Season 2. Ep. 5 Medspa Hiring & Compensation: Skills, Performance and Retention

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Your payroll can either power your growth or quietly bankrupt your med spa, and the difference often comes down to how you hire and how you pay. We get blunt about why staffing in medical aesthetics is nothing like staffing a hospital: your providers are expected to deliver great outcomes and also convert consultations, retain clients, build treatment plans, and drive revenue in a competitive market.

Ashley James, Founder and CEO of DermAesthetic Consulting Group, talks through the real-world compensation gap that surprises new owners, why underpaying leads to constant poaching, and why overpaying without accountability wrecks your margins. You’ll hear practical ways to protect your investment in training, plus how culture actually reduces turnover when competitors try to buy your team. We also cover the mistake that takes down promising practices fast: overhiring before patient volume is there, instead of scaling staffing based on booking demand and capacity.

Then we get into the risky stuff owners don’t talk about enough, including compensation structures that can violate corporate practice of medicine rules depending on role and setup. We lay out a cleaner approach using KPI bonuses and key performance indicators like consultation conversion, retention rate, retail-to-service sales, and revenue per hour, along with strategies to cap incentives while still offering a strong earning path.

If you’re building a med spa team or trying to stabilize one, hit play, take notes, and share this with an owner who needs it. Subscribe for more, leave a review, and tell us: what’s the hardest position for you to hire right now?

Key Takeaways:

• Performance vs Skills 
• Learn Compensation Model Do's and Don'ts
• Why Culture is important for practice growth
• Staffing Model for Startups, Established Clinics, and Growth
• When to hire

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Transcript

Welcome And Why Hiring Matters

SPEAKER_00 0:00

Welcome to MedSpa Unlocked, the podcast for ambitious medical spa owners who want to build, scale, and dominate in the world of aesthetics. Each episode delivers the strategies, tools, and insider knowledge you need to create a thriving multi-million dollar practice. Hosted by Ashley James, known to many as AJ, former award-winning multi-practice aesthetic owner and operator, international speaker, sales and business mastery expert, and best-selling author of the MedSpa Growth Formula. AJ is also the founder and CEO of Derm Aesthetic Consulting Group and the visionary behind MedSpa Business Builder, a cutting-edge performance and sales system that accelerates growth and drives real results from medical aesthetic practices. Today, she's one of the most highly sought-after aesthetic practice consultants in the nation, widely regarded as one of the industry's top authorities, and she knows exactly what it takes to rise above the noise, outpace the competition, and build a truly profitable, sustainable business. Join AJ and industry leaders as they unlock the secrets to success in aesthetics right here on MedSpa Unlocked. Now, let's get started.

SPEAKER_01 1:12

Hi everyone. Welcome back to another episode of MedSpa Unlocked. I'm your host, Ashley James, known to many as AJ. This

Aesthetics Requires Sales And Retention

SPEAKER_01 1:20

is a great episode. If you are a new practice owner or even established practice owner, this is an episode you're not going to want to miss because we are digging into hiring and staffing in the aesthetic industry. We're going to really dive into why hiring aesthetics is different than hiring in traditional medical roles. You know, this whole season we've been talking about really making sure that your new business is set up for financial success. As I've said before, more than 40% of practices fail their first year due to lack of planning and not having the right financial plan. There's a lot of expenses that go into launching a practice. And one of those expenses is hiring your staff. And without understanding really how you should be hiring and knowing the right expectations in this industry from the aesthetic industry versus the medical industry, is going to just really make sure that you're positioned for success. If you don't hire the right way, if you don't understand the things that I'm going to teach you in this episode, it can create culture issues for your business. It can be extremely costly for your business, or it can be a situation where you just struggle to retain staff. So if you're a new practice owner or even an established practice owner, um, this is not an episode that you want to miss. So again, why is hiring in the aesthetic industry so different from traditional medical environments? Having the skills as an aesthetic provider is just not enough. When you're hiring your nurse practitioners, your PAs, your RNs, your aestheticians, you also need to be hiring for their ability to be able to retain clients, be able to develop full treatment plans, be able to really develop these strong relationships and then produce revenue for your business. At the end of the day, this practice, your practice is still a business. And so if you have a provider that just doesn't feel like sales should be something that they are responsible for, or if they are not good or strong at sales, this isn't the role for them. It just isn't.

