their work and I'm like so do I and then we need to find something cheaper.   DAT-Dana (19:22) ⁓ But yet. Here   we are talking about this number every month.   The Dental A Team (19:27) Yes,   yes, and I said that's fine, then we need a drop insurance company. So I think those are the conversations and it's just so easy to jump to say we're over staffed or we're paying too much money or we're doing too much overtime. When I see practices that have overtime, I'm like, okay, why? One, overtime is more expensive than another human. So are we understaffed and we need to divvy some more things out? And two,   Overtime is a huge indicator that we're inefficient somewhere. So it's either our schedule is constantly running behind because we're ineffectively scheduling, or we've got, again, like overlapping duties and just chaos going on when there's confusion in your brain, you're slower. And so when things are clear and clean, you work more effectively, you're more productive, and you move on things faster.   Huge spaces, huge spaces, but going back, I think to straight to the beginning, Dana, I love it. The first thing doctors for you to look at is exactly what Dana said. Production and collections, are you producing enough because you need the staffing for the schedule you should have. If you don't have the staffing and the schedule comes first, you're gonna be in overtime. You've gotta have the staffing. I'm not saying go hire a million people because in five years you want this.   Make sure you've got enough people to run the schedule that you want. Make sure that you're being productive, that it's getting on the schedule and that on the back end it's getting collected. If you're not getting enough new patients for the production, like all of those things go into it and that's why we make you guys fill out scorecards and watch trends and see it all in one space is because all of those things play a massive role and the first place it's gonna show up on your overhead scorecard is your employee cost. It's just.   the truth. That's the first place it's going to pop up and then from there you'll see all of the little ones but it's your biggest expense.   DAT-Dana (21:27) Yeah, and I think that what you said is and I talk about this all the time, like especially when we get a doctor that comes in and really is cash flow that is the reason that they come and it's I can slice and dice your P &L a hundred different ways but at the end of the day most of the things that I can slice and dice are low-hanging fruit and the biggest impact that we can make on those overhead costs and those percentages is to produce and collect more. Hands down, bottom line.   The Dental A Team (21:51) Yep.   Yeah. Which either means more efficient schedule and getting more people on the schedule or raising your fees and dropping insurance companies. Yeah. Yeah. Awesome. All right, guys. If you don't know how to read your P &L, by all means, reach out. We have all kinds of, you know, videos and podcasts and all kinds of other things that we can share with you. And we are always happy.   DAT-Dana (22:01) Yeah.   The Dental A Team (22:19) to help you in the best ways possible. So first and foremost, action item, go read your P &L, go figure it out, go see where your expenses are at, be really familiar with your bank accounts, with your P &Ls, with your debt services, treat it as though it's your personal money, because realistically, you guys, it is. You're a business owner, it is your personal money, so treat it as though it matters. And go look at that, look at your production, and by that we mean is your schedule efficient and actually productive?   Do you have 90 to 95 % of the time at the end of the day, you're hitting goal and you're like, that was awesome. Or are you 90 to 95 % of the time, like, what did I do all day? How is this my life? I'm so stressed out. You tell us, go do those two things. Love on your team. Make sure you have right people, right seat. You guys, ⁓ again, a million podcasts to discuss all of that stuff. Go find them. Hello@TheDentalATeam.com. We will find them for you and send them to you. You just tell us.   Dana, anything else you can think of aside from learning your P &L forwards and backwards, looking at production collections first and then looking deeper and reaching out to us?   DAT-Dana (23:26) No, I think you hit all three of the big ones.   The Dental A Team (23:29) I love it. Awesome guys. Okay, go do the things you guys. It is way easier than it sounds and it honestly is way more fun than it sounds. I Dana and I have both come full circle on our love of P &Ls and numbers and being able to find the little secret sauces here and there. go do the things, reach out Hello@TheDentalATeam.com when you're ready. We are here to help you forever. We're always here. And you guys drop us a five star review below. Let us know.   how this goes for you with your P &L review. Let us know how helpful this was. And again, go love on your team. Dana, thank you so much for being here with me today and we'll catch you next time, guys.

Re-releasing a DAT listener favorite! Chris Sands and Brent Saunier are on the podcast to talk about the hottest topics in the dental accounting world. Founding partners of Pro-Fi 20/20, these dental CPAs chat with Kiera about how to reduce overhead and expand the number of patients coming in, expense metrics from the hundreds of offices Pro-Fi works with, a tax rule you NEED to live by, what to stay away from financially with your business, and a ton more. Pro-Fi 20/20 is an accounting business that the Dental A-Team recommend. This episode is a goldmine of information from two fellows who know what they're talking about — especially with regard to the dental industry. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) today I wanted to bring on two special guests. These are actually CPA in the CPA world. Believe it or not, Dental A Team actually consults this company. So we definitely love them. They went a step above most CPA companies and they really wanted to get to know the ins and outs of the dental world. So I'm super jazzed to bring them on and to just have them dive into some of the hot topics in the accounting world. ⁓ two people that I trust and recommend heavily. ⁓ I   They are one of my top three CPA firms that I refer and recommend constantly. So I'm excited to welcome Chris and Brent from Pro-Fi. How are you gentlemen today?   speaker-1 (01:06) Awesome, Kiera. Thanks so much for having us. We're excited to be with you.   speaker-0 (01:10) Yeah, absolutely. Brent, how are you doing today?   speaker-2 (01:12) I am doing great. I appreciate the invite. I'm looking forward to this 30 minutes with you.   speaker-0 (01:17) Yeah, absolutely. Well, who knows? We'll see how long this ends up going, guys. Brent, can't put a time on us. It could be dangerous zone.   speaker-1 (01:24) You're lucky he said he's doing great because we're in the heat of extended tax season, so he's kind of in the trenches. Lucky he's in a good mood.   speaker-0 (01:32) I know Tiffany has been trying to get back out to you guys to see you and Beth you heard this awesome rock star in the company She keeps saying like tiff. It's like extended tax time or it's this or it's that deadline I'm like, my gosh, you guys just have I think you're secretly adrenaline junkies of CPAs even though you don't come across that way But I think you love it cuz tax season I feel is just like adrenaline rush like trying to get to the deadline. I just can't imagine that stress like   Every quarter every year you just hit it. So props to you guys. That's not my world but super jazz to have you guys on here. ⁓ so Chris let's dive in I know there's some things so we're gonna kind of hit on overhead we're gonna talk about some taxing some Some things to be aware of i'm just so excited because this is a world I don't know and I do purposely bring really really talented and educated cpas and financial advisors onto the podcast because I'm we have a three-fold approach in our company. It's focusing on   Money and finances making sure your business is profitable you as a person and as an individual and then systems and teams top to bottom So I am big I think as a business owner. I wasn't profitable when I first started. I didn't know how to look at my numbers I didn't even know what the heck over influence. I was like googling how to figure it out So i'm just jazzing you guys are here. So Chris kind of take us away I know you had some great topics for today and i'm excited to just   Rift a little bit with you, dive into these things, things that are really tangible for our practices now, especially where you guys work with hundreds of offices across the nation. Lots of good data to be pulling out for our practices listening.   