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The Transparent Podcast
The Transparent Podcast
Dr. James Connelly - Building a Patient-First PT Practice
What happens when a physical therapist decides to challenge the corporate healthcare model and build something truly patient-centered? Dr. James Connelly shares his remarkable journey from stroke survivor to founder of Results Rehab, where he's creating what he calls "the Chick-fil-A of physical therapy."
Visit resultsrehab.org to learn more about Dr. Connolly's practice or to schedule a consultation about injury prevention or treatment options.
Hi, my name is Nick Ford and I'm the host of the Transparent Podcast, where we believe in bringing transparency to the world of small business, and this week I'm joined by a guest, dr Connolly. I will let you introduce yourself.
Speaker 2:Yeah, hey, nick, thanks for having me on. Really appreciate the opportunity. My name is James Connolly. I'm an orthopedic physical therapist here in the Roswell area. My name is James Connolly, I'm an orthopedic physical therapist here in the Roswell area and I started my business in 2020. So I've been doing physical therapy since 2017.
Speaker 1:Awesome, well, thanks for joining on the podcast this week and I'm excited to talk through some things with you and learn more about your business.
Speaker 1:But the idea behind the podcast was to bring transparency to small business, and by that I really wanted to let people hear from entrepreneurs and people who had gone out on their own and started a business and hopefully that inspired them to get off the fence and maybe jump in and do whatever idea they may have, because I felt like I sat on a fence for a while before I was willing to take the leap of faith, and so you know I also own Transparent Staffing. I sat on the fence for a while before I was willing to take the leap of faith, um, and so you know I also own transparent staffing and that's how I got into kind of entrepreneurship and, for me, I was able to kind of get into the staffing space on my own as a side business. So I'm curious, how do you feel about that? Like you know, if you watch shark tank, they'll they'll tell people who watch Shark Tank you can't, you gotta be all in, like you can't just put a foot in the water. How do you, how do you see that?
Speaker 2:Um, well, I think it. It's the. It depends. Is the? Is my answer. I think one.
Speaker 2:You have to go down what's your goal for what you want. Do you want to have a full-time business? You know? What is your sustainability look like? What do you have to have to break even? You know, and what do you have to live on? So you have to.
Speaker 2:You have to know your, your numbers, I think, to begin with, to know does it actually add up, you know? Yes, there's a question of are you passionate about it? Do you really want to go all in? Is there like there's all kinds of psychology questions of fear of failure and all that stuff? But I think, first of all, you have to see what you actually need to live on if you're supporting a family. So, for me, when I started in 2020, it was just me I didn't have a family support, so I did go all in, so to speak, but I did just, since I didn't need some money saved up.
Speaker 2:I also had a part-time job, so, but that was only for six months and then, once I built up more of my clientele, that's when I kind of cut the parachute, so to speak, at six months in, and I went completely full-time into my business, so it kind of depends on the industry what it takes to get started, what your living needs are and who your who needs to be supported by you. But eventually, yeah, there's also a time factor, of course, where if you're spending 40 plus hours a week at a full-time job and only do it on nights and weekends, you're going to hit a cap. You're not going to be able to scale like you want to and do what you want to with the business.
Speaker 1:Yeah, I agree. I think my answer would be similar. It depends. I mean, it really depends on the type of company. It is Like if you wanted to have a business doing like, you know, real estate rentals, like that would be kind of an easy one to have as a side business, but then there's capital involved.
Speaker 1:So then you got to have capital to be able to do it as a side business. Because I worked for a company that was okay with it. For one thing, they were comfortable with me having a side business and you know I was willing to be upfront with them about that and luckily that paid off, because some companies, you know, would have just said, no, you know, we want you 100% focused on what we're doing. But my boss at the time basically was like, as long as you're hitting your numbers with me and you know there's no questions there, then you know I don't have a problem with it, and he had a side business too, so he was really cool about it.
Speaker 1:But yeah, I think it really depends on on what you want out of it, like some people just want to have some another stream of income and are comfortable with being a side hustle kind of thing, or if you want it to be something you're that passionate about, you want to jump all in on. Then, like you said, you know it depends on, like do you have family to support? Like for me at the time I did so I kind of had to get it going as a side business first. I couldn't just not have any income for a year or whatever, so so yeah, um, well, tell me a little bit about what got you into physical therapy and why. That was your you know kind of the route you went.