Real Pay Expectations In Med Spas

SPEAKER_01 3:24

The other reason why this industry is very difficult as far as hiring goes is because the compensation for an aesthetic provider is much different than traditional medical providers. And if you're a new business owner and this is your first business, this may be an area that you're completely naive to. This might be an area that you're not even anticipating is going to be an issue. But the reality of it is aesthetic providers sometimes make 100% more than what they would in a clinical setting or a hospital setting. And so because they are expected to not only have the best skills, but because they're typically investing in that education, they're typically investing in that skill set and they want to be compensated for it. But the reality of it is too, is that if they're if they're producing revenue for the business, um, that also has a lot of value to the practice. So, you know, essentially, let me just kind of break it down. If you're a nurse in the industry, um, a traditional setting, a nurse with five years of experience could be making anywhere from $75,000 to $90,000 a year. But in the aesthetic industry, if you have five years of experience and you're able to sell and produce revenue for a practice, some aesthetic nurse practitioners can make up to $200, I'm not nurse practitioners, but RNs can make up to $200,000 a year. So, new owners, if you're developing a financial plan, maybe you're only allocating $75,000 or $90,000 for that provider when in reality they should be paid a lot more. And the reason that this is important is because these providers know that. So if you're hiring somebody and you're not paying them in a competitive way, it's very easy for them to be recruited by another competitor. And at that point, then you're starting over from ground zero and having to get them familiar with your business again and having them train the way that you want them trained, only to have them leave and not be able to retain them as an employer. So being able to compensate your aesthetic staff is very important, but being financially prepared to do that. I see a lot of practice owners who, you know, will have enough operational cash to get them through the first three to six months, but it ends up not being enough if they don't realize what compensation for their employees should look like. So if they're undercompensating and then they're trying to add more to make themselves competitive to keep their employees, this is where they can get very upside down. It can also create financial issues if you do have a performance-based employee and you're compensating that employee that way, but then you're not actually holding them accountable to the performance and the expectations that you've aligned for them. Um, so really, you know, going into this, you have to be prepared to understand that in the aesthetic industry, your medical providers, your nurse practitioners, your PAs, your aesthetic nurses, your aestheticians are paid a lot more than they would be in a traditional setting, like a hospital or a family practice facility or an aesthetician in a spa. Um, number three, I would say that there's a lot of hiring risks in aesthetics. Um, these are areas that a lot of owners are not uh familiar with or even anticipating. And this is something that you really need to be aware of and prepared for when you're financially planning for your business. Um,

