#185 What Happens to Your Wealth When the Practice Has a Bad Quarter

Most independent practice owners know the practice and their personal life are supposed to be separate. Separate entities, separate accounts, separate tax returns. 

Almost none of them have built the structural separation that makes that true when things get hard. 

EP185 covers the three systems that explain why one bad quarter in the practice becomes a personal financial event, and the firewall that stops it. 

System 1 — The Entanglement: 

No formal salary. No distribution schedule. Whatever is left in the business account goes home with the owner. In a good month: $40,000. Mortgage, 529, investment contribution. In a bad month: $14,000, covered with personal savings. The savings account does not come back as fast as the practice does. 

System 2 — The Bad Quarter Multiplier: 

The cascade that runs from a billing disruption straight through to the owner's personal financial decisions. Collections drop. Distribution skipped. Mortgage still goes out. Investment contribution paused. Operational decisions made under financial stress — delay the hire, pull back on marketing, hold off on the software upgrade that would have fixed the billing gap that caused the problem. That practice is always one bad quarter away from making decisions a wealthier version of itself would never make. 

The Cascade in Numbers: 

• Payer delays 45+ days → Operating account drops → Owner stops paying themselves first 
• Denial rate spikes 5% to 14% → $28K/month delayed or lost → Personal savings tapped for household bills 
• Key provider unexpected leave → Volume drops 30% → No distribution for 60 days 
• Contract renegotiation stalls → 90 days cash flow uncertainty → Investment contributions paused indefinitely 

System 3 — The Firewall: 

A market-rate owner salary that does not move with revenue. A distribution schedule tied to net profit after a defined reserve threshold. Personal savings that build independent of what the practice has on hand. In a bad quarter: the salary still goes out, the distribution pauses, and the operational decisions come from strategy instead of personal financial pressure. 

Referenced: Profit First by Mike Michalowicz — the formula flip that makes the firewall mechanical. 

Three actions this week: 

• Calculate your real owner salary — what you would pay someone else to do your job 
• Define your operating reserve threshold — one month of payroll minimum, two months standard 
• Schedule a financial separation review with your accountant — ask what a 30% revenue drop does to your personal finances 

Episode breakdown: 

00:00 The $380K practice that one quarter turns 

03:00 The big idea: revenue is not wealth 

06:00 System 1: The Entanglement 

10:30 Working vs. broken — the same practice, two outcomes 

13:30 System 2: The Bad Quarter Multiplier 

17:00 The cascade and what it actually costs 

20:00 System 3: The Firewall 

24:30 Profit First applied to a medical practice 

27:00 Three actions this week 

31:00 Free resource + EP185 tease 

Resources Mentioned 

Payment Posting Audit Checklist (free): 

eligibility.natrevmd.com/payment-posting-checklist 

Practice Revenue Leak Scorecard (free): 

eligibility.natrevmd.com/nrm-revenue-scorecard-v3 

Book a free 30-minute audit call: 

calendly.com/heather-natrevmd 

RECOVER Diagnostic Quiz: 

