Interview with Weave CEO Brett White

Explore the life and career of Brett White, CEO of Weave, an AI-powered platform designed to support small and mid-sized medical practices. Brett shares his formative experiences growing up in Northern California, working on a farm, and benefiting from his father's career as an airline pilot. These early influences instilled in him a strong work ethic and an  appreciation for the value of hard work and simple living, shaping his approach to leadership and innovation in  healthcare.

We  trace Brett's professional journey, starting from his decision to study business economics at UC Santa Barbara, leading to a career in accounting with Arthur Young, and later transitioning to Oracle. Brett's career trajectory underscores the importance of hustle and results in achieving success. He eventually moved on to become CFO for various companies, including Mindbody, before joining Weave. Brett discusses his passion for helping small business owners, particularly doctors, and the satisfaction derived from supporting their success through technology.

In our conversation, we examine the current landscape of small and mid-sized specialty medical practices and how they thrive by focusing on key metrics and efficient processes. Brett explains how technology and AI can enhance efficiency, improve revenue cycle management, and reduce staff workload, citing specific examples like AI assistants automating review responses. Additionally, we explore how modern communication and payment systems can significantly enhance patient experience, reduce no-shows, and streamline collections, ultimately benefiting  patients and healthcare providers. 

Listen in as Brett White provides valuable insights and perspectives on the integration of technology in healthcare and its potential to transform patient care and business operations.

As of March 2025 HealthBiz is part of CareTalk. Healthcare. Unfiltered and can be found at the following links:

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• Apple https://podcasts.apple.com/us/podcast/caretalk-healthcare-unfiltered/id1532402352
• YouTube https://www.youtube.com/@CareTalkPodcast
• CareTalk website https://www.caretalkpodcast.com/

Host David E. Williams is president of healthcare strategy consulting firm Health Business Group.

Episodes through March 2025 were produced by Dafna Williams.

Transcript

0:00:03 - David Williams
Small and mid-sized medical practices need all the help they can get to engage patients, give them a great experience and make money. How do the most innovative ones incorporate IT and AI into their practices to achieve their goals? Hi everyone, I'm David Williams, president of strategy consulting firm Health Business Group and host of the Health Biz Podcast, where I interview top healthcare leaders about their lives and careers. My guest today is Brett White, ceo of Weave, an AI-powered platform to manage small and mid-sized practices. If you like the show, please subscribe and leave a review. Brett, welcome to the Health Biz Podcast. 

0:00:49 - Brett White
Thank you, David, for having me. I'm really excited to be here and have a great chat. 

0:00:54 - David Williams
Outstanding. Let's talk about the early days, and I mean your early days. What was your childhood like? Any childhood influences that have stuck with you through your career. 

0:01:04 - Brett White
Sure. So let's go way back. Pretty normal upbringing, I think. I was raised in Northern California, san Francisco Bay Area. My dad was an airline pilot, my mom was a stay-at-home mom, so pretty normal, I think. 

Starting around junior high I started spending summers working on a farm and it was really hot and it was really really hard work with very down-to-earth people, and that was pretty formational, I think, for me, because I just really learned the value of a dollar and learned the value of hard work, and so if I wanted something, like if I wanted a new pair of boots, I would always say, okay, that I have to prune 87 trees to buy those boots, and so associating hard work with monetary reward was fixed in me at a very early age. And then also I learned that from the farmers that I worked with that simple lives can be very happy lives and these are folks who are just working seven days a week just to feed a family, and they have great families, and so I really got to learn a very different life than I grew up with. And so that was what was pretty, pretty important, I think, for kind of laying the foundation. 

0:02:28 - David Williams
I want to ask you about the airline pilot thing. So I have some friends whose parents were airline pilots and, depending on what airline it was that they flew for, they had some actually variations of perks. Were you one of the high perk kids that got to do things like fly all around the world in first class, or was a different airline? 

0:02:46 - Brett White
Yeah, so my dad was a pilot for United Airlines and the red hot plane back then was the 727. Oh, yes, and that's what he flew till the very end when he flew 747s. But this was back before deregulation. So planes were half empty, half full and anytime you wanted you could just walk up to a gate and back then you had paper tickets. You would just walk up to a gate and get on a plane and there would always be a seat. So you know, my mom would wake up and say, hey, let's go to Honolulu for a few days, and she grabbed my brother and I would just go to the airport and get on the plane. So that was. That was fantastic. It was a great experience. Now, you did get left behind sometimes if the plane was full, but yeah, it was a fantastic part. 