Speaker 2:Yeah, so I initially got into it in 2017 is when I graduated. For me, though, I never like started off as a kid saying, oh, I have to be a physical therapist. You know it's that thing I'm going to go into, but it was eventually what I landed on in college. So I actually had a stroke when I was eight months old and I had lots of surgeries and rehabs through that and growing up as a kid, that always just it was just kind of something that happened and what my family and I dealt with and they had an extremely supportive family, but I didn't know any different. You know, it wasn't that big of a deal for me. Everybody has their things that they go through that was mine made me who I am.
Speaker 2:And then eventually in college, I went into the business major because I didn't really know, and pretty quickly I changed it, though, because I didn't love math. I didn't want to sit in a cubicle and wear a suit and tie, so that pretty much eliminated a lot of business jobs. So I switched pretty quickly to psychology, and I love psychology. Still use a lot of psychology in practice today. Yeah so, I love psychology. Still use a lot of psychology in practice today, yeah so, but the idea of psychology and the principles you can use for like pain psychology about stress in the body and how that affects your pain and your recovery and healing. So I still use that in my practice.
Speaker 2:But I didn't want to be a clinical professor and I didn't want to be a clinical psychologist, so pretty quickly eliminated that and then I eventually settled on pt because it did help me so much growing up. I wanted to be active and I wanted to help people. Yeah, so pretty, pretty quickly, and then that was probably about sophomore year I changed to pt and then when I graduated, you know, at the pt landscape a lot of it is owned by private equities, just big companies that are looking just to make a quick deal on a business. So they don't have any investment in the overall how they're actually helping people in the PT industry. So it's just a big business all about the numbers. So that wasn't my idea of great care.
Speaker 1:Yeah, yeah, I think that that can get common for a lot of industries. When there's big capital companies that are, you know, private equity and those kind of things that are just after the money, there's looking at numbers on a spreadsheet, really, but I'm looking at the bottom, the bottom line people that are getting affected by the work being done. So so, yeah, I love that and I think that that's a great you know reason why I want to start this podcast. And so there's more people that were willing to, you know, kind of be willing to compete with those big box people and see how they can differentiate themselves. So tell me a little bit about that. Like tell me how you kind of can differentiate between the big box. Like how does it benefit you to be able to kind of do because you started this from scratch, right you? You started your own practice from scratch.
Speaker 2:So tell us a little bit about that yeah, so that was so my main thing, my differentiator, was putting putting the person first right, like not making them another number, actually giving the care that they deserve. I say, unfortunately, our medical system is mainly sick care, so I want want to bring health back into the PT physical therapy industry and to focus on that, like I love even the title, to bring it into your company transparent staffing, like you started your company to go against some of those big box companies and truly put the person first and do the recruiting agency like it was designed to do. It's truly helped that company. So with mine I wanted to bring that tradition, that actual physical therapy care, back into PT. So a lot of what we do is education-based telling them why they actually have the issues that they're having, giving them time to talk about their conditions over a full one-on-one for a full hour each time. Because I worked for a, a big company, I would see three people per hour, which would mean I would see one person every 15 minutes and then hand them off to a tech where they're probably not doing what they need to do and it's a bunch of cookie cutter exercises, um, so that's not the way I operate. So we tend to. They tend to get better quicker when they see me.
Speaker 2:In our practice it's usually an average of seven to eight visits, versus 12 to 15 at a big box company. Definitely more of that. One-on-one focus, hands-on experience. It's the whole body. We're not just treating the shoulder, we're treating body, mind and spirit. Faith is a big part of what I do as well, a big part of what got me here, and I fully believe in that. That can be transcended for every person. So if they're open to it, we'll pray over them, we'll ask them spiritual questions and we'll get into those kind of things if they want to because that's a big part of healing as well.