natrevmd.com/quiz 

Book referenced: Profit First by Mike Michalowicz 

Transcript

SPEAKER_00 0:04

All right, picture this. So you're practice doing $300,000, $400,000 a month, you're successful, you're growing, schedule is full, maybe you're even thinking about a second location. But after a clearinghouse issue or a denial issue, a cash is down, and you, the owner, are the one who feels it the most. Welcome to Nat RevMD, a podcast where we share tips on optimizing medical billing and improving practice efficiency so you can have the business of your dreams. I'm your host, Dr. Heather Signorelli, founder of Nat RevMD. Let's get started. Today we're fixing all of this. So excited to talk to you about some strategies around separating your personal and your business revenue so that regardless of what's going on in your practice, you are still getting a steady paycheck. So the issue here is that oftentimes we see in small businesses, and we've even been there ourselves, that the practice revenue or the revenue related to your practice and your personal finances are wrapped up into the same, right? It's the same bucket. Maybe not technically the same account, but the same, we'll call it the same river. And when the river runs low, everything downstream dries up together. And so today we're talking about strategies around how to fix this, right? We're not going to talk billing and negotiating contracts and all that stuff. We're going to talk about the structural things that we see successful practices really create in terms of habits so that your personal bank account, your salary is really somewhat separate from the success in a in a specific month, right? The revenue of your practice in a specific month. Obviously, if your revenue went to zero, like that's a different story. But this is really meant for stable practices or growing practices. You're past that startup phase, you're in a situation where you have repeatable revenue, maybe even multiple providers, and you're at a place where you really need to make sure that the mechanism by which you pay yourself is separate from just the specific revenue uh targets in your practice. And so I'll explain what I mean by that. So we all know that every independent practice owner knows that, you know, your practice and the personal life are supposed to be separate, right? You have separate entities, you have separate checking accounts, you have separate tax returns. But the key here that we see many practices struggling with and where it really separates kind of those practices who have moved from the startup phase to what I'll call the swamp, right? Where you're still sticky trying to figure out like who to hire, when to hire, how to get revenue to really beyond that, where you are able to pay yourself frequently and on a steady income stream, right? We'll talk distributions, we'll talk income, and we'll talk about how you manage months that are that are have a decrease in revenue. And really, really important to have these separate so that you, the owner and the partners, have a steady stream of income that really fits your position and work in the practice. So, really important, you know, when you have a practice that is your significant asset, right? It's your primary income source and it's the account you draw from on a day, you know, on a monthly basis. And if something personal comes up, you know, you want to make sure that you have the ability to manage your personal expenses separate from the business. Just like when a business expense or business issue comes up, you want to make sure that it's not impacting your personal checking account. And obviously there's the extremes, like I mentioned, you know, your revenue goes to zero, shut down the office. Obviously, that's gonna impact your personal checking account, that your, you know, your ability to pay yourself. But I'm talking about the small 10, 15% ebbs and flows of a practice. And this really comes down to really understanding, and I talk about this a lot, you know, what is your overhead? What do you pay your providers, and then how much revenue is coming in so that you can model out a mechanism to pay yourself a steady and consistent um paycheck every single month. And then on top of that, if there's extra, you've got distributions, and you need we've we're going to talk about a mechanism by which where you have, you know, that savings or the, you know, catastrophe situation where you need to pull from if there are downturns in terms of revenue and uh really strategies around this. So obviously, you know, practices are doing $300,000, $400,000 a month is not going to be the status of wealth, right? It's the evidence of revenue. But then wealth is about making sure that your expenses are less than that and that you as the owner are getting a steady and repeatable paycheck every single month, and that maybe there's even distributions left over at the end, at the end of the quarter, and a healthy savings account so that you can draw from that should there be downturns without pulling from your personal checking account or your personal salary. So we're gonna talk about uh three different systems today to help manage this. And again, these are all strategies that we see from successful practices that we work for for. And again, I know that if you're listening to this and you're in the startup phase, you may think, okay, gosh, I'm not there yet. Hopefully you listen to this and realize that there are key things that you can do in order to get ready for that when you get there. And one of the big things, even before we get to these systems, is just really understanding revenue and expenses and then making sure that your expenses are only increasing as your revenue increases. And obviously, in some startup situations, you you recognize that there's an investment and you're gonna run a deficit. You've just got to model out what that ROI timeframe is so that when the revenue comes back around and it's starting to increase as you grow, that the expenses haven't outpaced the revenue over and over again past that investment phase. And so, really, really key to have a financial person, or if if that's not your skill set, hire somebody to help be the person who's managing your expenses and watching revenue and expenses together. So, system number one is all