0:03:33 - David Williams
Now that's good, now it's. You know I'm a free market guy, but there are some advantages of regulated industries, at least for the insider ones. So the 727 was the one that had the three, three crew right. It had a navigator, along with the pilot and the co-pilot. And that was one of the advances of the 737. You could get rid of the navigator, yeah, the pilot the co-pilot and the flight engineer. 

0:03:55 - Brett White
And the flight engineer actually fixed the things that stopped working during the flight. Nice, yeah, so, yeah, that was a great old airplane, but yeah, then he moved on to 747 so he could retire at a higher grade. Yeah, that's the way to go, all right. So we got the airlines, we got the farm. Now, how did that drive you into what did you study when you? 

I graduated high school, I took a really hard look at my life and what I wanted to learn and I decided I really wanted to go to school on the beach. So I went to UC Santa Barbara. I had no idea what I wanted to do, but I signed up for a business economics major because business seemed like it sounded like a good thing. Economics major because business seemed like it sounded like a good thing. And I just started taking classes and I did really well in math and accounting. So you know, if you're getting A's in something, you just keep taking those things right. That's better than the thing you don't get A's in. So I did really well. And then my grades. You know, I came to my senior year and it turned out my grades landed me an interview with one of the big firms at the time Arthur Young, which later became Ernst Young and so that interview turned into a job. 

So before I knew it, I was an accountant, I was an auditor and so, yeah, so I started working in San Francisco for Arthur Young and I got exposed to a lot of different industries young, and I've got exposed to a lot of different industries oil and gas and shipping and container leasing and, you know, manufacturing and food production and I had one client that was in technology. It was in tech and what I noticed is that the people working there were the happiest people of any of my clients and they're also the most casual. They're like t-shirts and shorts and I'm like, wait a minute, happy people wearing t-shirts and shorts. This is the life, and this was late 80s. So I decided to see if I could make a go at tech. 

So I didn't want to be an accountant, I didn't want to at tech. So I didn't want to be an accountant. I didn't want to be an auditor, I didn't want to be an audit partner. So I said, okay, I'm going to go see if I can get a tech job. So I joined this small, recent IPO software company about $300 million in revenue called Oracle, and I then spent 10 years there and, wow, what an amazing experience that was, but that's how I kind of got into tech. 

0:06:33 - David Williams
Yeah, that sounds good. You know I get this theme of like the casual you know casual environment, like whether it's the beach or the tech firm, but then working pretty hard Once you get there. That seems to be the theme so far, if I'm deriving one. 

0:06:48 - Brett White
For sure I mean one of the things that I learned at Oracle very quickly is that hustle matters and it matters a lot, which was kind of aligned from my farming background, because the crops don't wait. 

So if it's time to harvest, it's time to harvest. So I learned early that hustle matters a lot and you don't defer something till tomorrow that you can just squeeze in today. And throughout my career there I was able to advance pretty rapidly and pretty consistently and it all came down to just hustle. And so I've kind of translated and then also just really that results really matter. And so at the time I was at Oracle, they were hiring MBAs into their corporate finance rotation program and I didn't have an MBA and I just noticed that, based on just hustle and results, I was getting being given opportunities and advancement that they were not. 

So I'm like, okay, well, it seems like actual results matter. So I'm just going to keep doing what I'm doing and I was being asked to do a lot of things. I had no idea what to do. My first seven years my job was to set up Oracle subsidiaries throughout Latin America, the Middle East, africa, india. No idea how to do that. But I realized that once you kind of get over the fear that you don't know what you're doing, if you just put your head down, think it through, you'll probably come out with the right answer. So you know, just hustle and results and not being scared of stuff that you had no idea what to do worked out pretty well for me. 

0:08:39 - David Williams
Yeah, all right. Well, it sounds like a good formula, simple enough, but not so easy to pull off in practice. Well, let's talk about Weave, and I'm interested to know how you got interested in this in the first place, because it wasn't the most obvious next step. Maybe there's a good explanation for that, but I wonder how you got there, how you decided to embrace Weave. 