Training Investment And Retention Protection

SPEAKER_01 6:43

there's a high investment into training. And I always tell my clients, training is not should you do it or should you not do it. You absolutely should do it. You should be always investing training into your employees, whether it be clinical training, whether it be sales training, whether it be brand education. You have to constantly be educating and training your providers so that they have the best skill set, so that they understand what's new in the industry, because that's what your clients are going to be attracted to. And ultimately, their skill set, their before and after pictures, the social proof they're able to provide for your business is essentially what draws these clients to your practice. Um, so if you are, you know, investing a lot of training, you know, there's a risk in that because if you are not compensating them right way, or if if the culture is not the right fit for them, they easily can go get a job somewhere else. And then you've lost that investment in training. So what I like to recommend, and this is stuff that our company does a lot, is when you are bringing on employees and you're going to be providing training to that employee, wrap some type of a term in the employment contract that requires them to stay with your practice for a certain period of time. Otherwise, they would have to reimburse you for training. Or one of the things that I've been doing lately is having the employee pay for their training and then the company reimburse them after they've been with the company for a period of time. That helps to make sure that the employee feels supported and that their training is important. It allows them to continue getting training, it allows them to have the best skill set, but it also adds a level of protection for the business where you're not just training an employee to become the best of the best, only to lose them to a competitor. Another risk that I see with HR and hiring is just again going into retention. You know, you are constantly having employees in this field wanting to make as much money as possible. And if you have an if you have a competing business who's been around longer than you and is generating more revenue than you, they may be able to afford more than you can. And so, you know, let's say you have a nurse practitioner that's making $200,000 a year, and then a competitor offers them $350,000 a year. That's a no-brainer. That nurse practitioner is most likely going to go to that competitor. So competition is extreme in this field. And so making sure that you are compensating your staff the right way, but in a way that motivates them, appreciates them, shows their value is very, very important in making sure that you retain your staff.

Culture Beats Poaching And Turnover

SPEAKER_01 9:16

One of the ways that you can retain staff is just by having a better culture, you know, having a culture that sets clear expectations, that that accounts for accountability. You know, there's coaching that's involved, not just managing, um, having recognition for performance, you know, a team that feels supported, challenged, and valued is more likely to love the culture and stay with your company than a culture that just provides free lunches or rep trainings now and again, or with management who just don't like to have hard conversations. So, you know, culture is very, very important to a business. It's very, very important to employees. You are more likely to retain an employee, an employee, and keep an employee despite a higher compensated offer. If they love working for you, if they love the culture, if they have positive relationships, they feel valued and appreciated and seen in your practice. So investing in your culture and investing in team building is also a great way to just keep that employee retained and not have that risk of them leaving. But it's a big risk. That's a risk with this industry. Um, compensation and growth, you know, um, this is this is a subject that I feel is very near and dear to me. Um, we've already kind of talked about how providers in this space are compensated a lot more than, you know, traditional medical facilities. But that's because you need to be able to develop compensation in a way that rewards for production. You absolutely could offer an employee a base salary and they work 40 hours and they're happy with that. But I find that in this industry, the successful providers that are really performing, they're money motivated. And nowadays, these providers are very much aware of the opportunity that they have and the amount of money that is available to them. And so if you're offering just a base salary, that's most likely not going to cut it. Um, you need to be offering uh compensation plans that have competitive salaries, have performance-based incentives, and really give them a clear path for growth, earning expansions, and then also leadership opportunities. Um, people don't just leave for the money, they leave for lack of opportunity and leadership. And again, a poor culture.

Avoid Overhiring And Build By Demand

SPEAKER_01 11:36

A big mistake that I see new owners make is, you know, hiring too soon as well. So not only do we have to hire better employees, we have to hire for skill set and their ability to perform and build strong relationships, but we don't want to hire too soon. And so unfortunately, I see a lot of practices filling every role that they think that they are going to need and have, and believe with the mindset that if I have the staff, then then the patients are gonna see that I have this amazing staff and then they're just gonna flock to my business. And that that just couldn't be farther from the truth. What I always recommend when I'm launching a new business for one of my clients is let's start with what we need, right? We don't need to have two nurse practitioners and three nurses and four aestheticians. We don't need that because we don't we don't have the patient volume for that, right? So if I have a practice, for example, that is doing injectables, um, you know, PRP, microneedling, a little bit of wellness here and there, let's say we have three exam rooms, I'm gonna be starting that practice with a full-time nurse practitioner, a patient coordinator, maybe a part-time RN and a full-time esthetician, depending on the state. Um, and then once we really build some volume with our patient base and my main providers are booked out 70% of the time, at least three to four weeks in advance, that is when it gives me the that's when it gives me the notion that it's ready to expand the staff. And I think when owners do it that way and you progressively increase your staff, uh, that is a safer way from a financial aspect, especially during the first critical year you've opened your business. So um, and and these roles, you know, they have to be filled with people that believe in your brand, that again can build relationships and not just hiring them because they have skills, not because they have been to the best trainers in the industry. They have to have that plus be able to build strong relationships. Um, many owners overhire before revenue is even there to support it. And I can't tell you how many practices I've heard about that that literally end up bankrupt with no money because they are spending so much money in their staff and they're just don't have the revenue to support that. That's another reason why you want to hire not only with a base salary, but also with bonus incentives tied to performance. So, you know, going into that, hiring based on resume alone is not gonna cut it. Um, you need to be hiring with a performance mindset. That needs to be true for your nurse practitioners, your medical doctors, your aestheticians, your laser technicians, your patient coordinators, your medical assistants, everyone in the practice that is patient forwarding needs to have the mindset that this is a performance-based business and that our job is not only to earn business, but to grow revenue, grow the practice. Um, it's not just about sales, it's about relationships, it's about good before and after photos, it's about how we follow up with patients, about it's about how we're invested into our patients. Um, and that's