speaker-1 (03:04) Sure, well, ⁓ Kiera, I think that there's a lot of discussion around, does the DSO world seem to do a better job with overhead than the private practice world? I think a lot of private practice doctors are wondering that, they're frustrated or how do I get my overhead down? And a lot of times, I think when you focus on expenses, you tend to attract expenses. And in our world of accounting, I will often tell doctors that, ⁓   Accounting cannot make you money, it cannot generate revenue. The expenses part is the easy part for us that we can work on trying to reduce some things, but you either have a revenue problem or an expense problem. And in most cases it's actually, you creating enough revenue on your fixed expenses? And most of dentistry doesn't understand how simple that is to scale the dental business model when you look at it from a high level.   You scale a business and reduce overhead with doctor production. Okay. And so that means you need enough patients to see the practice that I worked in from my experience was 40 to 60 new patients a month per doctor, per full-time doctor. And it means you need to be reinvesting enough into marketing. And I'll talk about that, that expense or reinvestment of marketing in a minute to get those new patients. And you need to be.   monitoring the phones that get answered properly and there's conversion rate of those inbound calls to appointments scheduled. And then the real job is case acceptance. Okay, and so here I am in an accounting firm coming on your podcast and I bet you didn't think I was gonna like be talking about case acceptance.   speaker-0 (04:46) was like, wonder we didn't talk about all your time. I'm just kidding.   speaker-1 (04:49) So, know, dentistry is really the product that's being delivered. And if you're ethically diagnosing the need and creating the treatment plan, your job is to help the patient understand the urgency and necessity of fixing the problem and paying you to do that work. So your job isn't really the dentistry itself, it's case acceptance.   And your first task is to become great at case acceptance yourself as a practicing clinician. But then the real task as the owner is to be able to teach other doctors to become good at it. So I think, you know, the only the only variable overhead that the dental business model has is paying doctors a percentage of the dental collections that they create. And then you have labs and you have supplies.   associated with the dentistry that's delivered. those expenses are variable. They track with the amount of dentistry that gets done. Everything else is fixed overhead when you really think about it. Marketing is fixed and it only changes based on your choosing. Your team expenses are fixed and they only change when you hire or fire. Your rent and facility costs are fixed. Your equipment costs are fixed and only changed by your choosing. And the various required admin costs, they're all pretty much fixed. They only change by your choosing.   So if you can create more doctor generated collections with the same team and fixed expenses, your profit margin goes up, your percentage overhead, your percentage overhead to collections ratio goes down. Okay. And so I guess we see most private practice or single, should certainly say single location, solo doctor practices. We see them failing at this because they choose not to reinvest enough.   back into the business, into that marketing for new patients. They're not monitoring the phones. They're not training their team. They're not training their doctors on case acceptance. And they're too closely focused on just the clinical delivery of the dentistry. Don't get me wrong, that's required, but that's not what makes you successful or financially successful. So I can give you ⁓ some generic ranges for expenses, but the real thing is that   You know, the real way to scale a business is to generate more revenue on the same overhead. That's kind of the definition.   speaker-0 (07:20) And isn't that basically then probably the DSO model because they have lower fixed costs per se. They've figured out how to have centralized billing, centralized call center, centralized. So many things centralized that they don't need all these different things. So solo practices, if I'm understanding correctly, they've got all the costs associated, but they only have X number of revenue where when you start to add in those multiples of practices,   That's where your fixed costs, it's going, yes, of course your fixed costs will increase a bit, but I mean, I do know our fixed costs did not go up that much more when I added our second practice to it because I already have my base of fixed costs there and then we're just able to add more revenue. Is that kind of what you're saying? Am I understanding?   speaker-1 (08:01) Yeah,   I mean, you know, that, part about centralizing is, know, when you, when you do have multiple locations, I would say three or more, then you can consolidate the amount of team that's working the front desk into one location. Instead of needing three to five team members at the front desk in every office, you may only need three to five team members for all three offices. You're having one of the best things by the way, as kind of an aside, one of the best things that private practices can do as they grow is to get those phones off the front desk. You know, let.   speaker-0 (08:20) Right, right.   I agree.   speaker-1 (08:30) You know, like there needs to be, that needs to be in a totally separate admin space. But, ⁓ you know, I get asked that question a lot. Like my overhead is 65 % and how can I afford to hire another associate doctor and pay them 30 or 35 %? Well, you know, that doctor is going to create new collections. That's the point. It's not to give them your patients. It's to grow the number of patients coming in that, that you as one doctor maybe are stressed.   and you hire the next doctor and you've got to continue to invest in the marketing to keep your job as the owner is keep the chairs full, right? As long as the chairs are full, if that associate doctor is ethically diagnosing like you are, if you guys have a ⁓ clinical standard of care in your practice, if you guys talk about how you treatment plan and your treatment planning the same way, that's all required. But here's the real test. You know, how do they connect with people? How do they, how do they,   establish a relationship, establish trust and get them to move forward with that treatment. So I think dentists hate to use this word in dentistry, but the job is kind of sales. You know, if you believe in your product of dentistry to solve this need and like, again, if you diagnose decay and they don't get rid of it, you failed. I could go on a tangent on that, but the new doctor will bring new collections and you might have to hire at most, you know, an additional   speaker-0 (09:46) Yeah.   speaker-1 (09:55) Assistant or two and that would be a new fixed overhead. You would increase your fixed over it slightly But other than that the doctor covers all their costs with their their percentage pay the labs that are associated with it that the supplies are associated with it and You should net somewhere in the ballpark of 40 to 50 percent on the new collections they create and that that just adds to your profit Because all the other fixed overhead stays the same   speaker-0 (10:19) So I think there's a few things on there of like, I just, think it's a matter of realizing a lot of people bring on associates though, because they're tired, they want more free time. They don't want to be working as much. And I think it's important to clarify that if that's your model, that's totally fine. Everybody knows on the deadline team, I am not somebody who judges. I think everybody has their own personal path.   And so whatever jives with you and resonates with you. So if you're wanting to bring on an associate to have more free time, to not have to produce as much, fantastic, but realize that that overhead might not trickle down because now you're kind of replacing your cost with an associate that you're paying. And some doctors I know don't take as much pay as they would pay an associate per se, which to me, I think is a somewhat failed model. I'm really big on prepping and preparing for that associate, paying yourself as if you were an associate. So you know, these costs before you bring on an associate.   ⁓ but I really think it's important to note that because like you're saying that overhead will go down as long as the doctors are producing. And as long you're able to bring on that other doctor and have them produce, cause they should cover themselves. I definitely agree with that. ⁓ also I'm sure people are saying, yeah, but Chris, like in order to bring on another associate, I'm going to have to build out ops. That's a huge cost and expense. So I am curious, what have you guys found in Brent? You might have some answers to this Chris, you might. ⁓ but if an office is having to say, build out two more ops.   in their practice to be able to bring on an associate, how long does it usually take when you're doing build outs for that cost to be recouped and start being more profitable? Because oftentimes I do think that that gets into the problem with a lot of doctors is they're constantly building more to bring on these other doctors. So they're always adding more and more expenses. Like when do they ever break even? So what have you guys seen with build outs and different things like that of that break even point? How long should they plan for it to not be as profitable?   speaker-1 (12:09) Okay, I'm gonna give you a lot of answers on this. So number one, we use a metric called revenue per chair. So, you know, every, you   speaker-0 (12:17) What   do recommend? What do you guys recommend per chair?   speaker-1 (12:19) So yeah, everyone has a space and you have only a fixed number of spaces or operatories you can have in it. And there's only a fixed amount of time and days and hours and a number of doctors that you have. And revenue per chair capacity, we see a range between 25,000 to 40,000 per chair per month. And it does not matter when you do this. This is just, take collections and divide it by the number of chairs you have. ⁓   This does not matter how many chairs are for hygiene or how many chairs are for dentistry. That's your choice. Actually, you know, there are models where every chair can do everything and the patient never, but the 25 to 40,000 at 35,000 of revenue per chair, you're running fairly efficiently and you're going to need to be planning to expand. You're going to start to run out of space. So that's our metric first and foremost. And so if somebody tells us, well,   speaker-0 (12:53) Sure.   speaker-1 (13:09) I've got four chairs right now, but I have space for seven. I haven't built out the other three. I tell them, you don't need to build out the other three until you're approaching that $35,000 a month of revenue per chair. Question you asked, how much does it cost and when do you recoup that? So in my experience, typically it's around $25,000 per ⁓ operatory to equip it, assuming it's already plumbed. ⁓   after you just take that number and say, so let's say you were equipping a few operatories, so $50,000, you ⁓ essentially, your cost of the doctor plus the lab and supplies should max out at 50%. Okay, now they have to be producing. So until you get them, they've produced over $100,000. All right, let me do it per chair.   They need to do over $50,000 per chair for you to get your costs back. After that, you're in the money.   speaker-0 (14:09) which I think is also smart because I don't know. think dentists kind of err on two different sides. Sometimes they're too slow to actually build out. They are so cost conscious and so concerned about that build up, about the cost of the chair, about all the other things that they're missing, that that one chair is going to generate several thousands of dollars of revenue. I've had a few doctors where I'll say, sure, no problem. We'll do a deal. I will happily pay for that one chair and you pay me all.   the revenue that comes through from that chair for the next three months. That's all I ask is three months. and I know I'm going to come out way ahead of you because it will generate and it will produce, especially in high producing practices. So I think so often people are just so scared to do those build-outs because they see the cost or they do the flip side where they believe like, if we build it, they will come and they're overly aggressive and they don't have necessarily the patient base or the doctors in play to be able to accommodate that. So   I love, I need to agree. It's either cut costs or increase your revenue. Like that's really overhead.   speaker-1 (15:12) One more way to think about it is, you know, if they have patients that are having to wait so many weeks or months to schedule out to come in. if you can calculate your collections divided by the number of patients seen for any given time, for year to date or for a full year, you can get your average revenue per patient. Okay. And if you know your average revenue per patient, you know how many either new patients or how many more patients you need to fill that chair to cover the cost.   Okay. So if your average revenue per patient was, you know, $1,500 per patient, um, and the cost of that chair is 25,000, just take 25,000 divided by 1500. And that'll tell you how many patients have to be seen in that chair before you pay for that chair. Sure. You're to be in the money, you know, it's in terms of the construction. That's another basically upfront, one time fixed costs that you're going to cover. And then all the future revenue that it's going to generate. So.   Maybe if you like, think before we end this topic on overhead, I'll give you kind some of our expense metric. ⁓   speaker-0 (16:18) Sure, yeah, absolutely.   Well, hang on, before you go into expense metrics, I want to bring up one piece that I think often gets missed, because you're saying like we're in the money. But I also want to bring up something that I really love to point out, and that is return on emotion. Some people don't want to bring on an associate. Yes, like as a business model, you can be more financially successful with an associate. Yes, you can, having more chairs, more build out, more practices. ⁓ But I also want to point out there is a return on emotion. There are sometimes   Bigger headaches, they're also sometimes less headaches with bigger organizations. I personally love to consult larger practices. The pettiness, the cattiness, the smaller drama is way less in larger practices or multiple locations. So like that drastically drops down. They figured it out. They're dialed into systems. But at the same time, I think it's important for people to assess that return on emotion. You might have a dreamy life. You might be doing exactly what you want and sure you could produce more.   But if you're off work at say two or three o'clock every day and you work two or three days a week and you're shelling and seven fifty to a million in profit, not a bad lifestyle. So I think it's also important to assess like what you ultimately want and what your return on emotion is before just saying like, I'm going to build because this is the way to do it. I think if you're looking at your practices as a business model, which I personally think a lot of us should look at it that way, ⁓ just to see what you what you ultimately want, what's your end game. And that's also where I love financial advisors of   Like what is your total term? Like where do you want to get? Does it make sense to grow? Does it make sense to stay where I'm at? ⁓ I think oftentimes we, we forget that return on emotion and how that is. We always think of like return on investment, but what does that return on emotion too? So just want to put a plug of like, I think everyone's on their own path, their own journey. Definitely agree. There are lots of ways that you can be insanely profitable and having multiple practices is a great, great, great business play. And you're able to help more practices. I'm all in favor.   You're gonna have multiple locations. Make sure you're doing awesome dentistry because sure, it can be very lucrative. Just be ethical because I think that plays out long-term. So Chris, with that, what are some of the metrics you guys look at? Because I agree, I love to hear people's metrics. I think we're pretty closely aligned with you guys on metrics, which is another reason I really love working with you guys and your clients.   speaker-1 (18:32) So I think if you ⁓ were to survey the Academy of dental CPAs and all of their, what you see them put out statistically, they're gonna tell you the metric of one to 2 % for marketing. When you go and you immerse yourself in the DSO world and their conferences and get to know what they're doing, you're gonna see more of an average of six to 8 % reinvestment into marketing. DSOs have a harder time with retention. They have more patients going out the back door. Private practices.   