Speaker 1:I love that and that's a big source of my desire in business is to be able to show my faith in what I do, and transparency to me has a lot to do with just like integrity, honesty, um doing the right thing. That's a lot of. What being transparent to me means is just um not trying to uh fluff or exaggerate things, um trying to be as direct and honest as I can be with people. Um, I think it's the only way to build long-term relationships, so I think that's great. It sounds like you're looking at like, when you're looking at a patient, some of the big box because of the way they're set up, probably they're just treating symptoms and rather than like going to the source of, like what's causing the problem? Uh, is that a lot of what you do?
Speaker 2:Yeah, it is.
Speaker 2:So I have people all the time, unfortunately, that come to me and say, hey, I tried this, I tried that, I went to this doctor, I went to this clinic and I didn't get any results.
Speaker 2:And they come to me with chronic pain, which is unfortunate because anytime you let it linger or it goes on for more than three months, it's considered chronic pain that it's harder for it to heal.
Speaker 2:So when they get to me it does take a little bit longer but we can get down to the root cause, more of what's going on. And then I have a healthcare team that I trust, that I can refer out to a trusted dietician or a trusted doctor of a specialist of some kind, and so it's not just also just me, but it's a healthcare team that I have, a lot of which are in the BNI networking group that we're a part of and I a lot of which are in the BNI networking group that we're a part of, and just having those local trusted providers that you could send them to and not just anybody off the street. You know they're not just going to Google it. So it's a very hands-on, you know, holistic approach that we're treating and I'm educating them on what the true cause is like for their back pain. You know, it's not just scaring them with saying go get an image and think about what this disc bulge is and why you have all these bone spurs.
Speaker 1:That's a piece to the puzzle, but it's way more involved than that. Yeah, yeah, I mean, you have people that you can trust to refer out to. Then y'all can all kind of work together to treat the patient. Um, I remember I love that you're looking at like what source of some of these issues are that you treat.
Speaker 1:I had a doctor that was on the podcast last year and she talked about when she was in residency. She was in the hospital and standing with a group of doctors I believe she's a DO they're all talking about what kind of medicine to prescribe, what the, what the symptoms are and all this stuff. And, um, the she was like she was probably with like 18 other physicians and she spoke up and was, like why are we not talking about why this patient is here in the first place? Like, what got them here? And all the other doctors including, like the residency, uh, supervisor, per people all just looked at her like she was crazy, Like or people all just looked at her like she was crazy, Like why are you bringing that up? Like we're talking about what to prescribe this patient, and so that, I think, is a common thing in medicine, you know right now.
Speaker 2:But, yeah, Well, it's unfortunate that there's sorry to cut you off, but I was just thinking along that line that there's other agendas, unfortunately.
Speaker 2:You know, we know that big pharma, there's a lot of, a lot of just money, incentives to prescribe medications, and I'm glad she said that because I think more and more people are realizing that they don't want to put on these medications that are harming your body long-term. They're not medications, have a place I'm not saying that they don't, you know, but there's a time and place for them, for those interventions, and we've come to the point where it's too it's we're too. Often that's the first line of defense, when it should be all about prevention, all about letting your body do its job to let itself heal. And that's where people like us come in as professionals to say these are the things you can try, let's, let's guide you in the right direction to try to let your body heal naturally. And we can facilitate it with exercise, with medical interventions if needed, diet, lifestyle changes, and then, if you need more, let's go down that ride and escalate. But we're too quickly going to that.
Speaker 1:Yeah, and not to go too far down the rabbit hole, but it's just, I mean, I think a part of it, unfortunately, is treating those root symptoms or is not quite as profitable, yeah, so but yeah, I mean or is not quite as profitable, especially in, like pharmaceutical companies.
Speaker 1:Yeah so, but yeah, I mean so as far as, like you know, you started your business from the ground up. I don't know if those really exist in PT, but you know. As far as, like buying a franchise model or something, but how was? How do you see that Like the idea of buying like a franchise, where you kind of have the playbook and things are kind of set up marketing wise, versus you doing on your own and starting it from?
Speaker 2:scratch, yeah. So I think that's a very valid option and, frankly, I'm looking at down the road of succession planning, of what does it look like to franchise results, rehab and that's obviously a long-term process and it takes a lot of a lot of work and a lot of research and a lot of resources to get to that point. But I think that's how we can the the smaller companies can gain more traction, have more impact in the nation of doing that franchise model. But on the front end, like where you're talking about buying into a franchise, you have to be careful because anybody can start a franchise. So is it actually a good franchise? How are they funded? Who started it? What does their business plan look like? What does their scaling plan look like?