Resume Versus Performance Hiring

SPEAKER_01 14:52

really what you need to be hiring for. So, you know, what a resume tells you is essentially their education. It tells you their certifications, years of experience. But what it doesn't tell you and what makes it really hard to hire in this industry is can they sell? Can they retain patients? Are they likable? Are they coachable? Are they easy on being able to take feedback and make changes? Um, are they producing revenue? These are the things that make an employee a good employee. And if they are just really good at their skills and they're real they have a lot of certifications, but they can't sell and they can't retain patience, then this is not the role for them, and these are not the people that you should be hiring.

Fix The Systems That Leak Revenue

SPEAKER_00 15:38

If your practice is generating revenue, but not at the level you know it should be, if you're feeling stuck, plateaued, or frustrated watching opportunity walk out the door every single day, it's time to look at what's really holding you back. Because let's be honest, it's not a lead problem, it's a systems problem. And that's exactly what we fix at Dermasthetic Consulting Group inside our 90-day scale program. In just 90 days, we'll come into your business and identify exactly where you're losing revenue, whether it's your consultations, your team performance, your pricing strategy, or your operations. Then we fix it. We retrain your team, rebuild your consultation process, optimize your systems, and implement the strategies needed to drive consistent, scalable growth fast. We have helped practices double their revenue in as little as 90 days, and we can show you exactly what's possible for your business. If you're ready to stop guessing, stop spinning your wheels, and finally unlock the growth you know is there, schedule a strategy call today.