about the entanglement. And so what I mean by that is the entanglement of what happens when a practice's cash flow becomes a personal finance by default. So this occurs in that startup phase, right, where you may not have a formal salary. You're not used to having a distribution schedule, right? You're used to revenues just sort of coming in and you're paying your people. Maybe you're paying your people out of a pocket or out of a loan that you use to start up the practice, but you never get to a point where the formal salary and distribution schedule become a thing. And so it's really, really key to model out, okay, here's revenue growth that occurs and here's my expenses. And maybe those expenses were higher in the beginning than revenue, but then that stables stabilizes. And then at what point does your revenue outpace your expenses? And then that revenue growth continues and you've already modeled out, okay, I'm a physician and what my salary target should be X, right? And so you come up with a formal salary target that you want to pay yourself that's in line with market, you know, market salaries in terms of how often you're working, how many patients you're seeing, et cetera. And so the key here is, okay, you've got a target of what my formal salary wants and should be. Again, based on market value, based on how many hours you're working, you know, maybe you're working two days a week, which is great. But then what should your salary be for those two days a week? And then the key here is really watching revenue grow and then hitting a point where you're now your revenue is higher than your expenses. And then you want to get to a point where you're having a formal salary, right? And so oftentimes what we see when practices are struggling is they don't have that formal salary. There isn't a distribution schedule. And even as the revenue has increased to a stable and growing position, the expenses have also grown to the point where you are just, as the owner, just whatever's left in the business account at the end of the month is what goes home with the owner. And sometimes it's a little, sometimes it's a lot, sometimes it's not at all. Sometimes you're having to pull from your personal checking account to pay the expenses. And again, it's one thing to do that in a time of growth or in a period of time where you know it's short-lived, right? Ideally, you're pulling that from a distribution account or a savings account. I know that that's not reality all the time, especially with independent practices. But what I think we need to change our thought process around, and the the most successful practices that I see who do this well have really separated out their personal uh salary and the revenue that's coming in, right? Their revenue has grown, they've kept their expenses manageable, and now they've defined a reasonable salary of what they should be paid. And so when that's all working, the practice has a strong quarter, collections are clean, the team is running well, payer reimbursements are all landing on time. The owner takes home their, you know, $25,000, $30,000 salary and making those numbers up. And that's their salary, right? They pay their mortgage, they fund their kids $529, like all the financial things. It's working like a plan. But then there's maybe an extra leftover with revenue after they've paid the expenses that, you know, partially goes into a distribution account and partially goes into a savings account to manage when months are down. Now, when that is broken and that is not working, right? Practices run, you know, sort of by the seat of their pants, right? There's not really a planning phase of this is what my salary should be. And if there's a rough quarter, what ends up happening is, you know, pay, maybe it's a group of denials that aren't addressed. Your billing team isn't following up on certain AR claims. But so maybe now you have $60,000 in claims that hasn't been paid. And so this time the owner takes home less, right? Maybe they only take home $10,000 that month. And then they're having to cover the gap of their personal spending or bills, et cetera, with personal savings. And you tell yourself, well, it's just temporary. And maybe it is, but maybe it's not. And so I'm trying to share some of the strategies that we see again with some of the successful practices that have built up a process around really understanding financially all of these math buckets. And so it's really important that the owner, obviously, if I'm talking to you and you're hearing this and you're an owner, that you own this entanglement, right? And so this is a decision to make today to really understand, again, your revenue, your expenses, and the target salary that you yourself are are that you deserve. And the key here is how do we get your revenue to where it needs to be? How do we keep expenses to cover that gap, to where that gap then funds your salary, a savings account, again, for a business savings account, you know, for the rough months, and then a distribution for additional things that may pay out or you may have a better quarter. And then those distributions get distributed amongst the partners every single month. And so, really, really key to have this defined distribution policy, something that you map out. Um, and again, these days, like this map math exercise I'm talking about is very easy to do with AI. So I recommend Claude for this. If you don't want to put your numbers into Claude, I get that. But then have it make you a spreadsheet that then you can input your numbers and do it offline. And again, you can just sit there and chat with it. I love a good prompt where you're saying be an expert, you know, healthcare consultant or be an expert financial consultant or, you know, and describe who you are, right? The more information you give AI, the better. And so the, you know, explaining like, I'm a owner, here's details about my practice, and I want to define a salary for myself and I want to get expenses in line. And I want to make sure that I get to a point where I can have a steady salary every single month of X. And if you don't know the market salary, you can even put information about yourself, what you practice, how often you work, how many days a week do you work, et cetera. And then you can start modeling out okay, how do