Speaker 2:You have to research heavily all of these before you get into it, because it's expensive to buy into it and once you're in, you're pretty much stuck. There's a lot of upfront investment and if you get into the wrong one, it can be pretty devastating. So, yeah, I think you have to do your research on where you're going and what that company's plan is, because a lot of them I see scale way too quickly and they get in over their heads and they have to sell off for pennies on the dollar and a lot of them have to sell out to these private equities to just make some money back yeah, just try to recoup some of what they've been into it.
Speaker 1:Yeah, I think, um, you definitely have to do your due diligence. And yeah, I've looked into franchises and I think one of the common uh mistakes that franchisees can make is thinking that they're just buying a business and then it's just play like that. They don't have to be involved in the business. Um, like, if you look at something like triple a, where they're not exactly a franchise, I, their owners are called operators versus an owner, but they are forced to be involved in the business. They have to work at the Chick-fil-A that they own and are operating. I know Chick-fil-A even limits it. I think it's very rare for an operator to be able to have two locations. They really want them involved in the business, so they limit them on how many locations they can operate. So I think that's one way Chick-fil-A's obviously, they make more money per location than any other fast food restaurant, so that must be worth it for them.
Speaker 2:I think it's also more than the next top three combined and obviously for them, for me it's funny you bring that up because I like to say I want to be the Chick-fil-A of physical therapy. People know top customer service. What do you think of Chick-fil-A? You know, and also as a scaling model, they have to outright have all the building and the land paid off before they open that location, so they're not going into debt. So it's good economically for Chick-fil-A as well.
Speaker 1:Yeah, absolutely. They've definitely got a model down that's working for them. Well, when you look at scaling results rehab what are your biggest challenges?
Speaker 2:when you look at trying to scale, I think it's that culture fit right I like to use the phrase countercultural of being different than every other company out there. It's not just another big box company. When you come in here, you're going to get top notch, quality care. You know the Chick-fil-A physical therapy. It's going to be great to come in here. You're going to get the care that you deserve. You're going to get the results that you deserve that you thought you were getting elsewhere. So you deserve that. You thought you were getting elsewhere. So you know that's finding the right fit of other, bringing other PTs on who want to be involved in a culture like that, and they aren't just coming here to get a paycheck, but we're coming here to make impact. You know it's building something bigger than ourselves. So it's not just about a paycheck. It's about building that culture and being a part of something that we can really change the landscape of physical therapy and build really, I say, a pillar of healing and hope in the community yeah, that's great.
Speaker 1:Yeah, I think for me it's similar.
Speaker 1:You know, the find the right cultural fit, finding people who and I guess, as a owner and founder and like for me, being very passionate about like the vision behind my company, letting go of the fact that, like the people I'm going to hire, not going to do things exactly the same way that I would like.
Speaker 1:Obviously, there's certain things that are kind of non-negotiables of, like how we're going to operate, but, like you know, hiring matt, who started with me in november, he has different mindset around how he wants to do things, just from, you know, sometimes an operational standpoint or workflow standpoint and some of those things. At first I was like, no, I do it this way. We're, you know, I really felt passionate about it and then, you know, he kind of convinced me why we should do something differently and it ended up being a good thing and you know he taught me some things. So I think, for me, figuring out where I fit in once I now that I have an employee and if I continue to hire, like what I um, kind of being able to let go and trust people to do what I do as let's try this challenge for me, I think yeah.
Speaker 2:Well, I think that's the the fine balance right, as, as you build it to your point, you want somebody.
Speaker 2:I think that's the step, really step one of of starting a business isn't where am I going to get clients, but it's what is my mission, vision and values, and I think people too often overlook that. So what? And I have business coaches and what they always say is is your business growth is never going to, is never going to surpass your personal growth. So if you have certain limiting beliefs then that you haven't gotten over, then you're going to project that onto your business and you're going to start to try to micromanage people because you want control, you don't trust them. So if you have all those psychological limiting belief issues, you have to deal with that first, really before you can get down on paper. Okay, what do I want to do with this business? What are my true mission and vision for the business? What are my values that I'm going to live and die by, hire and fire on and build that culture around, because if any of that is out of alignment, then if I bring into somebody, it's not going to work long term.