Entitlement And The Percentage Pay Trap

SPEAKER_01 16:47

It's hard to do that, right? It's hard to find the employees that can do all of those things because at the end of the day, you know, you are gonna have nurses that are flocking to the aesthetic industry because they know how much money is available to them and they think that they're entitled to it. They think that because they went to a weekend Botox course, that they automatically should be making $200,000 a year. Um, and part of that entitlement comes from really how this industry started. Um, I think, you know, 20-some years ago when this industry was really starting to boom, a lot of owners didn't really know how to compensate employees, right? So they were compensating these nurses and compensating these aestheticians as if they were salon employees, which, if you know anything about salons, you know, hairstylists and aestheticians and waxers and massage therapists, they do make a percentage of the revenue that they bring in. So if they're doing a facial treatment that's $100, they could be making 40% of that or 50% of that. And so going into the aesthetic industry where you have much higher ticket sales where like your diamond glows are $225 or your BBL is $600, paying these employees 30, 40%, 50% just doesn't make sense. But because so many owners did that in the very beginning, you have a good majority of people in this space thinking that that's what they are entitled to. Um, I do interviews all the time trying to place people for my clients' practices. And this is one of the first things that I often dig into is what their expectations are. Because if I run into somebody that's got 20 years of experience and they believe that they're entitled to 40% of the revenue that they're doing, it's just not gonna work out. At the end of the day, you know, maybe if the employee is actually bringing people to the practice, there can be some additional compensation for that. But at the end of the day, they're usually not. You know, you're paying for the marketing, you're paying for the advertising, the brand identity, you're doing everything that you can to drive patient interest to your practice. And at the end of the day, these providers are performing a service and they're graving great results, and that's their job. It's also their job to perform. But um, we are seeing this industry really have a lot of entitled providers. Um, I literally was interviewing an esthetician last week for one of my clients in Denver. And this esthetician on paper, again, resume doesn't tell the tell the whole story. She looked amazing. She was certified in so many different laser modalities. Um, she was, you know, trained in all the skincare lines that this practice had. Um, she had 20 some years of experience. And on paper, she looked great. And immediately digging into her interview, she believed that she should be compensated about 40% of what she's bringing in or the services that she's performing, not necessarily bringing in just if she's doing a $600 BBL treatment, she believed that, you know, 40% of that should be hers. On top of it, she was being paid a base salary of $27 an hour. And so, you know, going over this with her, I I literally kind of broke it down with her. I'm like, okay, so you're making $27 an hour, working 40 hours a week, you're making already $1,080 a week. And she's like, yeah. And so then I said, So you're telling me that if you are doing, you know, a $600 BBL treatment, you're getting 40% of that. You're getting $240 plus your $27 an hour, you get $267 an hour. And she's like, Yeah. And I, and I told her, I said, well, one, I said, you know, that is not industry standard anymore. If that's what you're being paid right now, stay there. Because the practice either doesn't know that that is, you know, one, illegal, yes, illegal, and two, is not financially smart. And then as I got into the conversation with her, one of the reasons that she was looking to leave is because, you know, she didn't have a lot of opportunity there. The practice couldn't afford to bring in other modalities that she wanted to do. She, they wouldn't bring in the skin pen, they wouldn't bring in, you know, um another device that she wanted to use. And I'm thinking to myself, of course not, because they're paying you so much money they can't afford to. Um, and so it was just, it was just very interesting. And, you know, the reality is these these providers don't often know what goes into running a business. They don't see the costs. So um you you have a big percentage of this industry where providers have been spoiled. Um, they've been in the industry for a very long time and they were paid this way because the owners just didn't know. And so now, you know, when they're looking for other opportunities and then they run into someone like me that's like, I'm not paying an aesthetician $300 an hour, they feel like they're not valued. They feel like they're not appreciated. In reality, it's just not smart business. I'm sorry, an esthetician who has gone to school for six months, I don't care how many years of experience you have, should Not be making more than a medical doctor. Sorry, that's just how I feel. Um, I had another situation where I had an RN who had been in the field for maybe two years and she was, you know, thought she should be paid 40% of everything that she was doing. And let's talk about that, guys. If you're a new