I get to the point where my revenue and expenses are allowing me to have a regular salary? And so system number two is really thinking about um how to manage this. So obviously, you know, bad quarters are gonna happen. And the the key here is that's not just a revenue problem. It it's it's the down, um, the downstream impacts of impacting your owner's, you know, as an owner, your personal financial situation. And that gets really, it gets frustrating and it gets scary. And I've had people on the phone with me talking about these things. And so obviously, you know, the sequence of how this happens is that maybe it's collections drop, maybe it's volumes that drop, but that that moment where you as the owner decide to not take a salary that month because you feel like it's irresponsible given the revenue situation is the moment that you've hit a point where, you know, you're making operational decisions under that financial stress and not strategic decisions. And so obviously, you know, if you're again on that brand new perspective, you've just started your startup. I'm not really talking about you today. I recognize that that's a different situation. I'm talking about those practices who've been operating for several years, revenue has been steady. This is where we've really got to, you know, make sure that you have uh all of this in order so that you can have a regular paycheck. And, you know, this then snowballs into things like hiring decisions, marketing spend, software upgrades, you know, all of these things that snowball when you are in a financial situation that is concerning. All right, so now we're gonna talk about the firewall. So this is the last system, system three really is about the structure around how we've seen practices make that separation between the practice, what the practice brings in every month, and what the owner takes home. And again, I'm not saying that those have no association. What I'm saying is that we've got to create boundaries between the revenue and maybe a baseline revenue that has to occur every single month so that everybody, so the expenses can get paid, so the owner's salary gets done. And you really start to flip that narrative of I'm gonna pay myself after everything has been paid, to I'm gonna put my salary first and I'm gonna set my expenses to what is left over after my salary is made. And you really have two strategies around thinking about this, right? Revenue can go up or expenses can go down, but the key here is that you have set a salary expectation for yourself, and that is gonna be your key. And actually, even a startup could have the same discussion, right? Like I, you know, if you're out there, you're you're a startup, maybe you're seeing 20 patients a week or whatever. What is the expectation of what your salary should be in order to pay yourself for those, you know, 20 patients a week that you're seeing? And then you've got to adjust expenses from there. And obviously, you know, if you have a lease and you have all of these other expenses, that may not work out exactly how you want it to in the beginning. But the goal is how much, how many patients do I need to see? Or how do I increase revenue in order to get to that point, right? So the key here is to have a target. I think it's very easy just to like blindly go, okay, well, we'll just see how the month goes and we'll just pay with what's left over. I get that. And I get that also you may be listening to this and you're like, I don't have time for this. And so highly consider leveraging either AI or hiring somebody part-time who can help you have these discussions and set these targets so that if you're not there today, you're going to get there. So again, back to what I was saying is right, so you you've got to get, you've got to get an understanding of what your current expenses are. And is that, you know, the absolute bare minimum of where they need to be? Do you have some extra fluff in there? Um, and really understanding, like, here's where my expenses are and here's where my revenue is. And again, revenue is going to increase by either increasing, you know, your per patient visit, right? And so those things are like increasing your billing efficiency or doing a better job with billing or doing a better job with patient collections, uh, you know, renegotiating your contract. Like those are all things that are going to increase your per patient visit revenue. Or alternatively, this is a volume game. I know that that doesn't feel fair, but oftentimes it is. And so then it's how do we get more volume? Or do we bring in cash services? And again, you're increasing that, you know, revenue per patient visit. So again, we're driving up revenue while at the same time you're evaluating your expenses so that then you can really understand, okay, at an average revenue per visit, this is how many patients I have to see to overcome my expenses barrier, right? And that's your overhead. Um, and again, this should be the same conversation for each one of your physicians or providers, right? Are they covering for themselves? Are they covering for their overhead? And I know I've talked about this before, but I think it's really important that this math exercise happens every time you hire a physician, happens every time you manage, you know, adding a second location. And again, there can be an ROI period where you're, you know, opening a second location or you're or you're adding a provider and they're ramping up. But the key is, okay, we're gonna give them three months, six months, whatever. And here are my targets. And so again, modeling this stuff out is really, really important. And so here's what the firewall uh for system three looks like that uh, you know, we have seen practices build. So, right, you've got steady revenue, you've you've played the numbers, games, you understand where your expenses need to be, you are hitting those patient volume thresholds. Here's the key you set yourself a salary, you put it in as an automatic, you know, deduction, just like you pay for any other employee. It is not the minimum, it is not what's left over. It is, I have set a target for myself. We have the revenue, I'm gonna pay myself a market rate salary. And again, this is not what's left over at the end of the month. It's an actual salary for the role that you