Speaker 2:Yeah, you know so if you have that, you can't teach culture. So if you have that culture down, then you can. You can bring in that with the people that have different working genius than you and you can let them flourish under their working genius without having to feel like you have to micromanage. You know so as long as your mission vision values fit, then they can work in their own working genius.
Speaker 1:It's got to be a compliment to you, you know yeah, right, the the working genius, patrick once the only right. Yeah, I love the working genius. Yeah, so I don't know. I share this with you. We were, uh, we went to the dave ramsey conference, oh, yeah, you did mention that. Yeah, that's awesome he was he was there and he talked a lot about the working genius so that was pretty cool I hadn't used it before that, so that was pretty cool to hear him explain it it's pretty good, so I used it.
Speaker 2:I didn't have it with my first hire, but I had it with my second one and it was cool to be able to use that. And it's not like a, you know, it's not like a hundred percent thing, like it's always going to be dead on, but it gives you a good idea of how to work best with them, you know, and how they're going to be a good culture for you. So it's a good tool to use, I'd say.
Speaker 1:And I think I'd say it's more thorough than some of the ones out there too. Yeah, I used uh, the enneagram, so I use that with that and uh, and you know they have a pretty good explanation of like how you're going to work together in a working environment. And we see it come up like well, we were reading through it together, we like revisited it and we're like, oh yeah, that just happened like last week. Um, so that's pretty cool. But I'm really into, you know, speaking like dave ramsey and like motivational, successful business people like that. I'm into like following those. You know, I guess thought leaders, motivational speaker type people. So you know, I've studied a lot of that, but from what you've seen we were both around a lot of business people. What do you think separates the people who do really well and succeed in business and the people that fizzle out? Because, you know, a lot of small businesses end up failing, unfortunately, mm-hmm.
Speaker 2:So, yeah, I think and we briefly mentioned, I think, right before we came on is I think that relationship building is key. So one, they don't have the proper systems to keep up with it, you know. So I think the biggest thing is is one, building the relationships for long-term success, not just looking at short-term game. So that's where you have to really have the foundations of your why, you know. So I think it's. I think simon sinek could start with why, right, that's his book? Yep, yeah, I love that.
Speaker 2:That's the big thing is you have to dig down. It's's not just and I think he has, he goes down like four layers deep. It's like ask, keep asking, why Of like your, why isn't you want to make a lot of money? If that's what you think your, why is you're going to? You're going to be like the high percent that that end up failing within five to 10 years. Small business, like most small business owners do, I think, within five life. A lot of them do. So you have to dig deeper. For you, like for me, it's because I physical therapy was literally a way to get my life back, and I want to do that same for others, you know I want to get their life back. So that's be a deeper. Why that? Just I want to make a lot of money. And then two is you if you want to scale, you have to have those systems in place to be able to keep up with it yeah, absolutely yeah.
Speaker 1:I love the start with why and he he does a really good comparison of, uh, apple and microsoft and he's like you know, when you look at an apple commercial, they're really focused on the why. Like you may see a whole apple commercial that barely even shows an iphone in it, but it's showing like video footage captured on iphone because it's showing the why. Like why would you buy this iphone? Oh, it's like you're gonna experience life with it and you're gonna be able to capture the life's greatest moments and stuff. Versus like microsoft would focus on, like we have the, you know, top of the i9 processor and like they're more on the what versus the why. Um, so it's just a different mindset and it's working for apple for sure, I mean.
Speaker 2:I was about to say, like say what you want, yeah, say we want about that, say want about Apple, but they have that following. I mean, that's like they have it down.