0:09:02 - Brett White
Sure, so I end up spending well. I've been in software now for 35 years and I I started my career selling databases to large corporations. So it's a great business, loved what I learned there, but I decided I wanted to be a CFO. So at my 10 year anniversary at Oracle, I left and I went to be a CFO at a couple of different companies. But about 11 years ago I landed a company called MindBody, and MindBody makes software for the fitness industry. 

So think yoga studios, pilates studios, salons, things like that Small businesses. These are very small businesses and I just really, really loved helping small business owners because they're trying're trying to make a living, feed their family, practicing their passion. Um, in the case of weave, our, our customers are are usually generally doctors, and so they've spent their lives, you know, studying and training and getting certifications to to practice their craft, and there's no, there's no plan B for them. This is it, and so their business has to be successful. They can't just go do something else. So helping them, helping the small business owner be successful, is just super energizing and motivating for me and my team. 

So you know, I spent about eight and a half years at MindBody. We sold it to private equity and then one of the one of the early shareholders at MindBody called me and said hey, I'm investing in this company called Weave. We want to take it public. We need an audit committee chairman. Can you please be, would you be interested? And I said, heck, yeah. 

So about four years ago I joined the board, and and, and, and, and, and, and. Here's another SMB company that's focused on helping people achieve their dreams. I'm like this is awesome. I joined the board. About a year or so. After that it was clear that the company needed some help on the leadership side, so I joined as president and COO. A few months after that, I took the CEO role. 

So I've been I've been CEO for about two years and it's it's you know now over a decade of serving small business owners, and you know what we've does is we just kind of take over and help them on everything related to running their business so they can focus on patient care, the clinical side, and let us just help you with easy to use tools, intuitive tools, great support. Let us take the business side, and it's so incredibly gratifying when you get those comments from customers. I mean, we have, you know. We get comments from customers like oh, thank you so much, you helped me run my business. I didn't know how to do this, and now I mean we have. You know, we get comments from customers like oh, thank you so much, you helped me run my business, I didn't know how to do this, and now I can. And I can process more patients or I can provide better patient care. And when you distribute those types of comments throughout the organization, it's like magic. 

I mean the team just really gets fired up about it. 

0:12:07 - David Williams
All right, that's great. You know, I like the path going back to sort of how you got to be running the company. I like the idea of you know sort of start on the board. You get a very good you know overview of what's going on at the business level and then you say, okay, this is what's needed. And then you have, hopefully, consensus among the board that you're a good choice to go and do that. You kind of know what you're getting into and then take it from there. I've seen some of those that don't work out where they said, okay, we can't hire anybody here Like you do it, or somebody wants to do it, but from the right kind of a circumstance, like it sounds like it was for you. I think that's a great way to do it with some of your experience. 

0:12:42 - Brett White
Yeah, and I think that one of the great things about it is the board knew me. They knew exactly what they were getting right, so it wasn't like I interviewed for the job and made a bunch of promises and now I need to prove myself. 

It's like you know exactly what you're getting and that's it, and so it's worked out really well so far and you know, the board and I are still in a great place together and the company's doing really well and the team is fantastic and we continue to grow and add new customers and it's it's been really great. 

0:13:20 - David Williams
So let's talk about. So I'm glad to hear Weave is doing well. Now on the small and midsize practices, however, I hear I don't always hear that they're doing so well, and I don't mean your customers are because of you, but you know there used to be. You know there's a classic sort of you know Marcus Welby, and then everything's part of you know big systems now, it seems like, but not everything. But how are these small and mid-sized practices faring these days? 

0:13:42 - Brett White
Right. So let me you know, there are, you know, in a category where what we would call specialty medical, there's 25 or more of these sub verticals. So there's lots of different types of businesses, the verticals that we focus on dental, optometry, vet, and what I would call smaller category, specialty medical, which would be plastics, med, spa, physical therapy those businesses are, I would say, all doing fairly well. 

And you know we can see the economics and they're doing well because you know we all need to take care of our teeth and our eyes. So they have pretty consistent demand and that is doing great because during. Covid, everybody went and got two dogs right, yeah, yeah. So so actually their problem is managing the volume, not not, you know, attracting revenue streams. 

0:14:38 - David Williams
So so I would say they're all doing pretty well. Yeah, and of course, all what those all have in common just to cut you off for a second is they aren't as reliant on the insurance companies the traditional health insurance companies as most practices, like a primary care practice, for example. 