degraded retention, but they don't often invite enough people to the party. So we don't go by the one to 2 % number. think that's an area where people try to, they're trying to keep costs down. You know, your business is the greatest asset that you own that provides the greatest return and you have the most control over. So you should be reinvesting in it more than you reinvest in the stock market or anything else. So our metric for marketing is three to 8%. Private practices, like to see at least three to five.   I mean, excuse me, in GP practices, in specialty practices, especially like orthodontics, needs to be on the higher end. Team expenses between 20 to 30%. We certainly try to keep that under 30%. Team expense does not include doctors. Okay. So that's all of your, all of your, uh, your, your entire team, including a hygienist as well, but not doctors, uh, dental supplies somewhere five to nine, five to 10 % labs.   speaker-0 (19:36) Yes, absolutely.   speaker-1 (19:58) four to 7%. So again, those dental supplies and labs really should not be greater than roughly 15 % total. Rent and facilities, five to 9%. What does that mean? So if you have a high percentage in your rent and facility costs, if your rent facility is let's say nine, 10, 11%, that means you're probably not maximizing the space and getting the collections that is possible there. Again, using that revenue per chair metric.   When you're on the lower end, if you have 4 to 5 % rent of facility, means you're running very efficiently. You're probably going to be running out of space and need to expand or potentially relocate or get another location. And then there's general administrative costs somewhere in the range of 4 to 10%, depending on the practice type and what additional folks they have.   speaker-0 (20:48) Cool.   speaker-1 (20:50) That's it on everything.   speaker-0 (20:51) No, I love it so much because I think so often people don't look at their P &Ls and they don't even know what they should be targeting for. It's just like, well, do I have money left over or do I not? And then I don't know. like all of that combined should equal about 50 % there. Is that correct? Those are 50 % and then doctor pays 30 % to give a 20 % profit margin. And then you subtract debt services from that. that kind of your guys' model? That's what I've heard. It's what I typically recommend.   speaker-1 (21:18) Roughly. mean, yeah. You know, I, the most ideal is that I think when the average doctor starts to work with us, their profit margin is in the twenties, the 20 % range. our goal is to get them into the forties. Okay. And everyone does chase this like 50 % number, but I will tell you that eventually if you have to scale again, if you have to reinvest, that's the part like you're, drive yourself nuts. Would you rather have, you know, 50 % of 1 million or do you rather have 40 % of 3 million? Right.   You know, and that's that. So it's not always just about that overhead percentage. Uh, it is about if you choose to scale and you're, you're buying, you're reinvesting some of your, your overhead percentage, you're reinvesting some of your money to buy back your time. Like you said earlier, okay. Um, whether that's on multiple doctors or not, you know, being a slave to the chair is difficult and high risk to you as a business owner. It's one of the riskiest business models there is.   speaker-0 (22:12) Right.   I think that that's such a good point.   But guys, you don't know, can, Pro-Fi is fantastic. You can reach out to them, have them help you with your PNLs. Also your current CPAs, you can get a chart of accounts and give them these percentages and say, this is where I want it to be. Help me get there, give me some information because a lot of CPAs are not dental specific and they might not know these industry standards. And I agree with you. I also think it's important to think of growth years and also profit years. Some years you are definitely massively.   reinvesting into the practice and you might not be sitting at as high of an overhead, but you're doing it with the intent. Like when I bring on new team members, when you bring on new doctors, your overhead is going to go down. It should go down because you are investing and you're growing, but you need those people. This year on Dental A Team is a growth year. I am heavily bringing on new team members. My overhead is not as great as it has been in the past years. But if I, like you said, chase that X number of overhead and never invest in that growth,   I can't get to the next level of where I wanna go. So I thought that was really, really helpful. Thank you for that, Chris. And I know now we wanna spin over to Brent. Brent's been hanging out silently over there of some tax things. And I do love that you guys ying and yang on practice metrics because that's what we're all about. And then the tax world that I'm like, here's the thing. Here's my take on taxes. I am so grateful to live in a country where I get to pay taxes to have my own business. Like I truly think that is a massive blessing of the country we live in.   With that said, I also think it's my responsibility as a business owner to be as savvy as I can on taxes and not overpay on taxes because I'm just dumb and I'm not actually looking at strategy using smart people beyond myself to do it. So Brent, I'm so jazzed. Talk to us kind of about some tax things that you've been thinking of that your clients are dealing with.   speaker-2 (24:00) Yeah, absolutely. So I remember a few early evening calls with you and you're calling and saying help.   speaker-0 (24:06) It was in December last year, like literally right before the end of the year. And I was like, Brent, I owe so much dang money in taxes. Any ideas? It's fine, guys. It's fine.   speaker-2 (24:19) One of the foundations of Pro-Fi that we built it on is education. So we are very big believers in educating our clients to understand, first and foremost, how do you even generate taxes? So the number of conversations we have with dentists that just don't have a basic understanding is really astounding to me. So we first take an approach of, you have to understand how do you generate income tax? You generate income tax by the salary or W-2 you take.   and profit. The key thing here is it does not matter if you take a dollar of that profit out of the business, you still owe tax on the profit. So here, when you're looking at your P &L, let's say a doctor has a half a million dollars of profit and they choose not to take it home and leave it in the business, they will still pay tax on half a million dollars. I had a call today, the exact conversation is like, why didn't take any of the money home?   speaker-0 (25:18) It doesn't matter. were profitable brother, sister, like rock on. Happy day for you.   speaker-2 (25:23) You know, as Chris was alluding to, if you choose to reinvest in the practice, do marketing or other items like that that are deductible, that will obviously reduce your burden. The second thing, the second biggest mistake is don't underestimate your effective tax rate. So Chris and I have, we call it, I guess the golden rule or the 40 % tax rule. And that is geared towards over-preparing a business owner when it comes time to send in those quarterly estimates.   And I'll come back to that one in a minute, but the 40 % tax rule, if you have a pen, I would write that down because that is a rule to live by. And also ask your CPA advisor, whoever they are, whether it's us or your other another CPA, ask them before you make the decisions. So I got a call yesterday from a doctor in South Carolina. He's like, hey, I want to buy a machine that's going to cost me $85,000. My equipment rep said I'd get a 40 % tax deduction.   Just about that much.   speaker-0 (26:23) That was a clever salesperson.   speaker-2 (26:26) Yeah, they all do it. We love equipping reps. No badging equipment reps. But understanding, depending upon your entity type, whether or not you will be able to deduct that in the current year is a huge thing that you have to understand. Chris and I have seen so many doctors over the years that have come to us after the fact. And I think we've done a great job of educating, hey, I bought this equipment, it's $100,000.   When we do the tax return, it's like, you're not involved deducted. They're like, why not? The equipment reps that I could. So just make call your advisor before you do it. That's the best thing you can do for yourself.   