Speaker 1:Oh yeah, they're the greatest marketing company ever. I mean, it's kind of unbelievable, but yeah. So another thing that's, you know, with scaling and that can be a challenge, is figuring out for me where, now that I have an employee and I have some 1099 people that do work for us too. But figuring out where my time is most valuably spent is a challenge because, you know, sometimes I do less recruiting and I'm doing more like business development, and so the recruiting spawn more with matt and I'm, and that can almost make me feel uneasy that I'm not in the weeds as much as I as I was. So how do you, how do you kind of figure that out, like where you're the most, where your time is most validly spent, I guess?
Speaker 2:yeah. So I think it's. You know as you, obviously we're the owners, you know the founders of our companies. So it's, as you scale, you can't be in all places at once, right, you can't wear all the hats you have to in the beginning, but then as you, as you get, as you grow, you offload us. You can't be in all places at once, right, you can't wear all the hats you have to in the beginning, but then, as you grow, you offload it so that you can do more of the business development side.
Speaker 2:Because, to your point, if you want to make the biggest impact, you have to be able to scale, but do it at a rate that's not going to be where you're sacrificing quality. So it's getting, especially the first hire too, or like your foundational hires, you know like they have to be able to essentially compliment what you're doing. So the quality never, never lacks, you know, but you're going to be up here doing more of the visionary work and more of the development side, building those relationships, seeing what the next stage of the company is and and giving them the support and resources that they need, cause you also don't want them to feel like they're just on an island.
Speaker 2:You know like yeah they're still a huge part of your business and you're going to give them the support and the resources that they need.
Speaker 1:But you have to be the visionary to support what where the business is going yeah, yeah, and I think you know, especially as we grow, being able to effectively cast that vision, so that you know you can't really teach culture. But I think if you can effectively cast the vision of a company and live that out, then you know it can be very effective in helping establish culture. Um, because the worst thing you know working in businesses where you know they have like one of those like signs on the wall that's like you know that has their vision of the company in the conference or whatever, and then you look around and you're like we're not doing that and these leaders definitely are doing that, but that's the worst kind of feeling.
Speaker 2:And you know they don't practice what you preach.
Speaker 1:You know, oh yeah, and that's come from the top down and you know otherwise, then that mission and vision that you say you're living, you know is what you're supposed to be living out, becomes a negative thing when people look at that and they're like it can be detrimental even so. So, yeah, I think effectively being able to do that as you scale, I think the only way to do that is to scale properly and not try to grow too quickly.
Speaker 2:Um so, yeah, well, I'm showing them. I think humility is key to like what's the book? Maybe it's science, Simon Sinek or somebody else, but leaders eat last.
Speaker 2:So, uh, that's Stephen Covey, Uh we'll have to look it up, but that's uh, yeah, the the whole mentality is like putting them first. You know a true leader is a servant leadership. You know giving them what they need but also not being afraid to get down in the, in the trenches with them and and do the work with them. You know it's not like you're a superior boss up here and you're there, the little minions. You know you should be on a level playing field and be humble enough to take feedback and really and really live out the mission of the company and being in there not necessarily in the day-to-day weeds, because, as the founder, I'll say not necessarily the boss, like the team lead, the head of the company. You have to be at that higher echelon of the big picture stuff, so you may delegate to them the day-to-day tasks, but you're always helping them and supporting them however they need.
Speaker 1:Yeah, I love the movie Gladiator and I just think about, like, uh, maximus, and when he's in, when he's going into battle, like he's on the front lines, he's not leading from the back, he's out there on the front line with his team, with his soldiers, and that's why they love him, because he's there with them, and I think why they love him because he's there with them, and I think that that's what you know. Effective leaders, I think, are leading from the front. And, um, I think another thing too, like the with the scaling, being able to have leaders who have been and can can do the job, versus, like I've been in situations where I had a leader come in and they've never done my job before and it's just so ineffective and like to me, like it made me not respect them in a way. I mean because they'd be telling me to do things and I'm like not only was it, it wasn't just that they hadn't done it, it was also like the things that they're telling me didn't make sense.
Speaker 2:Like I'm pretty sure that's wrong. It's the exact opposite thing.