0:14:54 - Brett White
That's right. Yeah, so dental is, you know they're. A lot of theirs are treatments, treatment plans. You know they do do the cleanings and the checkups and things, but most of their money comes from treatment plans, which are largely out of pocket. Vet is almost exclusively out of pocket. So I think there's a consistent demand and they've been able to navigate the portion of their business that is insurance paid. Also, it's pretty consistent If you're a dentist, you're going to see your patients twice a year for cleanings. You're going to take a look, do some work, fill some fillings, do some root canals. So it's almost like a subscription business, a recurring business, versus like a doctor, which you generally only go when something's wrong. 

0:15:45 - David Williams
Yeah. So what's the key? So all right. So that sounds like you're practicing. I'm glad to hear it, because it's hard to have a healthy company if your customers aren't healthy. So it's good that, unless you're in the bankruptcy field. But and what and what is key to their success? Like I mean, obviously some are doing, maybe the sector is doing well, but but some are doing better than others. What? What does it mean to be successful? What's a successful dental office versus one that's just sort of getting by? 

0:16:13 - Brett White
Yeah, so I think there are you hit it right on the head. 

There are varying degrees of success for these businesses and I think it largely has to do with how professionally the businesses are run. So if you think about the Marcus Welby days, the businesses are run. So you know. If you think about the Marcus Welby days, it's just like the hometown dentist or whatever. Just you know they've got their, their country of patients. They're adding new patients all the time. It's pretty much a run rate business. But then you get other dentists or optos or whoever that's who really lean into. 

I want to build a great business, I want to optimize and they're focused really on key metrics. So you know, for every consult I have what's my conversion rate. You know, and same day conversion rates are the most valuable. So they're very, very focused on metrics. You know what's my time to collect, what's my book to bill. So a lot of they process a lot of data and really have key metrics that they're trying to accomplish. And that's where Weave comes in, because we take over and provide tools to automate a lot of those tasks to just make them more efficient. And we also help them on the revenue management side. So, whether it be payments, collecting payments, administering payment plans, insurance verification, we really focus on doing everything we can to help their business run both more efficiently but also increase revenue so they can focus their time on patient care treatments and their staff. 

Staffing has been very difficult for a lot of these businesses for several years, especially since COVID, and so the more we can do to take mundane tasks off the hands of the staff, the better the job is, the more likely they are to stay, and so this is where AI comes into play for a lot of what we're doing. We're not replacing staff with AI, we're just taking a lot of the mundane tasks away and also transferring some of the tasks. So I'll give you an example. We have an AI assistant that we use for responding to reviews. So you're a vet, you get a review. It says oh, you know, the review says thank you so much for taking care of Fluffy. She hurt me and you guys did a great job, and so some people would respond thank you for the review you. 

But what our tool does? It actually reads the review and it proposes a response that is specific to that. So glad to hear Fluffy is feeling better. Remember not to walk her too much, you know. So provides it, and then it auto provides and you can just read it, edit it and then just hit the send button. So I was talking to one of my customers and he said you know, I spend Saturday mornings responding to reviews because that's an important source of leads for me. He goes with this tool, does this mean I can hand that task over to the front desk team? I'm like yeah, and he's like, oh, I just got my Saturday morning back. So providing tools that help these business owners, you know, improve their businesses, drive more revenue, drive greater patient engagement and actually, you know, get some of their life back, is what, you know, really gets us out of bed in the morning. 

0:19:40 - David Williams
Got it. So I was thinking about you know technology and there's a lot of technology, information technology that's deployed throughout healthcare, and I'm thinking about what's the difference between technology, you know, for a smaller practice that maybe has a single owner, versus a larger kind of a system. And you've partly just explained the difference of philosophy partly. You know getting your life back and being more engaged, you know, specifically with the patients, but how do you think about the difference? 

0:20:08 - Brett White
Yeah. So I think you know the large practices, so let's just say part of a big health system. You know, I'd say the businesses are very similar in the services that they provide. You know they all do the x-rays and surgical procedures and things like that. 