speaker-0 (27:02) Well, and I, to that point, I just say like, you should have experts on your board as a business owner, people that you genuinely trust for taxes. And like you said, ask them, ask your rep about the best products and what they're seeing of results within the patient's mouth. Cause that's where they're experts. But I'm just going to put a massive plug, like, gosh, the number of dollars I have spent personally, because I didn't ask,   If we can save anybody even a couple of grand, like you're welcome. You're welcome. Just ask, ask before you do it.   speaker-2 (27:36) Right, absolutely. Then I kind of look at what are some things that you can do to make sure you're not blindsided by that tax surprise? ⁓ One thing we do is we always recommend in your business, you have to run multiple bank accounts. And one of those bank accounts is a tax savings account. Your business should fund and pay for your personal tax bill. So think about like ⁓ grandmother's cash envelope system.   create different buckets in the business, move the money out of your OpEx account because, know, like for me, if I have 20 bucks, $20 in cash in my pocket, I'm going to spend it. But if I put it away in the bucket where it's intended, it'll be there when I need it.   speaker-1 (28:18) My bucket, right?   speaker-0 (28:19) Yes, you can just send them my way this year Chris. It's fine Brent. It's fine I'll take him but Brent I want to speak so highly to that because ⁓ It really does help. I will also put a plug of like have really good financial planners and tax planners with you because I am actually really really good at saving money for taxes What I really get frustrated with is when it comes to December and I have been saving and I have been putting that away ⁓   And then they're like, Kiera, you owe an extra X amount. And I'm like, what the heck? I've even saved this. So that's where I also think it's really pro to have really good CPAs that are that actually no tax. So I am curious. You guys tell me the truth, because I don't know how this works. I'm not a CPA, but I swear every year I get a call December 1st and it's like almost a double what I've already saved for the whole year. And I'm a saver. Like I don't spend a dime in my business.   speaker-1 (29:14) call you get all year long, Kiera.   speaker-0 (29:16) It's not well, I have a monthly call with them and we even plan for taxes, but this year my quarterly taxes It's okay guys. I'm interviewing new cpas. It's okay. my cpn doesn't listen to the podcast I don't think if so, it's great. We've had a good run for several years But like that's where I get a surprise. Is it common? Should you be getting a surprise call on december 1st? If you've got good tax people, and you've been planning and preparing and putting money aside all year long is that   speaker-1 (29:41) As you answer this question for her and I would go over safe harbor estimates, but Kiera to set you up for what Brent's going to say. What happens is somebody tells you a number and you kind of start to operate like a zombie and you're like, okay, I put that number away, put it away and you did it. And you're like, okay, I put the number where you told me, but at the same time you're trying to grow your business.   speaker-0 (30:06) To that point though Chris I'm gonna like back on this because I think I'm actually a really smart business owner But every freaking year this happens. I'm trying to fix this and hopefully someone   speaker-1 (30:15) I think it has to do with your growth.   speaker-0 (30:18) I   overestimated what my growth would be this year. So I said I was going to be double what I was last year and we're coming in at about a 70 % growth of what I was last year. So I gave my CPA a 30 % extra window to project on me and we're still coming up a hundred, I'll say a different number, but I'm coming up more than I had saved.   almost three times as much as they had saved for me. cause I get burned every single year. So I'm like a squirrel with nuts and I put away for tax savings in my company because I never know what I'm going to owe. And it scares me. So with that said, I agree with growth. If you can, if you can project where you're going to go and you're having consistent quarterly meetings with your CPA, is it common to still have a massive like uptick in December? I would ask.   speaker-1 (31:04) No, it's not.   So look, to keep it simple, like, you know, I'm kind of talking on the managerial accounting side of things and Brent's talking on the tax side of things. If you're meeting with that accountant and you look at that bottom line profit, okay, you owe 40 % of that profit, whether you took it home or not. And then if you made any estimated tax payments, you can subtract those tax payments from that 40%. Okay. ⁓ And then you can apply some deductions and maybe bring the number down.   speaker-0 (31:24) Agreed.   I'm asking for a friend hashtag myself right now I mean I get better every year around taxes because I hate the surprise and I think most people do but I also wanted to point out I'm like I think I'm pretty savvy with business I talked to a ton of CPAs like this isn't like my first day running a business So and I'm happy to hear and with that 40 % So here's another thing that I've also which maybe I'm just dumb Maybe I'm just coming around the block to this so you guys can tell me ⁓ but it's 40 % of the profit correct like   And that profit also includes my W-2 as a business owner. So I've got to like...   speaker-1 (32:10) That profit is after your W-2. Hopefully your W-2, you have normal withholdings. Sure. you're like zero or one, you can kind of pretty much say, hopefully the federal and state taxes are all withheld from that for you. Right. have to worry about it. Okay. It's the profit that's left over after your W-2 and all the other expenses of the business you have 40 % on. So Brent, tell her about what happens at the beginning of the year.   When we talk, they those first estimates. think everybody starts to like, they get glued to the estimates and they never update them.   speaker-2 (32:41) Yeah, so a couple things. So, Kiera,   speaker-0 (32:45) Call   you in December, Brent. We're going to have this conversation in year two.   speaker-2 (32:49) Maybe we should start in January for next.   speaker-0 (32:51) I like that strategy is much better. I'm like I've even I started my tax meetings in July this year guys Like this is how much I'm paranoid and I'm like they're just shelling a ton on me again And I'm like how does it happen every year? I don't I don't understand so   speaker-2 (33:05) Here's a trend I noticed over the last four years. you know, there was in 2017, there was the Tax Cuts and Jobs Act, which changed the tax code. also changed. There's also been changes to the payroll tax tables. So I would take UW2, look at your federal tax withheld and divide that by your taxable wages in box one. More than likely, it's going to be in the 10 to 12 % range.   If you were in the 40 % tax bracket, you're already 30 % short on your taxes. Let's say you pay yourself $100,000. If you're 30 % short, that's a five digit dollar. So that's where I'd first start. And that is very, very, very common. You will not see any withholding in a W-2 being over 25 % unless you manually requested that from the payroll company.   speaker-0 (33:39) Right.   speaker-2 (34:01) bonuses or automatically taxed at 25%, but your regular payroll is probably in the 10 to 12 % range. So that's one reason it's happened. What Crystal's talking about, so let's say that we prepare your return in April. So let's say your 2020 return and every accountant will do what's called a safe harbor tax estimate, which basically says your estimates will be 110 % of your prior year tax.   speaker-1 (34:30) The IRS wants you to put 10 % more than last year away, like pay them in advance. They like you to do it quarterly because collecting money once a year is a bad business model.   speaker-0 (34:40) And it's a bad business model.   speaker-2 (34:42) So like Chris said, when a client gets those estimates, and let's say they're $25,000 a quarter, they are fixed on $25,000 a quarter. So what we do is with all of our clients in June and early July, we actually run tax projections or mock tax returns the upcoming year. We pull their year to date profit, we get all their deductions and we project out if that original safe harbor estimate has changed.   