Speaker 1:Yeah, and so I think Just having that mindset of like you, look at the culture, the scaling and and having, you know, staying focused on the vision of the company that you have from the beginning, even as you've gotten really big, it's so hard to do, especially when money gets involved, which it's all, which one is always involved, but when that becomes the sole purpose, very focused, yeah, yeah, so, yeah, well, so how do you think you know thinking about people, who I call it entrepreneurs, that might be listening to this? What advice would you give to other small businesses or people who are thinking about getting in a small business? What would you kind of tell those people?
Speaker 2:Well, this is coming from a guy who never thought he owned his own business before. So I'd say, try it, because you never know if it's going to work out.
Speaker 2:And I'd say it's the coolest thing if it does, because I'd say I'm unemployable now. I can't go back to work for somebody else. And that's not just like and that's not a selfish thing, but it's. You can. You can find your passion, you can make it happen. You know you don't it happen. You know it's not just come out of school. No, I have to work for this big company.
Speaker 2:There's another way to do it and you can be that person who starts that company and provides a different way for them other people to come out of school and say, oh, I could go do that with you. That's awesome. Why don't you show me how to do that? And you can provide that for them. You know, yeah, that, and you can provide that for them. You know, yeah. So I'd say, like for me coming out, when I started my company, my thought was I prayed about it, I, I researched everything on it. I I said, all right, god, if this is what you want me to do, you know I have at it, I'm, I'm all in. And my thought too is that there's pd jobs or a dime, a dozen. I can always go back and get another. So I I would say, you know, do your due diligence, do research, but take a leap of faith. And it's not the worst thing in the world if it doesn't happen, but you know it's the best thing if it does pay off.
Speaker 1:Yeah, I agree. I would just encourage people to take the first step. You know, like I think taking that first step is just as easy as sitting on an idea. So I would encourage people to, you know, maybe test the market, give, do something like it depends on what the product or service is but give it away for free at first, like just see if it's a providing value to somebody. And, you know, uh, try to start it as a side business, even if it's not going to be something that turns into, you know, your full time company that's providing for your family. I think just don't don't sit on it too long, like I would. I would definitely encourage taking the first steps to to make that happen, to, to take the risk, I guess.
Speaker 2:So Right, cause that's the cool thing too is if I'm sure people want it. So make it something. Do even a focus group, start it. Is it something people want? Is there a something? Do even a focus group, start it. This is something people want. Is there a market for? And to your point, take one step at a time. Don't overload yourself, but then you have to do it all at once.
Speaker 1:Just take one step at a time and before you know it, you'll be well on your way yeah, because so many people look at the mountain, you know like it, look at a hundred point company or something like oh, I can never do that, but they don't realize like that, that like yeah, like that massive trucking company.
Speaker 1:It started with one dude in a truck he rented or something, you know yeah, and then he eventually hired people and bought another truck and so you know, um, just taking it one, you know one, one step at a time and and, uh, taking the first step, I think, is it's huge. And another thing is working for myself is a lot easier than any job I ever had. There's challenges, sometimes you're working a lot of hours and things like that, but you're doing what you want to do and, being your own boss, you can't put a price on it.
Speaker 2:Yeah, it's different challenges, but I wouldn't trade it. I'd much rather have these challenges than what I was dealing with at a big company for sure.
Speaker 1:Yeah, awesome, well, anything else that you want to share with people, where can we kind of find you? Can you tell us a little bit about where your locations are?
Speaker 2:Sure, yeah, so, yeah, I really appreciate you having me on. So I'm located in Roswell, I work out of a gym space called SFX Fitness great local gym and then I do mobile as well. So I go to the whole North Atlanta area and then you can. My website's resultsrehaborg, and that has all my contact info on it, and I'd be happy to. Even if you don't necessarily have a physical therapy ailment, I'd be happy to at least chat with you about what is physical therapy, everything about getting into it, or just injury prevention, because ideally I'd want to see you before you come in with an injury and I can always guide you as far as if you need to go see somebody in a different area or something like that, because not all PTs are alike, so I have trusted people I can refer you to as well.
Speaker 1:Yeah, that's awesome. Yeah, and I've encouraged people too, like, before it gets to the point where you can't walk or it's like a debilitating injury, go go do something about it, go go look up results rehaborg, and give dr james a call. So yeah, appreciate that thank you so much absolutely thanks for being on the podcast. I appreciate it. Yeah, of course.