But the smaller practices, they are practitioners, they're not business people. They don't have internal IT, they don't have time to really work with tools that are not super intuitive and super easy to use and they don't have the ability you know really the time to work with organizations that they can't just call immediately and say, hey, I need help with this and have them respond immediately. So I would say that the back office and they also don't have, you know, some sort of corporate structure providing these tools to them and providing them with with guidebooks on how to run a successful practice. So, um, I think the big, the big difference is how the businesses are run and the level of skill and time that they have to run them. And that's that's where we've come to Cause we just we really want to help them there, take that over, do that work for them, um, them, so they can just focus on patient care. 

0:21:20 - David Williams
So I see a number of items that you advertise as part of the value proposition. Some of it is that you'd help to generate reviews from patients, reducing no-shows, improving collections. How does it tend to? Is it basically okay, there's some nice to have, but it's really all about just, you know, increasing the percentage of collections, or like how do those different components play into the value that a customer receives? 

0:21:48 - Brett White
Right. So you know, patient, you know we focus, I would say, in a couple major areas Patient experience, which would be what I would call communication, and engagement. So their requirements have evolved. You expect to be able to text with your dental assistant, dental office. You expect to be able to do that on your time, not on their time. 

You know, my wife pays bills Sunday nights and she expects to be able to pay all my care providers either from a text you know they text us, oh, you owe us 12 bucks she hits pay through Apple pay, done um, or go onto their website and pay through there, you know, or through some link. 

When she's told, oh, you have to call the office and read us the card over the phone during our office hours, and either the phone isn't answered or she gets a voicemail, she gets upset. And then when they say, just take a picture of your credit card and text it to us Right, she knows that's not going to work of your credit card and text it to us, right, she knows that's not going to work. So it's really we focus on patient engagement to improve the experience. I mean, I'll tell you, my wife told me that my dentist is not a Weave customer and the reason is he's in a long-term contract with another provider, so we'll fix that over time. But she said, brett, you need to get a new dentist, yours is too hard to pay. 

0:23:19 - David Williams
Yeah, there you go. 

0:23:21 - Brett White
So that's it. So we solved that problem. We created great experience for the patient. You know it's like, hey, I can't make it tomorrow, I'm texting while I'm waiting to pick up. Johnny, I can't make it tomorrow, I have to reschedule. Okay, here's three options for next week. Do any of these work? Yes, this works. Thank you, done. Look forward to seeing you, boom Done. And so you know, our biggest value that we get, or our customers get, for our product is the telephony. We manage all the phone systems. 

They're very sophisticated with. They pop up the patient's information, their name, their appointments, all this stuff. Missed call texts are huge. 30% of phone calls into these offices don't get answered, so immediately respond. Hi, I noticed you called. How can I help? Appointment reminder texts are a lot of value because that reduces the no-show rate, which obviously goes directly to the pocket. The manual texting back and forth and then payments facilitating payments. I've got one of our orthodontists that we use in the family. I asked him. He's a Weave customer and he says his average days for collection is, you know, four days. 

0:24:39 - David Williams
Yeah. Because, it's all text. Like you owe me money here's a text. 

0:24:43 - Brett White
It's on your phone before you leave the office. Boom, apple Pay Done. I've got another buddy of mine who's not a Weave customer and his collections will be three months, yeah. Because, they send the paper bill, it gets lost. It's my wife again trying to call Sunday night campaign and they have a pretty high write-off rate. So we can solve that. Help them with cash flow, help them with revenue management, which is a big value to the doctor, but also to the practice, but also to the patient. 

0:25:18 - David Williams
Yeah, I'm trying to understand. So some of the examples you've given on the text makes sense, like it's very immediate. If I call you, know I don't get somebody, I'm going to get a text back, but I find I don't default to text. I would rather speak with somebody in general, but it seems that's not the preference of patients. Or is it just that they're conditioned not to expect someone to answer the phone? 

0:25:42 - Brett White
Well, I mean, I think you know the two-way texting. It's asynchronous, right? 

So the thing about a phone call is, someone else has to be available for you to talk to you about what you want to talk about, and so it's an asynchronous conversation. You can just fire off a text real quick when you're ready. They can respond when they're ready. So it's just, you know, very convenient, very flexible. There's also, you know, clarity and record keeping. You have a record of the conversation and so there's no confusion about when the appointment was set. It's just, you know, less pressure on both sides. 