Why Percentage Pay Breaks The Math

SPEAKER_01 22:20

business owner, most likely you don't really know the costs of what it takes to offer these services. So let me break it down for you. If you've got an injection nurse and she, let's say, has a patient that comes in and they do three areas of Botox, right? It's about 20 units, 20 units, and you know, maybe a total of 55 units for the basic three, right? Let's say on a high end, a high end, because Botox is very competitive, you're charging $14 a unit, right? That's a $770 treatment that you just provided to that patient, right? Let's say you add on two syringes of filler, let's add on $1,400. So that patient is going to pay the practice $2,170, right? Sounds great. Well, the reality of it is your cost is going to fall around $45 to 50%. So let's just say 50%. So actually you're profiting $1,000, about $1,000, about $1,085 for that treatment. If you have a nurse that thinks that she's entitled to 30% of that, that means that you're paying that employee $325 to administer that Botox and Derma filler appointment. And at this, at what that breaks down to now is you have made less than she has for that treatment. It just doesn't make any sense, guys. Um, it just doesn't make sense. So now you you are taking home around $600 for a $2,100 treatment. You just can't scale this way. And at that point, you can't be paying your nurses $325 an hour. Let's just say in that scenario, that nurse had six treatments, the exact same treatments that day. Let's multiply that by six. That's $19, basically, basically $2,000 a day. Five days a week, that's $9,750. That is $507,000 a year, guys. Now, do you think that a nurse should be making $500,000 a year? I don't, with two years of experience, I don't. Now, where I can see this making sense is if that same employee was generating millions for the practice. So when I'm looking at compensation, I also want to make sure that my employees are producing. So if I'm paying someone $500,000 a year, that employee should be bringing in at least $2.5 million alone. So if you're not compensating the right way, if you're overcompensating your employees and not tying it per two production, this is where owners can go upside down financially. Statistically, your HR, your employee cost should be around 25 to 30% of your business costs. I typically like to be pretty lean and I try to keep my practices at 20, 25%. But I'm really good at developing compensation structures that have a good, healthy base salary to create stability, but then tying in that performance to how they bonus and how the additional revenue that they make. Now, you heard me say that paying a percentage to an esthetician,

Corporate Practice Of Medicine Warning

SPEAKER_01 25:42

like 30, 40%, or even paying 30 to 40% on production to a nurse is illegal. That's true. Let me say that again. If you are paying your nurse, your RN, or your aesthetician, or any other non-medical provider in your practice a percentage of the revenue, that is a violation of the corporate practice of medicine, and that is illegal. And here's why. Even though you own a med spa, it is still classified as a medical facility. And it is illegal to compensate employees that way. Now, a nurse practitioner or a medical doctor or a DO can be, you know, bonus or paid a percentage of their receivables, but not a non-medical provider. So if you are paying your employees that way, you are violating the corporate practice of medicine. So the next question is how do you compensate

KPI Bonuses That Keep It Legal

SPEAKER_01 26:34

them? Well, you tie it to KP KPIs. Um, what are KPIs? They are key performance indicators. And KPIs that I like to follow would be consultation conversion out of 10 consultations, how many consultations are converting into revenue-paying clients? Retention, what is your retention percentage? How often are your clients coming back to the practice? What are your retail sales compared to your service sales? What is your revenue per hour? And then what I like to do is I like to tie a bonus to achieving those KPIs. So maybe I'm maybe I'm paying $300 for an 80% retention rate. Maybe I'm paying $300 for a revenue per hour of like $500. Maybe I'm tying a $300 bonus to whatever the KPI is. And then as those KPIs are achieved, that totals their monthly bonus. That is a way to incentivize your staff, give them more than just a base salary, but also ensure that they are producing and having productivity within the practice. So if any of that resonated with you, if any of that is like, oh shit, you need to give me a call and we can help you deal with that. But that's a major issue in the industry. And that is another reason why it's so difficult to hire in aesthetics versus regular traditional medical settings, is because the compensation, if not done right, um, it can violate the corporate practice of medicine depending on your structure, and it can create massive financial instability with the practice without even realizing it, guys. So um and

Capped Incentives And Competitive Ranges

SPEAKER_01 28:11

more importantly, when you are overcompensating or you're not tying your compensation into performance, um, it really hinders your ability as a practice to scale. So, again, the right way to compensate is base salary and performance. Um, and and just another little advanced strategy that I use, um, that can get out of hand too, you know, based on performance. And so I typically like to cap that. And I like to give, for an example, a hefty base salary. Let's just say for a nurse, I like to give her a hefty base salary of like $85,000, $90,000 a year, and then give her the opportunity to earn up to 100% of her salary or even 125% of her salary. So the the bonus itself or the compensation is capped at like 180 to you know 200,000. So at the most, she's making, you know, $250,000, $290,000. So that aligns in the industry versus like paying a nurse $500,000. So, and that's that, that's that's that's typically what nurses in this industry are being paid. If you are an aesthetic nurse with a lot of experience and a lot of skills, and you have the ability to really build your clientele and produce revenue for the practice, these RNs are making, you know, $200,000, $250,000 a year. If you're a nurse practitioner and you have all of that as well, you could be making well over $350,000 a year. And that's a real reality. And that reality is why a lot of owners in this space find it difficult to hire because they are not offering compensation plans that are competitive. They're going into this as a new owner, offering a nurse, you know, $75,000 a year, offering a nurse practitioner $120,000 a year. If you are lucky and you retain somebody at that compensation level, you're at risk to