play. And that does not move with revenue. It just goes out like payroll on a schedule every time, separate from distributions, separate from the operating account. And so that goes out the door. And what is left is what you manage expenses with. And if revenue decreases, then you've got to address expenses and either that or you've increased revenue again, right? So you the the key here is not to have a bad month and then, you know, stop your salary. The key here is that cushion between this is my market salary and this is the what's left over for distributions and savings. And you put some in savings and you put some in distributions at the end of the quarter so that you're building that reserve, right? And so maybe that's two months of reserves. I think that that's a reasonable amount. Some say three to six months. I think it just depends on your risk tolerance. I think a two months is a good place to start and where we often see practices starting. And so, and then the the distribution is then provided at the end of the quarter. And if you do a distribution across your partner, so you have partners, or say if you're the owner, but you have, you know, individuals under you who are part partner, you know, giving them a cut at the end of the quarter is always a really good alignment tool. Another key here is saving a portion of that to the end of the year to really, again, align staying for longer periods of time, I think is also a good tactic I've seen. So again, you have defined all of this before you've had a bad quarter arrive. So this is not like, okay, the bad quarter arrives now, what do I do? You've defined salary, you've defined, you know, your cushion, and you've defined distributions. And so that owner personal savings exists, right? Whatever you have as a savings as your own personal account is independent from the practice. And that's not because, you know, you're wealthy and whatever. It's just because it forces you to separate your personal finances and your business finances so that when there is a down month, right, volume is down in the summer, et cetera, whatever, that you are pulling from, you know, a reserve account and not your personal checking account. And the key here is looking out over a long enough period of time so that you take into seasonality, et cetera. And so obviously, this then just brings on obviously the need to keep that revenue up, keep volumes up. But if you have an unexpected drop in revenue, you're not coming out of your personal checking account. So there is a book that I absolutely love. Um actually, Dr. Una from Entre MD had introduced me this book. If you guys have not read or listened to her podcast, please go check it out. She's amazing. But what I'm saying is that Mike Mikelvich, I'm sure I'm mispronouncing that, wrote a book called Profit First. And the entire premise is a single formula flip. So obviously, traditional accounting says sales minus expenses equals profit, which means that profit is whatever survives that month. Now, Miklvix actually says that sales minus profit equals expenses. So you take profit first. And so obviously, again, you have to get there first in terms of, you know, building a business that's generating revenue to where you have a profit. But hopefully you're in a situation where your expenses are are your expenses grow at a lower rate than your revenue so that you can get to that point. So you allocate owner pay first, you fund the reserve next, and then you run the business on what is left. And it sounds aggressive until you realize that most practices are doing the opposite, right? They run the business on everything and hope something is left at the end to pay them. And the firewall is just profit first, applied to a medical practice. And the accounts are different, right? You have your accounts, like if you're using QuickBooks, it's really easy to set up these accounts where the money just goes into those folders or whatever they're called, envelopes is what they're called. And the difference is in a bad quarter, right, where you have a 10% drop in revenue, the owner with the firewall still takes that same salary home. The distribution may pause and the personal life continues. They're not pulling from their savings account. And maybe they're having to draw from a reserve at some point if that lasts multiple times. But again, the operational decisions made during that quarter come from strategy. It's not a stressful situation. And I know that this is an uncomfortable place to be at. And I'm sure some of you are listening to me going, well, That's not realistic. I don't I can't do that. Yes, you can, but you do have to sit down and understand revenue expenses. And if you have multiple providers, you have to understand their salary. Are they paying for themselves? And if they're not paying for themselves, then you have to redo their contract, period. Like this is not, well, we'll just see how it goes. No, either they need to increase revenue or you need to redo their contract and make sure that they are covering for themselves. Period. In a story. And so you, as the owner, own this, right? And so your accountant or CFO or controller, and you can do even fractional CFOs. Actually, today with AI and fractional support, like there is no reason that this cannot work. But you need to make the decision to go hire this person, find this person, or sit down with AI and start, you know, going away. Put some music in, get a glass of wine, and just start chatting with AI and get this organized. So the firewall is a financial decision. It requires defining numbers, right? So you have to understand your numbers. What is your revenue? What is your revenue per patient? That's a really important metric. You should know. Um, what is your salary that you think is the right amount? What is the reserve threshold that you want to put into place? What does that distribution look like? And that cadence. Again, I, you know, commonly see quarterly, some do monthly. And then before pressure arrives, you have figured all this out. And then what's left is your expenses. And then you've got to make the hard decisions about okay, what expenses do I really need and have? And that may mean, okay, do I need two front desk staff or could I do one and then maybe do a virtual assistant offshore? There's a