I mean, if you're at the front desk and there's three people standing there and the phone's ringing, you're not going to give you the greatest experience, right? So don't worry about that. I'll respond to a text in five minutes. I don't need to do it now. And then you know, obviously, the multitasking aspect. You can do multiple things while you're waiting for a response. Instead of, you know you, you call it and say I'd like an appointment. Oh well, we have one on Tuesday at four and Friday at nine. Well, hold on, let me check my calendar, let me check my wife. Hold on a second while I see if those work All right, you, you, you explained it. 

0:26:55 - David Williams
I don't know if you sold me, but I understand now why that would be generally the interest. 

0:27:00 - Brett White
It's not for everyone. 

0:27:02 - David Williams
Yeah, exactly, other people can be on the text, so they'll have time to talk to me, right? So you gave an example of teeing up the responses to the reviews, which is something that certainly has been enabled over the past couple of years or so. Probably five years ago we wouldn't have been speaking about that. What's on the horizon? What are the things that are coming that are both kind of cool and also that might be impactful? 

0:27:27 - Brett White
Right. So you know, right now we have these tools which make some of the jobs as easier, of the jobs as easier, and the review one is one of them. But you know, at Weave we have over a decade of phone data phone conversations, voicemails, recordings so we can use that to train our AI models to be able to answer basic questions, you know, over time not yet, but soon on be responsive and take over some of the intake activities, take over some of the question, the texting, so you could actually use an AI tool to respond to questions like my two-thirds what should I do? Or I'd like an appointment tomorrow at four. So there's a large opportunity to use a lot of this stored historical information to learn. It's also there's a great opportunity for determining revenue opportunities. So if you have an AI engine listening to a conversation, they can identify revenue opportunities and provide. 

Hey, you know you had 26 voicemails yesterday. We think three of them are immediate revenue opportunities. Call those back. The other four were for scheduling and the other five or something whatever it is. So analyzing phone calls and voicemails for revenue opportunities is a good one. Another good one is just analyzing team member performance and looking for opportunities for business improvement, opportunities for business improvement. So if you know 80% of your calls are for something administrative, knowing that, understanding that gives you the opportunity potential to adjust how your business is functioning to maybe make those calls go away entirely. Like you know, if 50% of your calls are like I never got the invoice, yeah, wow. 

0:29:35 - David Williams
That that would be good to know right. Never got the invoice? Yeah, Wow, that would be good to know right. Yeah, yeah, yeah, it's either something about the you know something about your invoicing system or, less likely but also important, to know something about your patients. You know something wrong with them. 

0:29:47 - Brett White
And imagine if my wife could just call in on a Sunday night and talk to an AI and say, hi, I need to change my appointment from Tuesday to Thursday and have the AI just come back and say, okay, no problem, I've made that change. See you on Thursday and it's Sunday night at 11 pm. 

0:30:06 - David Williams
Yeah, yeah, nice, okay, sounds good. Well, brett, my last question for you is if you had a chance to read any good books lately, anything that you might recommend for our audience. 

0:30:15 - Brett White
Sure, so I you know, I'll give you a business book which is a classic but I love, and it's Seven Habits of Highly Effective. 

People, stephen Covey. So I love that one and I look back at it every now and then to make sure I'm always sharpening my saw. But I really love US history. But I really love US history. And so a book I read which I continue to be amazed by is a book called Nothing Like it in the World the Men who Built the Transcontinental Railroad and I've spent a lot of time in the Sierras and it's just fascinating to me what they were able to accomplish with the tools they had available back when they built that transcontinental railroad. They basically drilled tunnels through the Sierras and you know the fact that they scouted it out on horseback and then you know, decades later, that's where they actually ended up building the freeway, with the benefit of satellites and all those things. I'm like, wow, it's just amazing. So that is a very cool book. 

0:31:11 - David Williams
Yeah, that sounds awesome. 

0:31:18 - Brett White
Well, Brett White, CEO of Weave, I want to say thank you so much for joining me today on the Health Biz Podcast. 

0:31:22 - David Williams
Thank you, david, appreciate it. You've been listening to the Health Biz Podcast with me, david Williams, president of Health Business Group. I conduct in-depth interviews with leaders in health care, business and policy. If you like what you hear, go ahead and subscribe on your favorite service. While you're at it, go ahead and subscribe on your second and third favorite services as well. There's more good stuff to come and you won't want to miss an episode. If your organization is seeking strategy consulting services in healthcare, check out our website, healthbusinessgroupcom.