Financial Planning For Year One Staffing

SPEAKER_01 30:00

losing them to a competitor who will pay them more. Or, you know, not, and then at that point, then you're having a culture issue. Then you're constantly having employees that are leaving and you're not creating stability for the practice and your patients feel that. So, you know, at the end of the day, you don't scale by hiring more people. You scale by hiring the right people and maximizing their performance. But ultimately, if you want to thrive in this industry as a new practice, you have to properly financially plan for this. You have to financially have enough money set aside or in your financial projections to be able to hire uh competitively, um, to be able to afford that staff while you're ramping the business up. Because in the beginning, again, your HR is going to be the most expensive overhead that you have. You could be spending $20,000, $30,000, $40,000 a month in HR and not even making $60,000 a month. So you have to prepare for that ramp up. You have to have enough cash set aside to support the employees while the business business is ramping up and generating revenue. And again, another key point don't overhire, don't hire more than what the schedule and the patient volume allows for. Um, and then just making sure that you're not overcompensating by violating uh the core practice of medicine or, you know, paying a hefty percentage. Now, one thing before we close for the day, you, you know, if you want to tie performance based on overall revenue, you can do that. But it's the way that it's structured that needs to be set correctly so that you are doing this legally. Um, guys, I hope that that puts some light into your day on, you know, really kind of understanding why hiring an aesthetics is so different from traditional medical offices and why, you know, it can be a

Key Takeaways And Next Steps

SPEAKER_01 31:52

challenge. It it you have retention, you have performance incentives, you have to make sure that your employees are the right employees. You're not just hiring for skill set, but you're hiring for performance. Um, what we covered is just one of the most important, if not the most misunderstood area in a business for a successful practice. Hiring in this industry, again, is not just about filling a role. It's about building a team of revenue dating generating professionals. It's really about connecting, converting, and creating long-term relationships, even down to your patient coordinator, guys. We're not hiring just to answer the phones for our patient coordinators. Our patient coordinators have to build relationships. They have to qualify, they have to ask questions, they have to be able to overcome price shoppers. And so there's a skill set there, guys. And if your team doesn't have that skill set, then that is where you need to invest in training. Um, that's how you're gonna motivate your staff. That's how you're gonna uh make sure that they're performing. That's gonna how you're gonna be able to scale the practice and build a culture that your patients want to be a part of. If you're hiring wrong, everything suffers. Your culture, your profitability, your ability to scale. So when you do it right and you pair the right people and have the right training and the right compensation structure, that's when your business truly takes off. All right, guys, I hope you learned something today. I hope you'd enjoyed this session. Um, for a full transcript of what we discussed today, check out the notes in this podcast. If you're interested in learning more about hiring the right team or just need help recruiting or structuring compensation correctly, visit our website and schedule a component strategy call with me today. Until next time, guys, have a great rest of your day.

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Thank you for listening to MedSpa Unlock. True success in aesthetics is never accidental. It's the result of vision, precision, and disciplined execution. If today's episode resonated with you, we invite you to subscribe so you won't miss future conversations and to continue unlocking what's possible for your business, your brand, and your legacy. For more resources, education, and strategic support, visit us at dermastheticconsulting.com or connect with us on social media at Dermasthetic Consulting. And if you're ready to take the next step in building your aesthetics practice the right way, we'd love to help. Until next time, lead with intention, operate with excellence, and never stop evolving.