lot of options here. Obviously, leases and so forth are important. And if those are really expensive and just those, that baseline, then the question is, okay, how do I get my revenue up? Or how do I, you know, um change something else about this lease long term? And that revenue up could be volume, that revenue up could be credentialing, that revenue up could be really making sure that billing efficiency is done correctly. So these are the things that as an owner, um, you got to sit down and have and do the math exercise, right? The math has to math. So, in summary, we're really talking today about practice revenue and the owner's personal finances that are muddled all together. And so any bad quarter means that it's a personal financial hit. And so when you put this firewall in place, it's a real salary, a real reserve threshold, a defined distribution policy so that a bad quarter stays inside the business where it belongs and the owner makes better decisions because of it. So I want you to do three things this week. First, calculate your real owner salary, not what you pay yourself now, what you actually would pay yourself, what you actually would pay someone else to do your job. So would you hire somebody at $180,000 a year to run your practice? Then that's your baseline salary. Would it, should it be $250,000? Like, then that's your baseline salary. And that's what goes on payroll on a schedule, whether the practice is a good month or a bad month. And then you have to back into, okay, so then what's left for expenses if I do that? And then it's looking at, okay, if I have to lower expenses, what what is the reason for that, right? Is it because I'm covering the salary of my providers, which I see time and time again, is that you have providers on your payroll that you have been subsidizing for years. And it you gotta stop it. It just gotta stop. And I get it, you're worried that, okay, well, they're gonna leave. Okay, well, then if they're gonna leave, if they're they're not the right person for your business, because either A, they're not doing their revenue generating activities, their volumes are not up, they're not covering themselves, then it's time to find somebody else. And if you skip this step, every bad quarter keeps reaching into your personal financial bank account directly. And that will happen until you make a decision for it not to happen. Uh, second is, you know, defining your operational reserve threshold, right? And so that's the uh the savings account. And so this is the number your practice account, you know, would hold before you take a distribution distribution. So you build this up to that, you know, one month, two months of, you know, maybe payroll or expenses or overhead volume. And then distributions are taken out on top of that for future quarters when you hit, when you've hit that savings account and then the distributions um when there's extra come out of that. And so that's where that's where the res the reserve is there for you to use when things get tight. It is not there for you to, you know, do projects out of necessarily unless you can refill it up quickly. So if you want an operational system that enforces this automatically, highly recommend that Profit First book. Really, really good. It's a quick read, put it on Audible on one and a half speed, and you'll get through it. So the third thing I would recommend is scheduling a financial review with your accountant or somebody in the financial world who can sit down with you, especially if this is not like your sweet spot, like I love a good spreadsheet. I could do this financial stuff at any time of the day. It's it's probably a sickness of mine, but it is something I love. So if it is not something you love, bring somebody who loves to do this and sit down with you and go through this. Really, really critical for you to, you know, talk about your owner uh compensation structure, what you have been doing, how your practices set up those three months of revenue that have been going on or a 12-month view of your revenue and expenses, and then really sit down and think, okay, if you had a 30% revenue drop next month, how would that hit my personal finances? And would you have, do you have any reserve in your uh do you have any reserve right now? And so really have that discussion. And again, if you're in a situation where you've taken out a loan, you've opened up multiple locations, then factor that all into your expenses. But then that needs to determine your other expenses that you're allowed to have, you know, with uh regards to other, you know, things that are in your practice. And again, if you're listening to this and you're like, I'm not there yet, this is terrifying. You will get there, but you have to have a target in mind. You have to have a goal in mind that you sit down and write and say, okay, this is the level of salary that I want. In order to get that, I have to have this level of revenue. And in order for that, I need to be seeing this many patients. And in order for that, I need to be reaching out to my referral referral sources. I need to be running paid ads. I need to be starting that podcast. Like, unfortunately, this is what business is. Some people love it. I love it, for example. I love this type of world. And you may not love it. And that's okay. If you don't love it, hire somebody who does. And again, I hope this helps because we see practices really struggle with this. And I just wanted to give you guys the framework to help make sure that you can really have the revenue you deserve. So obviously, if this made you realize that your revenue cycle, so your billing, that first line of defense between a bad month and your personal checking account isn't right, we would love to sit down and uh, you know, look at this. We do have a free payment posting audit checklist that shows you exactly where your billing workflow has these gaps and can create bad quarters. Um, we have the sh the link in the show notes, but it is eligibility.natrevmd.com backslash payment dash posting desk checklist. And uh hopefully this was helpful. If you are looking for a free metric review, head on over to our website and there is a free revenue button up the top right hand corner. You can do this, and I am rooting for you guys. All right, have a great rest of your day.