Then we do it again in November and early December to make sure that you're still on track and also looking for additional ⁓ tax strategies. But to answer your question from earlier, should you be surprised with a big number? No, not if you're doing proper planning.   speaker-0 (35:30) with like a little variance, but I just want to point that out because I think so many business owners get scared of taxes and this year, don't worry guys, it's on my vision board by the age of 36. I will be a tax expert. I look at it every single night. I have no desire to be a CPA, but I really think it's important as business owners to educate yourself on taxes and like you said to plan and to save for it because otherwise it's just this always surprise bill that creates stress. For me as a business owner, I know often I just feel like   I don't dare spend money because I'm gonna get hit with this big unknown. And so I'm like this girl, I literally have four tax savings accounts in my business right now. And they're in like four different business accounts, so my CPA can't see them all. Because I'm like, you come to me every year with this huge surprise and every year it's like double what I thought you were gonna say. And like I'm grateful to be very successful in what we do. However, I don't think business owners should be surprised, especially if you have a good CPA. So I just wanted to like find out like, that normal?   I feel like I'm on the anomaly, but good to know on that.   speaker-1 (36:33) Tax surprises cause cash flow problems.   speaker-2 (36:39) So Kiera, let me quantify that one of   speaker-0 (36:41) Guys,   don't worry. Everyone on the podcast, this is a Cura therapy session. You're welcome to be attending this. So we're glad.   speaker-2 (36:48) So can there be a tax surprise? Yes. The reason the tax price might happen is if you told your CPA, hey, I'm going to be doing these improvements and they're going to be done by December 31st. If in December you tell them, well, it didn't work out and I'm not going to have all these expenses. And yes, you're going to, you're going to get a surprise because you didn't, your plan didn't follow through. The other thing is talking about the separate tax account in the business. It's,   speaker-0 (37:12) That's fair.   speaker-2 (37:18) Absolutely recommended, but the most important part is you cannot spend it on anything but your tax bill. You cannot not rob Peter to pay Paul. That is probably the biggest mistake you could make is saying, well, I'll take it now. I have eight months to put it back in.   speaker-0 (37:34) That's like that makes my heart stop. I feel so stressed for people and also for anyone who wants to know like you I wish you could see the zoom right now with me Brent and Chris You know these guys love what we're talking about because Brent is literally getting like so excited and so animated talking about this So that's just when you know people are good at what they do I get so geek I'll geek out on dentistry and systems and like how we can help you and they're jazzing about some some tax benefits here So I agree. I think that if you aren't doing that, I also like the thought of 40 %   Do you guys recommend, because I know another piece to it, which I realized this year was like charitable contributions. I'm LDS. And so having charitable contributions, 10 % is something that I was like, that was funny. We didn't prepare for that. So that's like another check that I wasn't planning. And then also like SEP and 401ks. Do you guys have anything that you recommend for that of having a tax savings fund, but also building up those other funds and those payments that you'll be making to reduce your tax bill? Yes.   but those are also pretty big expenses, depending upon how your business does every year. How do you guys manage or navigate that? Or should I just be saving more? Because again, I'm like building these funds up to this, I've got four accounts, because I stress out about it.   speaker-2 (38:44) So Chris, I'm gonna let you take that one on the cashflow. It's really cashflow planning.   speaker-1 (38:48) Yeah, a lot of questions in there.   speaker-0 (38:50) Cool, like I said, this is why I podcast guys, because I can ask my own personal questions.   speaker-1 (38:57) In terms of okay, should you be doing okay. what do you want me to start a chair charitable chair?   speaker-0 (39:03) Just   like I think that a lot of people might get quote-unquote surprised at the end of the year because not only do we have a tax bill to pay, we have charitable contributions that we're paying. We also have 7401Ks. Like there are quite a few other funds that need to be paid out again to reduce our tax bills to help us. But those are also cashflow that you need to have on hand as a business owner to be able to front that money. So I've been also thinking that could be why other people feel like it's a surprise at the end of the year, just all lumped into taxes when it is just other pieces to help reduce that tax bill for you.   speaker-1 (39:33) if   something is important to you, then it needs a separate bank account. if charitable giving is important to you, I think you should have a separate bank account so you can visually see that you've got it ready to pay. And in order to make it tax deductible, it does need to be a 501C3. can't just be any random, say, it's... Right? So ⁓ when it comes to all of the retirement accounts, mean, ⁓ 401Ks and IRAs and simple IRAs and all of that,   speaker-0 (39:51) about last year.   speaker-1 (40:02) Roth, that's like the smallest fraction. That's like the, you know, the entry level league of the tax code in terms of savings. And it's, it's really kind of the stuff that the masses can do. I certainly think it's important to save and save for retirement. think when you're a business owner and let me say this, mean, upfront, I'm a contrarian. I think when you're a business owner, you have to be a contrarian and know that not everything applies to you the same way as everyone else. Sure. I, my bias is I have a much.   stronger tendency to say, you know, spend the money in your business or put the, I should say, invest, reinvest the money in your business for growth, because it's going, there's an asset value to that, to that business. need to learn what that is and what you one day can exit it for. And it creates, gives you the most, you know, income. ⁓ If you put money into a 401k or you put money into marketing in your business, you get the same tax deduction. So that's a question. If you're looking for like year end stuff, you know,   You could put the money into the, into the retirement plan, or you could prepay some expenses for next year. ⁓ You lot of people, think don't trust their business, which is weird because it's the thing you have the most control over, but they don't trust their own business. Typically it's cause they're not really great at managing their own cashflow and having discipline. And so they're, they're hesitant to invest the money in the business. And they'd rather go roll the dice and put it in the stock market. And at the time of this podcast recording, let me tell you.   We are in a recession. It has already begun. Everything is very high. Stock market's high. Real estate is high. Your business is one of the safest places to put your money right now. It provides you an inflation hedge, okay? And it creates revenue. ⁓ And it's tax deductions. I'm a big believer in putting the money into your business or getting another business. I think Brent can talk about, know, people ask us like, what are some of the largest   speaker-0 (41:47) Right.   speaker-1 (41:56) deductions you can play in. Like what, are the bigger things you can do outside of a 401k? Tax deductions. Generally speaking, the tax code rewards you for doing things that improve our economy. And that's primarily investing in businesses, you know, adding another location, employing people and commercial real estate, commercial real estate is a big one. Again, commercial real estate's really high right now. It may not be the perfect time to be buying or building. Cause all of the costs are really high.   save that cash, even if you have to pay some taxes, save the cash for liquidity for the tough times. when this recession happens, most practice owners are going to stop investing in their business, they're to stop marketing. And you got to do the opposite. That is the time where you can do all of that at its lowest cost. that's when millionaires are really made is during recession. So I'm going on a tangent now. You got me passionate   speaker-0 (42:50) No,   I like it. I like hearing it because I like thinking of other things. think so often you said it really well of business owners want to contract. They want to not reinvest in themselves. It's like, well, like let's put it in the stock market because that's what I heard that we should do. But I really do love that mindset. And that's why I love podcasting. That's why I love talking to different people. This is why I bring you guys on here because I purposely, intentionally bring different ways of thinking out there. You've got to make your own decisions.   But I'm a big like when people are zigging, I want to zag. So right now real estate's hot. Commercial's hot. The stock market's hot. Like I literally am sitting here just thinking like, here, just sit on some cash. Like, like you said, I might have to pay more taxes on it, but sit on that cash because you know, it's going to drop. And during that time, that's when you do the exact opposite of what everyone else is doing. So I really love that advice. And I think it's wise and it's prudent. I also love what you said, Brent, of having the 40%.   A lot of people say do 30%, but agreed a lot of dentists do tip into that 40 % tax bracket. And I would much rather over prepare than under prepare. Chris, to your point, I really love also having the buckets for like we said, charitable contributions, if you're going to do ⁓ 401ks, but I really, agree with you too. I think reinvest in your business. Look to see, I do end of year spending. I look to see what I could reinvest in, what things are gonna propel us the most. I look at marketing, I look at website rebuilds, I look at.   Different softwares that are going to propel us forward different ways to make our our practice more efficient What things are really going to invest in our company and our team? To make it and then I just do fun things like, know trips places I definitely don't get much ROI on that except for emotional ROI, but I know I know this is a longer podcast guys I really hope and I also hope team members listening realize that this is not just for business owners. I think that this is also   Individual tax prepping make sure you are preparing look for ways that you can reinvest in yourself What things could you prepare for what things can you build out? Do you have separate savings accounts for different things that you're going to maybe you don't have to save for taxes But guess what maybe one day you will be a business owner So teach yourself the discipline to save now to look for reinvestment. I also think is super valuable. So I want   speaker-1 (45:05) team members, for those team members, what side hustle can you create? What side of business can you create? know, and what, what commercial or what even residential property, rental property could you create to give yourself rental income? And there are deductions that come along with that. But if all you do is just do your day to day job, whether you own a business or don't own a business, you're not going to save anything in taxes, nothing significant. got it. You got to create some value in the world out there.   speaker-0 (45:29) Agreed. say deliver the biggest and best value. So you guys teased me. So I want to wrap up our podcast with some things to not be doing. You guys have kind of like a hit list right now of some things, some tips that a lot of us might be doing that are cracking down. I know I have been privy to some of these things as well. So take us away. We'll wrap this up with just some, some of that hit list of what not to do. ⁓ and   you know, as we get in there, thank you guys for sharing all that you have. Thank you for doing a personal session with me already. So I'm excited for the hit list now.   speaker-2 (46:01) So I would say the biggest one that I've seen is the fascination that doctors have with crypto.   speaker-1 (46:01) Go ahead, Brent.   speaker-0 (46:12) Brent, it's because we're bored. We don't know what else to do with ourselves, so we're like, why not throw a little into crypto?   speaker-2 (46:17) Here's the problem. So I have about a half a dozen doctors over last six months. They called me and said, Hey, I put $200,000 into the crypto market, Bitcoin. And I'm like, really? Where did you, where did you write the check from for that investment from the practice? Here's the problem. If that practice is an S corporation and they invest that money in crypto and they hit it big, they could potentially blow up their IRS S corp election.   and the IRS will take it away from you. So if you're gonna do investments, do not write the check from your practice. You can take the money home as a distribution, then put it into crypto, but do not do it through your business.   speaker-0 (47:01) This is a moment where I just had like a, I'm like, good. I'm glad I did that at least right. even knowing. Why is that?   speaker-1 (47:03) Sorry.   So that one, I mean, that one can cause some serious damage. ⁓ But the other ones that I think nobody wants to hear when they're listening to this, and I get in all these battles on social media, Facebook groups and all that. But the two things that come up over and over and over again that everybody's kind of cheating on and they're going to get busted on is number one, paying employees and especially dentists and hygienists, paying them as 1099 contractors.   This is going to get you in trouble not only with the IRS, but with the Department of Labor. And there are some significant penalties. There is a black and white 20 question checklist that the IRS provides. You can Google that. You can find it directly on the IRS website. And it goes through a checklist of yes or no questions to determine if you qualify to be a 1099 independent contractor or if you fit the requirements of a W-2. And to simplify it,   The main thing is the element of control who controls the schedule, who tells you which patients you're seeing and when who's providing all the materials and the tools and equipment. And 99 % of the time, anyone in dentistry falls under the category of an employee. Pretty much have to be a specialist that owns their own separate practice already coming in part time in order for you to 10 99 them. And if you're 10 99ing them, you're 10 and you have to do it to their business. The other thing that doesn't work is when, you know, they're like,   Oh, I'm an individual doctor. I'll just set up an S corp and you can 1099 my escort. The IRS is not stupid. Again, they're they're looking at what are your what is your role within that that place that you're receiving the income from the revenue from. So anyway, everybody hates that. But I'm telling you, I   speaker-0 (48:58) I   don't think it's a, it's not a good place to play with fire. Um, I have a really, really, really awesome unemployment lawyer, um, and employment lawyer. He represents Uber Lyft Red Bull. He's in, um, San Francisco. If you guys need him, he's amazing. Reach out to us. Hello@TheDentalATeam.com. Um, but he told me he said, Kiera Uber and Lyft, which I personally think I'm no lawyer guys. I'm not there. Uber and Lyft to me are the epitome of 10 99 contractors.   but they are, ⁓ they're coming down, they're cracking down on it. And ⁓ I have heard that it is no longer just a small offense. It's a pretty big offense if you misclassify. To me, really, I'm a risky person, but I believe in being smart and also paying people the way they should be paid. As much as it's not fun, we transitioned our whole company and I just think play that one safe because labor laws are not something to ever mess with, in my opinion.   speaker-1 (49:51) Yep. And you know, the government has shelled out a lot of money through this pandemic and they've got to collect it and get it back. And they're going to get that back from small business owners. And, ⁓ you know, our, our dependent care systems of Medicare and social security are very fragile right now. And that's the one thing they do not want you to screw with. And so they collect that money through W2 payroll. They're going to, they're going to force more and more than everybody's W2, especially in the occupation of dentistry. Second thing is the cars. Okay. Everybody wants to run their cars through the business.   You might be allowed to run a car through your business. It depends on what type of business you're in. If you're in real estate and you're showing houses and you're driving your clients around, you can probably write your car off through your business. But in dentistry, you're going to sit across the table from an auditor and they're going to say, what does a car have to do with the business of dentistry? The IRS tax code says that your business expenses must be ordinary and necessary to the business for them to be deductible.   What does the car have to do with the business of dentistry? How is a vehicle ⁓ justified as 100 % business use as a necessary use in order to do dentistry?   speaker-0 (51:00) What if it's a wrapped vehicle that's marketing?   speaker-1 (51:03) That's different. there are very specific guidelines in the IRS tax code about what is marketing for a vehicle. must be fully wrapped. It can't just be magnets. It can't just be stickers. But it has to be significant that's used for marketing. What we find is not a lot of doctors want to wrap their test up.   speaker-0 (51:23) Because they're ticked off with the patient that Ruekinaal didn't go super well and they're cutting people off on their drive home and you don't really want your flashy business to be that car.   speaker-1 (51:31) Right. I mean, and to make it legitimate, mean, the car has to be legally registered in the business name. It has to be covered under business insurance, not your personal insurance. The loan has to be under the business name, not your personal name. And there's a, you know, most people are not doing that. They're doing, they're buying it personally. They're just making the payment out of their, out of their business. And they think that they can deduct the whole thing. And this is not true. There's even greater scrutiny if the business tries to buy, if the dental business tries to buy a vehicle.   and depreciate it, take it as 100 % use. So I know people hate to hear that, but I would just caution everyone listening, stay away from 1099 and cars in your business. But everyone's.   speaker-2 (52:12) doing   it!   speaker-0 (52:13) I heard a really great quote one day and they said Kiera everything's deductible until you get audited and I was like That's really good advice. I appreciate that. So guys, ⁓ Chris and Brent. Thank you guys for coming on the podcast Thank you for being people that I can call Brent. Thank you for being my December, you know midnight hour friend I loved last year. You said care. There's really not much we can do. Maybe we should have done this in January. So ⁓   But truly, I just appreciate you guys helping so many doctors. know you help a lot of our clients. Shout out to those clients that we mutually work together. I love working with CPA companies. I think we're a good peanut butter and jelly together. We help grow the practice, make them more profitable. You guys make sure that their books are in line. Give us the guiding stars of what levers to turn to help the practices. You take care of the taxes. So it's a really good yin and yang and   I hope all of you listening today found a lot of value. Team members, look at this for yourselves. Get the side hustle. I hope this spurred some, some topics, some conversation. Team members, can also help your practices reduce that tax bill. look for ways that you can spend end of year, just different things. So I definitely think team members have a lot of play in this as well. So Chris and Brent, thank you guys so much. It's super fun. If people want to connect with you, ⁓ maybe they're done with their CPA. Maybe they just want to find out if.   There might be another option out there. How can they connect with you? I know you guys specialize in DSOs, larger group practices, but also the solo practices as well. How can people connect if they're interested?   speaker-1 (53:40) Sure, so check us out online at our website, Profi2020.com. That's P-R-O-F-I-2-0-2-0.com. ⁓   speaker-0 (53:47) You did   that because 2020 was such a great year that you guys want to remember. ⁓   speaker-1 (53:53) That marketing plan went out the window. It was 20-20 clarity to give you clarity on your finance.   speaker-0 (53:54) No.   I   just thought I'd throw it out there. So no one will forget Pro-Fi 2020. 2020 was most memorable year guys. Don't forget it. They don't want to forget it ever.   speaker-1 (54:07) We have tons of free videos, a lot of great content on there. Check us out on our YouTube channel, all social media, know, at Profi2020. We're very easy to find. ⁓ But we're managerial accountants. It's way different than financial accountants out there. Make sure you look up that difference and know what you're asking for. ⁓ And we always do free consultations for anyone who would like it.   speaker-0 (54:29) Awesome. Well, Chris and Brent, thank you again so much, guys. Go check them out, Profi2020. Chris and Brent, they are the owners of the organization. So super grateful for you guys coming on here.   Kiera Dent (54:38) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene   onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

0:14:27 Forrest and Sheena 0:35:22 Laura and Birkan 56:22 Call Us! Musical Question --- You can gift the gift of gay all year round!  ⁠https://www.patreon.com/RealityGays/gift⁠ JOIN RealityGays+  + Patreon ⁠⁠ ⁠⁠⁠⁠https://www.patreon.com/RealityGays⁠⁠ or  + Supercast ⁠⁠ ⁠⁠⁠⁠https://realitygaysmulti.supercast.com/⁠⁠  + Apple Subscriptions https://podcasts.apple.com/us/podcast/reality-gays-with-mattie-and-poodle/id1477555097  +Watch us on video ⁠⁠www.youtube.com/@RealityGays⁠⁠ Click here for all things RG!  ⁠⁠⁠https://linktr.ee/RealityGays⁠ COME at Mattie on Cameo!  https://v.cameo.com/e/jnrS9iCLi0b To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Episode title: "Use Caution When Opening Overhead Bins” Lisa and Daniel visit an Igbo King. Emma's secret leaves her future with Ziad in jeopardy. Aviva presses Stig for the truth. Forrest plans a special day for Sheena. Elise prepares to meet her Australian boyfriend, Joshua. -- You can gift the gift of gay all year round!  ⁠https://www.patreon.com/RealityGays/gift⁠ JOIN RealityGays+  + Patreon ⁠⁠ ⁠⁠⁠⁠https://www.patreon.com/RealityGays⁠⁠ or  + Supercast ⁠⁠ ⁠⁠⁠⁠https://realitygaysmulti.supercast.com/⁠⁠  + Apple Subscriptions https://podcasts.apple.com/us/podcast/reality-gays-with-mattie-and-poodle/id1477555097  +Watch us on video ⁠⁠www.youtube.com/@RealityGays⁠⁠ Click here for all things RG!  ⁠⁠⁠https://linktr.ee/RealityGays⁠ COME at Mattie on Cameo!  https://v.cameo.com/e/jnrS9iCLi0b To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Elise wants to show us her nipples; Forrest and Sheena get engaged; Lisa and Daniel go to see KING DON SYLVESTER NWEKE. For their buy 1 get 1 50% off deal, head to 3DayBlinds.com/CRAYCRAY.   Head to ⁠⁠Marley⁠⁠Spoon.com/⁠⁠offer/CRAYCRAY⁠⁠ for 45% off your first order and free delivery.  Head to ⁠Ollie.com/CRAYCRAY⁠, tell them all about your dog, and use code CRAYCRAY to get 60% off your Welcome Kit when you subscribe today!   Sign up for our premium podcast feed with 3x the content! Just go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.realitycraycray.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for a 30 second sign up for as little as $5, or if you already have a Patreon account, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://patreon.com/realitycraycray⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.  Other Links: Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Leave us a review: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/review-us⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Gift a Subscription: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/gift⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Elise wants to show us her nipples; Forrest and Sheena get engaged; Lisa and Daniel go to see KING DON SYLVESTER NWEKE. For their buy 1 get 1 50% off deal, head to 3DayBlinds.com/CRAYCRAY.   Head to ⁠⁠Marley⁠⁠Spoon.com/⁠⁠offer/CRAYCRAY⁠⁠ for 45% off your first order and free delivery.  Head to ⁠Ollie.com/CRAYCRAY⁠, tell them all about your dog, and use code CRAYCRAY to get 60% off your Welcome Kit when you subscribe today!   Sign up for our premium podcast feed with 3x the content! Just go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.realitycraycray.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for a 30 second sign up for as little as $5, or if you already have a Patreon account, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://patreon.com/realitycraycray⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.  Other Links: Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Leave us a review: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/review-us⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Gift a Subscription: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://realitycraycray.com/gift⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices