Case Closed: From Consult to Crown

Ep. 7 | Small Town Success: Building A $3 Million Practice | Case Closed: From Consult to Crown

• Ryan Pritchard / AJ Davino • Season 1 • Episode 7

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Can a small-town dental practice really become a $3 million practice?

The data says absolutely.

In this episode of Case Closed: From Consult to Crown, Ryan Pritchard and AJ Davino break down what they've learned after working with implant practices across the country, from towns with just over 1,000 people to larger suburban markets. Time and time again, they've seen one thing prove true: the size of your town doesn't determine the size of your practice.

The practices that consistently grow aren't the ones with the biggest populations or the stiffest competition. They're the ones with the right systems, the right team, and a clear strategy for turning opportunities into production. Whether your office has five operatories or fifteen, success comes from maximizing every patient interaction, improving treatment acceptance, and creating an implant-focused practice built for sustainable growth.

Using real examples from practices they've worked with and owned, Ryan and AJ explain why many small-town practices are actually positioned to outperform their big-city counterparts, and what separates the practices that plateau from the ones that continue to grow year after year.

In this episode:

• What it really takes to build a $3 million dental practice

• Why small-town practices often have advantages that larger markets don't

• How implant dentistry changes the growth potential of a general practice

• Why treatment acceptance matters more than simply generating more leads

• How to maximize every implant opportunity through better systems and patient communication

• The importance of case mix, team structure, and clinical confidence

• How to identify the real bottlenecks preventing practice growth

• Why efficiency, not geography, is often the biggest driver of long-term success

If your goal is to grow implant production, improve treatment acceptance, and build a more profitable dental practice, this episode provides a practical framework you can start applying immediately. Whether you're practicing in a rural community, a growing suburb, or anywhere in between, you'll walk away with actionable insights that can help unlock your practice's next stage of growth.


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SPEAKER_01

When you live in a small town, this is where people live in the home they grew up in. Yeah. They buy the home from their parents who bought it home, bought that home from their grandparents, who were built by their parents. Right. Right? That's a great point. Wow. And so so for me, it's not so much competition as much as it's it's the consumer in these areas. I love small town advertising. I love small town dentistry. And I don't think there's any better proof than your first office.

SPEAKER_04

Yeah.

SPEAKER_01

Hello, and welcome to another episode of Case Closed from Consult to Crown. Uh, my name is Ryan Pritchard, and I am joined by my co-host AJ DeVino. Here we are. We're doing another one. I won't number it because Chasen gets mad at me when I do. But it's the sum number. We're really kind of in full swing here, AJ. Today we're talking about uh small town success. Uh so AJ, across the country we work with offices, big and small. Um, but honestly, I would say more often we work with small offices than we do with larger ones.

SPEAKER_06

Yeah, I'd say it's actually fairly rare. Yeah.

SPEAKER_01

Yeah, pretty heavily weighted to small offices. Depends what you define as a small town. This is true. And I think maybe you read our notes because we're gonna go in. That was in their production meeting. We're gonna go right in into that. Yeah. Like what is uh a small town and um first though, before we do that, let's talk about why we're having uh the a conversation about this. So we preach a lot that um we want to see an office doing a minimum of three million dollars a year. This is our goal. Do we every office that we own is it doing three million? No. Uh most offices we own are doing three million dollars. Three million with one doctor. Three million with one one and a half, yeah. You know, one sort of main producer, I think you'd say. Um, in fact, all of our offices that are sort of doing that well, it's one plus someone who's doing um I uh supplemental. Yeah, that's a good way of putting it. You know, supplemental general dentistry. Not heavy, yeah, not heavy implant work. Yeah, not a not a monster producer. And so, you know, let the the thing here though is is we have clients all over the country. And in the you know, people talk about we tell them how we travel for work, and it's like, oh, where do you get to go? And it's like, oh, I I go to Munster, Indiana. Have you ever heard of it? It's like, no, I never heard of that. It's like, yeah, me neither, until I was there. Right. Right. Um Rastrum, Idaho. Rastrum, Idaho, right? So there's these tiny towns across the country we work in all the time. And if you're a listener and you're thinking, you know, uh, this one, I love this. Well, Ryan, uh, you know, my town isn't a bustling metropolis like Buffalo, New York is. And I don't know if you've ever been to Buffalo, New York, but metropolis is not how I would describe it. No shade on Buffalo. I do actually love it here, but it is certainly no Manhattan. No. Right. I mean, I think that's a a common thing I I hear.

SPEAKER_06

It's like, I don't know, uh population-wise, like 12% of Manhattan. Right.

SPEAKER_01

Oh my god, yeah.

SPEAKER_06

Maybe not that bad, but it's pretty bad.

SPEAKER_01

Buffalo for for a snack. Right. Um, yeah, and so so so look, most of the offices that we work with, they're in small towns, they're small offices, they're independently owned, and you can still see this kind of success. And so for us, three million, right? That's the benchmark. We want to hit three million. It's kind of the minimum we expect if if if you build a system like ours, which is we are a general dentistry office, sure, you know, but the mantra is is a little bit more toward we're an implant office that does general dentistry, right? We're not a general dentistry office that does implants. Right. Important distinction. I think that's important because if you're a general dentistry office that does some implants, you're never going to hit three million. Right. Um, but you can do all the general dentistry that you're doing in that model, plus the implants that we're talking about in the I'm an implant office that does general dentistry. That's how you get to three million dollars. And I don't give a shit if you live in Manhattan or Rastrum, Idaho. I don't care if you have one doctor. Uh, I don't care if you've got five operatories. I have an office with five operatories, and we do three million dollars in that office. Um, and so it's absolutely possible. It is all about the systems that that you're using and and kind of what you're generating. So that's the topic of of today's discussion. I love it.

SPEAKER_06

Uh most people, right, uh don't like uh I'm talking, I'm sorry, I'm having a conversation with the voices in my head. A lot of people, uh, when when you're in these large towns, these large cities, these large places, right, uh these are things you don't think about sometimes. When when someone complains to us, I'm in a small town, it's like, yeah, that's great. Uh you're probably in a building that's on the first floor, because uh in these big cities, you normally a lot of times have to have an elevator or stairs, which annoys patients, right? Uh parking, something that a lot of offices take for granted. Uh we do work with a handful of offices that are in bigger areas or huge, huge areas. Yeah. Parking, right? It's brutal, right? I guess in Manhattan someone would say, well, those people just walk or take this up away. Okay, great, great, great, great, great. But but still, I I feel like these are things that people don't think about. Like these are advantages that you actually have in a small town that uh you don't have to deal with in the big one. But I I I I'm pretty sure the biggest one is gonna be like competition, right?

SPEAKER_01

Yeah, well, look, okay, that's maybe a whole other episode is is uh, you know, I I want to not be where the competitor is. Yeah, I get that. And yes, when we're talking about small towns and in big cities, I you there's an advantage to it. Although for me, I'm very unafraid of competition. Right. You know, I I want to be where the big guys are because they suck at this. That's true, and we don't. And I want to come in and and do what we do, just kind of underneath what they're doing because they're gonna funnel, they're gonna spend a billion dollars a freaking day in marketing, they're gonna get people excited, they're going to disappoint people. That's what they do because no one gives a shit that they've employed. And then those people are gonna leave that office and they're gonna come to my office and uh we're gonna blow them away with uh with the uh an experience that they deserve. I like it. I like it. Uh, but to get to your point, yeah, yes. Well, we have found uh I think I've said this on one of our episodes, is if you come to me and you say, Ryan, you've got two offices, okay? All I can tell you about them is one is in Manhattan and one is in Boise, Idaho, or even smaller, gas portal. Pig's Knuckle, Arkansas. Pig's Knuckle, Arkansas. Uh yeah. I'm gonna go with Pig's Knuckle. And that's really true. I I I truly do mean that because advertising in Manhattan is hard, and it's not actually the competition. You know, I'm I'm very unafraid of competition, actually. It is the um numbness consumers have. Ah right? Um complacency, I guess. They're just so numb to advertising. That's one. And then and then a big one for me is uh, you know, I there's some study done by I don't even know who, but uh it's like 20% of America moves within five years, every five years. Wow. And and so when when you go to areas like Manhattan and I look for a list of people, I'm profiling the type of patient that that we want to advertise to, right? Not the type of patient necessarily want to see, just the type of patient I want to pay money to be in front of. Um, you know, I don't know anything about these people because because the data that I have is old. Just respect. Right? It's and it doesn't matter how fresh it is, it's old. Yeah. Right. And so when you live in a small town, this is where people live in the home they grew up in. Yeah. They buy the home from their parents who bought it home, bought that home from their grandparents, right? Who were built by their parents. Right. Right? That's a great point. Wow. And so so for me, it's not so much competition as much as it's it's the consumer in these areas. I love small town advertising. I love small town dentistry. And I don't think there's any better proof than your first office.

SPEAKER_06

Yeah.

SPEAKER_01

Uh middle of nowhere, huh?

SPEAKER_06

More company. Yeah. How many uh cliche uh more competing people uh cliche uh phrasy phrases can we add on to that place?

SPEAKER_01

Every every one. I mean, it's it's a town that is not known for a whole lot, right? Uh population, I think, is actually 12, 12. Literally, yeah, 1200.

SPEAKER_02

Yeah.

SPEAKER_01

Yeah, you know, and so if you were able to put up the numbers, you were putting up three million dollar numbers on a regular basis. Um, if you were able to do that in that town, 1,200 people, you know, uh nobody worked in that town. They all had to travel. Right. If you were able to do that, uh there's there's almost no town you're gonna come to me and say, well, this might be a little too small for your goals. I'm gonna say, get out of here. Get out of here. Yeah, we'll have to maybe bleep that. Um, I think we banned the effort on the show. We'll put like a tooth up. What? Yeah. Are you a dentist looking to place more implants, but not sure if your staff, systems, protocols are actually ready for growth? Not to worry. Just take Maxilla Marketing's free implant readiness assessment at anothercaseclose.com forward slash quiz. It only takes about five to ten minutes. It requires no obligation, and it's a great way to determine exactly where your office stands in its implant journey and what your next steps should be. Whether implants are already a major part of your practice or you're just getting your feet wet, this is a simple way to gain clarity on what may be holding your practice back. Again, that's another caseclose.com forward slash quiz. Okay, so so so look, you know, it the in the statistics are uh according to to the ADA is is only uh 18% of dentists practice in in uh like a metro area. The rest of the the dental world is outside of that. And I think it's for a lot of the reasons that you had just mentioned. So this really, really common idea that my my town is too small, our patients are different. I hate that one. If you Ryan, you don't understand the people here, they think differently than all of the people who are rolling in cash in Buffalo. Right. Um it just isn't, it just isn't is not the case. And so when when we I think we kind of just did this, but as we define what a small town is, obviously it's gonna be po population, yeah, it's gonna be uh like uh competitive density, um, but also the size of the office, right? Uh I I think a lot of people, rightfully so, they think I've only got five operatories. I can't do that. Right. But we have an office that is doing three million dollars. I don't know what the population of that town is. It's in Kingston, New York. It's some I think it's 12,000. Yeah, it's not big. It's not massive, right? It's a it's it's not it's not super tiny. If you live in a town of 1,200, that's a little bit different. Right. But the point here is we only have five operatories and we maximize the efficiency of those offices to the point where we're doing three million dollars on a regular basis in that office. In fact, the last couple of months, knock on wood, if we continue to do what we have done this year, we're going to be closer to four million than three million.

SPEAKER_06

Which is incredible, right? And uh we've mentioned on other episodes where that office is in a uh it's in an expansion mode right now. Uh it's bursting at the seams, right? We literally need more space to be able to bring in more patients, right? Uh maybe the only thing that might keep us from hitting four million this year is literally not having a place to physically put a patient.

SPEAKER_01

Yeah, well, right. That's the limitation of five operatories. But but if you're doing, say, 1.2 and you have this concept of I can't do three. Oh, that's crazy. I I I'm in my head, I'm thinking, how do I do four with five operatories? And in your head, you're thinking, I can't do better than 1.5. I mean, just come to our office. Right. I mean, genuinely, if you if a listener wants to come to our office, we do have uh a program through what we call MIM, which is modern implant mentors. It's a continuing education program where you can get CE and you're very much invited to come to our office. So Shadow. If you have interest in that, just check that out or reach out to myself or or someone at Maxilla Marketing and we can help out with that. Um, but yeah, we you can actually come and you in and you can you can see this. And funny story about that is I was in you and I went down to Kingston to go to go to our office there. And then I ended up, I don't know where. It was it was like 40 minutes south of Kingston. Oh, yeah. We ended up signing a doctor down there, right? I had to go, I had to go talk to that doctor. Um, good time that doctor is. But he's a character. Yeah, he's a character. Uh good dude though. Uh but but he, you know, we I I I ended up going down there and and he had sort of this same philosophy of like, like Ryan, I I my office is in the absolute middle of nowhere. And and I said, yeah, it is, you know, but but it's 40 minutes from New York City. Okay. Uh, you know, the office that I gauge all of this on is the office that you are in. That is the middle of nowhere.

SPEAKER_06

Yeah, the true middle of nowhere.

SPEAKER_01

That's the true middle of nowhere. And um, he's you know, I told him what we're doing in in Kingston, and he said, I don't believe you. And I said, I'll give you my tax returns. And he laughed about that. And I said, No, I'm serious, I'll give you my tax returns. And I remember that. I ended up showing him our tax returns, and he was like, holy shit. And then and then yeah, he signed with us. Um, and so okay, so you've got small towns, right? That this is the the the kind of the definition. And whether you're in a small town and you feel like that's your limiter, or maybe you're in a bigger town, but you have a tiny office and you think that's your limiter. It isn't, right? That almost always it is not, unless you've got two operatories, you know, um, it's it's not a limiting factor to get to that three million dollar benchmark, which is what we we kind of gauge every crown office on. Uh, but let's talk a little bit about the hidden advantages of a small town. Like, what do you get from being in a small town that you don't get in Manhattan?

SPEAKER_06

Uh I mean, I I personally think of hey, well, you know, Ryan, AJ, everyone in town uh knows one another. I'm like, oh wow, that's great. So that means if you become this beacon in the area of everyone who comes here is treated to a really as great a time one can have in a dental office. But if you treat everyone to a great experience, they're going to go and they're going to tell people, hey, that office is great. Right? You can't really, you don't, you don't get that in a huge, densely populated area. A whole area can literally say, Yeah, that office is great. I went there, that person, my cousin goes there, my nephew goes there. I call that groundswell, right? Where uh especially if, you know, let's say the office is starting to get, you know, wants to do more and more and more implants. Well, uh, great. You start getting fresh people in who have never maybe had implants before. Well, I hope they hadn't, but you start basically touching a whole new subset of uh of the population there, and they had a really good experience. They go out and they're like, Yeah, I got my teeth done here. Uh, you should go and uh and and and get your teeth uh there too. Uh I I may have said this on another on a previous episode, but I mean that literally happened in my office. Somebody who came in for a consult couldn't afford the treatment, but went back to their literal, literally where they work, showed pictures of like they did a smile design to show what they would look like with the their new teeth, showed it to someone that they worked with. That person literally came into my office and moved forward with the treatment. Said, I'm sold. I just hope I can get the treatment because I can afford it. I that's not happening every day in I don't know Manhattan. We keep picking them, bro. We keep picking on Manhattan on the city here, LA. How about that? We'll get we'll get some West Coast in there. Dallas.

SPEAKER_01

No, that's true. Yeah, right. And and something you talked about was this sort of local trust dynamic. And you're absolutely right. You just do not get that in uh in a city, not at all in an urban setting. Yeah, you just don't because even if you can build it again, where are people transient? This is in the city.

SPEAKER_02

Yeah.

SPEAKER_01

So you your patient turnover downtown is just gonna be super high versus a small town where you know the patients you have at 50, you know, it's possible that your father had them at five. We've seen it. Right? We've seen it. Yeah, yeah. But it's very, really sort of normal. Um and and I don't think that there's enough emphasis on what that can do. Uh it's just how creative can you get to um inspire this word of mouth kind of interaction? It you brought up Wrathroom, our doctor there. He's a is part of Crown is as well, and only recently I'm very glad to sort of bring him on board. But um he has a very creative way to tap into the sort of local uh local market, the the the the local trust. Yeah. Talk about that in a little bit.

SPEAKER_06

I might have some of the key details uh wrong. So if you're watching this, Doctor, I'm sorry. But disclaimer. Disclaimer. Uh so essentially he has like he calls it like a golden ticket. And it enables the person that's that's holding this golden ticket. How I how he initially put this out into the community, I don't remember. I would have to ask him. But essentially, this golden ticket, when it's when it's given out to someone, they can come into the office and whatever dental work that person needs is actually taken care of at no charge. And uh some of I feel like As long as you have the golden ticket. As long as you have the golden ticket, you can get work done. And I feel like at no charge. I I feel like you know, someone I get I could hear like gasping when I say, What do you mean no charge? And uh, but but that's that's he's someone that likes to give back not just to the community, he's just a very giving person in general. He's just like that. Yeah, then the idea behind it is that person, then I believe the rules are, I believe you can't just like give it to another family member, right? But the idea behind it is you're supposed to then give it out to someone else in the community who who needs dentistry, and then they can bring it into the office, and then the the it's this it's just this repeating pattern. And uh, I remember when he first told me about it that he said that like the community at large is aware of the existence of this golden ticket, so it's created uh I don't know, uh it's it's it's it's it's I guess it's marketing, yeah. It's its own little like little little little marketing bubble he's created in this community around this this concept of a golden ticket to be able to get work done there. I feel like even in you might be saying, okay, well, how does the office benefit? How does the office benefit if the community knows about it and they know that this is the type of doctor that does that kind of thing? Don't you feel good about going and getting dental work done? Right. Like I feel like that's the whole point, right?

SPEAKER_03

Right.

SPEAKER_06

You're creating this like goodwill towards you know your your your your felt your neighbors, right?

SPEAKER_01

I mean, it's it's it's amazing because he he has this way where he's controlling you know how much he's giving away by you have the golden ticket, and the golden ticket is not in use while your work is being done, right? Right. So if you're taking, I think this is right. So if you're your case, you know, month to two months, three, three months, whatever it is. So so it it's it's held sort of you know in in in captivity until until the work is done. And then once it's done and you're happy and you like it, he says, okay, take your ticket back and go give it to someone. It can't be someone in your immediate family. You have to give it away to to someone else in the community. What a way to send someone away happy with this piece of of uh corny happiness that you can pass to someone else. And then the community starts to realize there's this thing floating around with free dentistry. I hope I get it. And believe it or not, that will create a need and desire around those people. Like, oh, you got it. I really want that. I don't need the ticket, I can just go pay for it. I'm gonna go do that. Right. Right. And because you're talking about it around people that also need it. It's just a brilliant little marketing technique to tap into the closeness of a community and to be in it. I mean, just like literally, you're the conduit between these people. It's uh that's a brilliant little thing that he's done in that area.

SPEAKER_06

Wherever that came from, it's very good stuff. It's brilliant, Doctor.

SPEAKER_01

Good work. Uh and so, so there's there's yeah, there's a lot of really cool ways to to tap into that um local trust. And and I say this a lot too is I I wish I could bottle up word of mouth and sell it. I cannot, but that's that's pretty close. Yeah, I can print you a golden ticket, it'll you know, cost 49 cents. Um so oh okay, so so let's talk about uh, you know, the majority of offices, like I said, the majority of offices that I that I do work with, they are small. We don't Work with a ton of major offices. I think our largest office is 16 operatories. Also happens to be, I think, our old, our oldest client. Not oldest in how long they've worked, oldest in actual age. Yeah. The man is an absolute machine. He built a 16 operatory office in his mid-70s. Um, you know, and and he does, he does very, very well. Uh, and I love him to death. However, when I watch his model and I've learned a lot from him, and I I a lot of my model has come from him. Yeah. But something that I've kind of learned in that 16 operatory office is I think we're gonna stay away from 16 operatories, right? I think we're gonna stay more in where our sweet spot is, which is closer to nine to twelve.

SPEAKER_06

Would you say that's closer to five than 16?

SPEAKER_01

Yeah, closer to five. Yeah. Yeah. I mean, yeah. Um, you know, because size is not necessarily how you grow. Right. There's a saying I probably screwed this up, but like, you know, more money, more problems. And that's absolutely true. And so the crown, what we try to do actually is to keep small, but be more efficient. Produce more with what you have instead of grow to produce more.

SPEAKER_06

Right. Because it's 16 ops, I mean, your overhead goes up, right?

SPEAKER_01

Your overhead and your and your your headaches, right? Like I mean, I love every member, team member that we have, but team members, uh, you know, part of running uh a group is man, I mean, a huge part of running a group is managing personalities. And you might have several people that you love, every one of them, right? They're all amazing, but they just don't jive well together. And when you start having 16 operatories, the number of people you need to be in a space, exponential. Yeah, yeah. And so instead, if if you can 16 operatories, you can do four million, but in five operatories, I can do three and a half. Yeah, it's not that hard. Um, all right, so let's talk about like we keep saying three million dollars. This is our benchmark, this is what we're we're shooting for. I believe it's possible at a minimum, all you need is is five offices. I feel like we could even do it with four. Five offices. Five, I'm sorry, five. Oops. Knew what you meant. Holy cow, you only need five offices. If you if you have five offices and you're only doing three million, you need to call us. We'll be on a flight immediately.

SPEAKER_03

Yeah, yeah.

SPEAKER_01

All five of your offices, where we will pick four of them to close. Um okay, so so look, right, it's it's math, not geography, right? And in you don't need very many patients. I wish I had done this math before I I did this. I'm not gonna try to do it in my head. But to get to three million dollars annually when you have an implantologist, it's not that many patients, right? You don't need 90 new patients a month to get to three million dollars, right? It's so so first step is a mix um, you know, uh of of implants in general dentistry, but but they're both they're both very different animals. And so you have to be able to manage what it means to bring them. And you can't just say, yeah, I have a mix, right? You've got to understand you've got a mix, and then your favorite word, which I have commandeered a lot, which is someone has to champion both of these things.

SPEAKER_06

Yeah. It's true. Uh if you don't have uh it's it's not it's anything. If you don't have a champion for something, it's a lot of talk. Nothing ever actually gets picked up and run with, right? Um why do you think that is? Why do you why do you think it's so hard to assign a champion sometimes, though? Like what do you what do what do you think stops someone sometimes?

SPEAKER_01

Well, I think one of the things is we talk about a lot is is is just the that you don't think you need someone to champion it. Oh, okay. You know, right. I I would say it's probably the biggest hurdle. That's true. But then once you've once you've decided okay, I think I do I need a champion. You see where I'm going with this. Then what?

SPEAKER_06

Well, who is it gonna be?

SPEAKER_01

Who do I have here?

SPEAKER_06

Right, right.

SPEAKER_01

You look around the room and it's like which one of you is gonna champion the implants?

SPEAKER_06

And then I I talk about this a lot uh when it comes to the implant treatment coordination, right? Like, do they want to? Right? Uh Ryan and I have a have uh uh a belief, I don't know, a a very firm belief system. Sometimes we uh start working with a new office or we've just you know uh purchased a new office, what have you. We're we're working with someone new and we see someone, right, who uh I'll just I'll just say they could either they're they're they're basically operating as the office manager on paper, right? But they're actually uh doing a lot of implant treatment coordination. They're doing actually a lot of stuff around this office, and we see that it's like, whoa, you have the personality to do this and you have the ability to do that. And and and you could be the office manager, you could be the implant treatment coordinator, you could we sit them down and we say to them, Look, you can't be you can't be four things, you can't even be two things. What do you want to do? And what is our rule when someone gives us that answer? We stick by it, right? Yeah.

SPEAKER_01

We don't go ahead and you're right, is is we will straight up ask people. Yeah, you know, uh because there's times when you and I will we'll both speak to someone sometimes together, sometimes separately, and we'll determine this person could do both. Right. Right? Right. And then what is our next step? Yeah, we ask Sit them down, yeah. Let's talk. You could do both you could do both of these. Yeah. Which one do you want to do? Is in and you know, for us, uh, you know, I think in general, it's not always the case, but in general, if we find someone that we think can be a coordinator, it that's what we want them to do because finding a good coordinator is oftentimes harder than than anything else in the dental office. Not to devalue the other positions, it's just harder to find that that that type of human. Um, and so, but we have a hard and fast rule, and it's sort of disheartening sometimes when we have someone where we think this person could be great, and then we'll say, We think you could be great at this. What do you think? If there's any hesitation, both of us are like, no.

SPEAKER_06

Why? It's very key. Hesitation, right? Well, I I really want to be the office manager. Okay, great. I'm just using these as examples, these these positions, right? Okay, great. And it has happened in the past where someone a couple weeks later is like, well, I, you know, I don't I don't know. I I I still think I can do both, or may maybe I do want that. And it's like, nah, we we kind of we kind of held you down, right? And we said, please give us an answer. And and you gave us an air. Right. And your gut reaction.

SPEAKER_01

We're going with your gut. Yeah. Right. Because if you don't have nothing but drive to be a coordinator, you can't do it.

SPEAKER_06

Exactly. You just can't. You got to just want that. You have to want that, want to live in that environment.

SPEAKER_01

And so, okay. So to get back to the point here, which is prioritizing, I'm sorry, to uh case mix, which is all my fault. No, no, it is it's true. But it's it's the champion, right? So you've got to find the right champion to champion implants, and then you have to find the right champion to champion general dentistry. Yes. So one way that we have found to really maximize our implantologists is yes, oftentimes we have to bring in a doctor, although they're not full-time doctors. Um, you know, we've got part-time associates, we have um, you know, previous uh owners that want to stay on, but in like a limited capacity. We're very okay with that. In fact, it fits our model really nicely because what we'll say to them is look, we've got a what's called a super GP, right? And in someone who can do general dentistry, but they're super, right? So we really want them doing like full arts restorations. And so you put them into that place, and then the other dentist is is kind of cleaning up the general dentistry and in, as I said earlier, is the supplemental dentistry that is out there, which which honestly is not really a driver for revenue. Right. In one of our offices, you know, we have uh a general dentist that is amazing. They're they're they're they're lovely, yeah, you know, but they're really only producing it's like 300 grand a year, maybe, maybe 400 grand a year, which okay, fine. Right because it's where they want to be. It's where they want to be. And it's fine with us because what they're really doing for us is freeing up the implantologist from that general dentistry. So we actually don't necessarily look at it as maybe we should, uh, but we don't really look at it all the time as production that goes into the bottom line. I realize that it is, and we do look at it that way, but it's sort of secondary to what the true value is, which is freeing up the time of the implantologist, the super GP.

SPEAKER_06

I think we've gotten into like literally uh, you know, asking the our our doctors like percentage-wise, right? What percent of your day, week, month is implant, yeah, and what percentage of it is general, right? Yeah. And I I think we were we were kind of shocked at it's like, oh wow, it's the doctors themselves were a little surprised, like actually, wow, uh I am doing way more general than I realized.

SPEAKER_01

Yeah, okay. Oh, I mean, it's perfect, perfect. Because, you know, we we have an office, we just had this a couple months ago. We were talking to one of our partners, actually, and and he said, you know, I said, What do you what do you do? What's your mix? Right. Like, I don't really know. Maybe I should, but I don't really know what your mix is. You know, how many, how many general dentistry patients are you seeing by the hour? And how many implant patients are you seeing by the hour on a daily basis? And and he said, I think it's close to 50-50, and I nearly died. I'm like, we are doing three million dollars, $3.2 million in this office, and you are doing 50% general dentistry, and there is an associate there who's dying for more work. What are we doing? Right? And so then we make a shift to send people over, and then you know, you do a little bit more marketing to feed him, and that's that's what we have done. And and you know, knock on wood, you know, that office is now on pace to do 3.6. Um, so case mix, super important, prioritizing, kind of the same thing, right? We're we're we we need a good mixture of cases, and then we need to prioritize uh where where we are spending our time. And it is not to say that we are prioritizing what's important to us by patient. What's important to us by patient is what the patient needs. Right. Okay, so if a patient doesn't need implants, we're not going, oh, well, this is an implant office to die, right? We don't have time for that's right. It's ridiculous. It's just not also right. Um, you know, but but prioritizing, okay, this is a patient who does not need implants, they've got a healthy smile, they just need some some general work. You're gonna go over here to our general dentist, right? Because this is what they're good at. This is what they do, and what they wanted, and what they want to do, right? And then there's the the the the implantologist, okay. You need implants, okay. You're you're gonna go over to to implantology. And so it's prioritizing the right people in the right place and then and sending patients accordingly. Yeah, right?

SPEAKER_06

Yeah. I I I don't know how many offices. Uh I mean, maybe maybe this was an epiphany for us, but maybe this is something that's more uh broadly known, but I doubt it. Uh that whole percentage thing, I think, was like uh was eye-opening for all of us, for everyone. Like, whoa, whoa, whoa, what do we wait a minute? Yeah, we have an associate.

SPEAKER_01

Yeah, it's I mean, I mean truly what the hell. Shame on us for having the conversation years into working with this guy to say, you know, what do you know? That associate's really, really new. So so I guess that conversation wasn't happening two years ago. Yeah, that's true. Um they weren't there. No, but it it's there, and and I think what happens is you you start to get used to doing what you do every day, and the idea of changing it, like you don't think about it because you're in it. Right. You know, and so it takes us to be like, wait, what hold on. How much time are you? One percentage. One percentage are you spending on general dentistry? 50%. You know, so just think about that. 50% of this doctor's time is on general dentistry, and this doctor is doing three million dollars a year. Yeah. So now if we can take 90% of his time on implants, and we don't just lose the other 50%. No, of course not. But that goes to the general dentist who's still in-house who's not producing what they can, yeah, right, and wants to do more.

SPEAKER_06

I almost feel like this is a KPI in and of itself. This is a key performance indicator. Yeah.

SPEAKER_01

Yeah, 100%. KPI, key performance indicator. Uh yeah, yeah, yeah. That that's something that we should be tracking to say, you know, what what type of efficiencies do we have in the office per per the skill level of each producer.

SPEAKER_06

And maybe to someone new, you know, when uh a new client, right, comes to us and is like, I want to do three million. Okay, great. Okay. Please show me in the last two years your you know, uh everything that's implant related and then everything that is general, dentistry related. Okay, well, right now you're operating at 15% of what you do in the last two years has been towards implants. That will have to change dramatically if you want to get to this number, right?

SPEAKER_01

Like it's so black and white, you know, and and I I think that there's so much information out there, other marketers and consultants, and they're not they're not wrong. They just live in their world, right? Right, which is you know, they they they talk about, you know, to get to these kind of numbers, we're talking about you need 60, 70, 80, 90 new patients. And then, oh my God, the obsession with what's my new patient number. Right. Oh, the obsession. I don't give a shit what my new patient number is. I really don't. I I don't look at it, I don't care what it is. Obviously, I want to see new patients, you know, but if I'm looking at hygiene production per hygienist, I'm looking at general dentistry production per general dentist. Who gives a shit if I'm seeing 60 new new patients or 90 new patients? What I care about is how many new consults do I have. There we go. Right? The consult pipeline, and it's not gonna be 90. No, never will. Well, maybe not. It could depend on where you are, right? Maybe for Frank with his right, you know, in three or four in the five doctors. No. Yeah, you just you're never gonna do that because it's it's not it's actually not actually that our our system can't handle that. It's you, the doctor, can't produce what you sell. Right? If if I bring you 90 consults in in a month and you and you sell 75% of them, you're busy for the next three, four months.

SPEAKER_06

Where do we put these people?

SPEAKER_01

Yeah, on your production schedule, right? You just can't produce that. And um, which is uh another thing that's actually not on here. Shame on you, Jason. There's your Jason Cameo. Um it's not on here, but managing that sort of the the the you know collections to productions calendar, uh, we're struggling with this. We had three amazing months in Kingston. I think that's right. Yeah. So we're just like, eh. Yeah. So so we had two really, really, really amazing months, and this month is turn is turning out really good too. So uh, so okay, we had a couple of really solid months, but what comes after that a lot is a really heavy production schedule, which you are dealing with right now. I've been following the thread, yeah, where your calendar fills up so much, the doctor's production calendar fills up so much, you can't then have consults. Have consults. Yeah, yeah. You're dealing with that now.

SPEAKER_06

Yeah, I mean, what a problem to have, right? Yeah, right. So much production that uh we we don't have uh uh a place to physically put a new patient, which uh we are actively changing things and making sure that we can see new patients because you need to keep reloading that hopper, right? You can't just, oh okay, we're just gonna take this month off with consults, could you imagine? Yeah. You know what? Yeah, this month we're just not gonna have it.

SPEAKER_01

Well, that's happened to us. Uh we've learned very, very painful and and hard lessons during months where we're not doing consults. And it's because what happens is is our doctors can sometimes, you know, this isn't malicious, obviously. They they want us to do well because it's them doing well, but they just sort of think, okay, I've got all these cases, I need to do them, fill my schedule. Yeah, I'm good. Great, good, great, great. Yeah, I don't need more month where we're not doing consults, and you're constantly having to watch that to say, you know, what the hell are we doing here? Yeah, why do we have no consult space? And it's like, well, because the doctor's got nothing but production. It's like, but you've got to just we need to manage that better. Right. Can't have a whole month of production, like whole, holy cash flow. Yeah, that's just really bad. Um, you know, but you you think about what it's like $10,000 a day on the typical office and typical schedule. That's a two and a half million dollar practice. That's not very much, right? The average case for most of our clients, you know, crown offices are closer to maybe $13,000 is the average case. Or higher. But uh, you know, maybe sometimes higher uh pre-COVID, way higher. Um but now, you know, is certain offices, I would say the industry average is six or seven thousand per case. But you're talking about one console, one close a day to get to 60 or 70% of your daily goal, not including general dentistry, not including hygiene, not including anything else, and also not including those cases that are $40,000. Right? So it's when you start to think of it like that, I gotta sell one kind of small case a day to be a two and a half million dollar, and that doesn't include anything else we're doing in this office. It's just it's not that hard to get there. No, you just have to really focus.

SPEAKER_02

Yeah.

SPEAKER_01

Right. And want it. Yeah.

unknown

And want it.

SPEAKER_01

Um all right. So uh the real-time limiting factors, let's let's move on, um, you know, to that. And so it's not the town, it's not the patients. In fact, we've already talked about it. I prefer to work in towns that are smaller with with patients that have been in these towns for a long time. You know, because again, if your average case is ten thousand dollars, you just don't need that many patients, you know, to do it. And if you were able to be three million dollars successful in a town of 1,200 people, I'm sorry, but like very few people can sit at this table and tell me my town is too small. It's true. Um, so that's not really what it is. Um, I think it it really just comes down to I think first perception, right? Which is what this whole episode is about. Right. Uh your perception is that your town is too little, but that's going to trickle down to your perception is nobody in this town wants it. No one in this town can afford it. Uh right. I mean, how often do we hear that kind of language? Oh my goodness.

SPEAKER_06

Uh most people in this town uh don't have uh credit scores, they can't get approved for financing. Uh most of the people in this town they don't want the treatment that we have. Um uh I could never uh I would never pay. I love when uh uh we get this sometimes from people who are working in the office. Well, I would never pay $30,000 for a treatment. And and I speak for I speak for this whole area. It's like go, wait a minute. Do you? Do you? That's crazy. You don't you could never see yourself yourself spending $30,000 on your teeth because you work in a dental office and you have nice teeth. Yeah. And you're probably not ever gonna need that, right? Yeah, right. For someone who, I don't know, can't bite into an ear of corn, right? $30,000 to them might not be something that they're gonna talk themselves out of wanting, right? That could be something that it's like, no, no, no, no, no. This is absolutely what I'm what I'm seeking, right? So uh we we hear all kinds of hilarious uh uh uh coming from the heart, right? They're not misguided, they're they're they're not they're not trying to get in the way. Right, right. But it's like just trust us.

SPEAKER_01

Yeah, well look, I mean, I I lived this when I, you know, uh first got out of college. Um uh well actually I I worked at a gigantic national bank, but after that, uh I I worked for a company that was a second-tier search engine, and I had to sell marketing, digital marketing to people. And I was broke. I I had, you know, I lived in a big city that was really expensive, Boston, Massachusetts. I I had college debt. Uh I was 22 or whatever. I was broke. And so, you know, getting my first job, I'm I'm I'm I'm trying to sell stuff to different businesses. And I remember, this is funny now. I remember being uh being told that the minimum package was like 300 bucks a month. And I remember thinking that is way too much, right? Today, like if all you have is 300 bucks, we won't even talk to you, right? Not because you're not worth it, but because it's not gonna do anything. 300 bucks is just not going to do something, and you need to just save up your pennies and come to me when you can make that $3,000 for, by the way, six months minimum, right? Right? Because you it's just not gonna do anything. And so, but I but I remember the time with my personal life, my personal perspective was that 300 bucks is gonna ruin this business. That's a lot of money. Right. Um, you know, and and now we talk to people about $30,000 a month. And so it's just perspective. Right. And it's why, which we're going to do this probably to the end of this podcast's life. We're going to talk about the importance of someone who can talk about. Money with patients and understand that it's all about that perception of value and then individual experience that has you has you there. So I feel the pain of the people in a dental office who when you tell them this is $10,000, their instinct is not this town. Right. $10,000. People don't have $10,000 in this town. And it's like, how many people have? I'll say it one more time. Sorry, Ford, Ford F-150s in this town. Right. You know, you know, do that that's more than this. Right? How many people have pools? Right. How many people live in homes? Right. Right. All of this is more expensive than what we're talking about. But if you're a you know, 19-year-old dental assistant, you don't you don't know that. It's not your fault. You just don't, you haven't lived lifelong enough to know this is what stuff costs. Absolutely. Right. Um so okay, we've talked about kind of it's it's not the office in in what more sort of real-time uh effects are. Something we haven't really talked about is, and I don't know that we've talked about this at all in our podcast. Oh my. Is a doctor's clinical confidence. Uh-huh. Right. So at Crown, uh we have we have sort of three things that that we're looking for in a doctor that we want to partner with. Okay. So we don't actually go in and buy 100% of any office. We don't want to. No. Sometimes we have a seller that that's what they want, and we'll talk about it. But for the most part, we don't. Right. Why? Because we want them to partner with us, because we're looking for a specific type of doctor. Uh one of the one of the things we're looking for is they got to have some level of leadership skills. We aren't there. You know, that's they are the captain of this ship. Although it's part of a larger navy, we're not there. They are, they have to be a captain. So there's got to be some leadership skills. Yeah. Um, another one is they they uh excuse my language, but they can't be a douchebag, right? So they have to have normal moral compass. They've got to care about patients like we do. It's not all about money. They have to fit that that mold, and if they don't, we're not interested. Uh, but but third, they have to have clinical confidence, right? Not clinical experience necessarily, but clinical confidence. Why is that so important?

SPEAKER_06

Well, I mean, goodness gracious. Let's say uh I'm in an office, right? And I just get hired as an implant treatment coordinator, and I'm getting people to move forward with treatment that they really want, right? But time and time again, they're coming back with problems. They keep having issues, right? Not because the doctor isn't trying really hard or going to classes, but for whatever reason things aren't like clicking. Me, I'm the type of person, and this goes for not just implant treatment coordinators, if I'm working for an office and I just keep constantly seeing a stream of patients coming back with issues, problems, things aren't working. Uh the F-word, failing, right? Things are failing. I'm not the type of person who can like be I'll just say it, I can't sell something that I don't necessarily believe in how the outcome is going to be. Yeah, I can't either. I just can't. Uh I won't say the company. I I worked for a dental company. Uh most people of out there would know which one it is or have know this company. And I had to walk away because I didn't believe in the the product that I was talking to people uh talking to dentists about. I just didn't. And it weighed on me. It's like, ah, gosh.

SPEAKER_01

Yeah, I don't think it's hard to sell this to you when I don't believe in it.

SPEAKER_06

Right. Because if I'm passionate about what I'm talking to patients about, it's just gonna come out, right? You're just gonna feel the passion that I have. And I like to think that I normally hire people into the implant treatment coordinator position who do the same thing, they believe in exactly what we're doing, and it just sort of permeates out of them to the per to the patient across from them, right? They don't I don't have to tell them, make sure you're excited about it, right? So if a doctor's uh clinical confidence is low or just capability is low, it just kind of puts a dent in everything, right? Like ultimately we we need the implants to work, right? I I mean, I so what do we say? There's a there's a way around that, right? Hey, you don't want to do roundhouses, great. You want to do lower denture stabilization, but set our expectations. Are you going to do four million dollars? I don't know.

SPEAKER_01

I don't know if that's a realistic probably not, right? You know, probably not. And so, but you'll be successful, right? But but you will so I guess that's the point, yeah, right. Is if you're not clinically confident, it's it's a it's a really sort of correlated scale. Uh your confidence is gonna directly reflect on your revenue. And and especially if you have a good ITC, and what you're gonna do is aggravate the hell out of your ITC where they know, especially if they're experienced, they know this could be a roundhouse, but you just won't do it. Right. Right. Um, and and that gets, you know, complicated, right? You start getting into upper roundhouses that that need bone augmentation and sinus lifts and you know, shit like that. Okay, that becomes this thing where not all of our doctors, in fact, I would say a good number of our doctors in our network won't do that, you know. But I'll tell you the ones who will, they're more successful. Yeah. Right. And so there's a direct correlation between how clinically confident you are and how much success you can have. Um, and that confidence does sort of trickle into the the I guess the environment that you've built. If you are showing people I got this, right? No matter what you bring to me, I got it. People are gonna bring you a lot of shit. Yeah. And if you're showing people that I don't got it, they're gonna be like, I'm not gonna bring this to you. Yeah, and that's gonna hold off. That's actually gonna happen. Um and we see it all the time. So clinical confidence is is is huge. This is a huge, real limiting factor. It has nothing to do with how many people live in your town. Right. All right. So, what actually gets you to to the the three million dollars? Um, you know, it I I think in every small office I have literally ever worked in, uh, the number of phone calls we can generate is always enough to be a three million dollar office. And how do I know that? Uh your office is is one, uh, but also one of the offices that's part of Crown. It's in uh West Virginia. It's a smaller town. It's not tiny, but it's a smaller town. And it generates a great number of phone calls, but it's kind of nothing compared to what some other towns generate, right? Some bigger towns are generating hundreds, if not thousands, of phone calls. Our office in Cincinnati, I I can't stop the phone from ringing, literally. No, um, you know, but but this office in in West Virginia, they don't get uh they're not on the the top echelon of cost per call. They're kind of average to a little bit better than than average. But what these guys can do with each call, this is the difference maker. So we're talking about it's not necessarily generating the calls, it's increasing the treatment acceptance, which we have beat that with the, you know, you know, we've beat that to death on several episodes. And we will continue to do so. But but it is it it's it's about maximizing what is is coming in, right? Absolutely. And this is where you you really focus on this. Yeah, I yeah.

SPEAKER_06

Uh the office that okay. When you have a process, when you have everything in place that the majority of the people who come in say yes, right? That's uh the okay, oh well, uh I'm in I'm in a small town, I only got 300 calls this month. Oh, okay. Well, I I'm I'm in a small town and I got like 700 calls this month, right? You you you kind of have mentioned this, like the if the 700 call a month office just doesn't have anything dialed in to be able to handle that, those calls, what was the point of them, right? If you're the the 300 or even less, we we've we've done crazy numbers with offices that get less calls per month, right? Well, yeah, they have an incredible process dialed in to take advantage of from the first initial phone call to them getting their treatment, they have everything so dialed in, so uh like a like a like just a I was gonna say symphony, you know, like a symphony. It's beautiful, right? When you don't have that in place, uh and you just keep funneling calls. Uh, I mean, we've walked into offices where I'm just sort of poking around and things and like, oh, what are what uh uh the the I'm looking at your inbox here. They these look like leads. Like, what are we doing with that?

SPEAKER_01

Have you called these people?

SPEAKER_06

Well, uh, I mean you know those were there. Yeah, oh that's what those are. Well, uh, well, we'll call them, right? Someone will call them. Someone will call them, right? Someone here. It's uh it's it's it's incredible to be a part of uh a team where everyone gets it, works together really hard, the doctor gets it, clinic super clinically confident. Uh you you you hit on something massive too. Um being able to not have to turn patients away is incredible. Um case selection's great, right? You don't want to do these big massive cases with uh zygomatics, whatever. Totally understand. That's fine, right? We can't control who comes to you, right? So if that's something you don't want to do, okay, that's fine.

SPEAKER_01

We'll we'll you have to find them somewhere you're gonna send them right, right. You know, I can't tell people if you have uh you know need for bone augmentation in sinus lift, right? Don't call. Please don't call us. We don't do them.

SPEAKER_06

No, that's fine. But uh offices that hey, you know what? I can take care of this. Human nature hates the idea of walking into one, especially in medical, walking into one place and them saying, I actually need you to go to a different place first, worst and then come back. Yeah, that's a really hard conversation, right? So you could send all the phone calls you want, right? If you're referring away most of it, you have a terrible process in place. It doesn't matter that you're doing double the person in the other small town or uh in another state, right? Uh that that's how I see things, you know. I I I'm really looking for um I'm looking to maximize what we're doing with those calls, right? Uh how we handle them is is just I think it's the topic uh point of this entire conversation. But that that that's where my brain goes when I'm thinking of things like this. Yeah. That's how I view it. Yeah.

SPEAKER_01

Yeah. And and we have endless examples between my company, Maxilla Marketing, your company, DenaPlant, um, and also Crown. Yeah, where just in general, uh just small towns are wildly successful places. Small offices can be wildly successful. Uh, they don't need to be big, they don't need to be pretty. Maybe that's a whole nother episode here. Um, you know, but a couple of examples, you know, Gasport, New York. Just look these places up. If you're listening and you don't believe us, we have an office that we worked with for many years in Gassport, New York. Eagle River, Wisconsin. Eagle River, Wisconsin, you know, Martin, Tennessee, Munster, Ida, uh uh, uh, Munster, Indiana, Rathram, you know, Kingston. Just look these places up. You can see that they're not these bustling metropolises. Ontario, California. Holy cow, Ontario, California. It's a place in California you'd never even imagine existed in California. Um, yeah, and it's just endless. That list goes on and on and on. And so, uh, you know, I I think the hard truth here is that uh most practices they don't fail because of location. They they they fail uh again. You're gonna see this is the theme of our entire podcast. It is your process. Um, so being a small town, awesome. Get a bottle of champagne, pop that open. You have an excellent opportunity to be a three or four million dollar office. In fact, um, you know, there's a study out there, uh, I don't know, Health Resources and Services Administration, whatever the hell that is. Um, but it's smaller markets and single, the the a single dominant provider can capture 30 to 60 percent of the specialty demand. Wow. And so this is specialty demand. Although you're not a specialist, uh this is specialty demand, which is implants. And so when you're in a small town to capture 30 to 60 percent of it, that's it's just not that hard to do. Yeah, it's not that hard to do. So uh quickly, because we are uh running out of time, but I think you have an AJ adventure about small towns. Uh I think the hardest thing for us when it comes to working in offices in small towns is getting to these effing places.

SPEAKER_06

Uh so Ryan uh was actually with me on this one. Uh and so was uh Tyler, uh member of Maxilla Marketing. So uh we had to visit an office uh in Martin, Tennessee, which is uh small. Um we decided, uh, I don't know why, to fly into uh I'm sure virtually no one listening will know this place. Uh Paducah. It was Kentucky. Kentucky, yeah.

SPEAKER_01

Paducah, Kentucky. We decided that because that's how you go to Martin, Tennessee. Yes, so you know.

SPEAKER_06

We could have theoretically flown into, I don't know, some other since he drove through Memphis, but it was a much farther drive. But after what occurred when we landed. So I don't remember what exactly happened, but uh we we we we landed. And when I say landed, I mean the essentially, you know, the turbopropped uh plane, you know, touched. Fell out of the sky. Yeah, yeah. Crashed on the runway, right? The runway. Uh we're were there. And I don't remember why or how this happened, but uh we did not have a car pre-rented. I don't remember what the situation was. So we're like, ah, whatever, we'll just rent a car when we land. Well, uh, the scant uh number of people who worked in the Paducah Airport uh uh that did uh man the the rental car desks all basically told us uh we don't have any rental cars. I remember having to get on the phone with um U-Haul, attempting to rent potentially a U-Haul. Because we when we landed in Paducah, we need to drive for like an hour and a half. We still needed to drive. Yeah. So I'm on the phone with U-Haul, and um This reminds me of Home Alone. It was great. Oh, yeah. You guys could have been playing clarinet in the back there. Yeah, uh, I called uh Home Depot because they rent trucks to buy the truck. I don't remember how I I think we literally ended up just bribing.

SPEAKER_01

Steve, I think we found a guy named Steve, a random dude in a red hat. They're like, oh, talk to that guy in the red hat. It was his name was Steve, and he rented us a total piece of shit. And yeah, I remember this.

SPEAKER_06

Yeah, it was just like, yeah, I don't know, he's uh not really regulated, what have you, but uh what whatever the situation was, that was absolutely hysterical. Like basically the the the only uh there were no restaurants in that airport. The only restaurant was a vending machine. Yeah, oh yes. I took a picture. I remember uh the egg salad sandwich was took a picture uh when we landed, and then like three or four days later when we left, took a picture of the same damn egg salad sandwich with service.

SPEAKER_01

Yeah, oh just sitting there, just asking someone to to to get salmonella.

SPEAKER_06

It was delicious.

SPEAKER_01

And that someone was you. Yes, I I remember that in uh imagining us three bopping uh down to to Martin, Tennessee from Paducah in a in a U-Haul. Yeah, I'll never forget that. That that that was a wild time. So this is the this is the the largest detriment to small towns, is your supporting crew in Max Plant. Really struggled to get there. And I imagine that you, if you live in a small town, you struggle to get out to some of these uh courses and things, you know. But the towns themselves, that office, Martin, Tennessee, is one of the most successful offices we have. It's a beautiful office, it's a very, very knowledgeable doctor. I think he's actually a KOL now. Yeah, um, he had two or three associate doctors. I mean learning under it. This town is, I mean, it's not a nothing town, it's a college town, but but but it is kind of in the middle of nowhere. But but man, do they really make it work? And and they've been very, very successful. So kudos to to the team down there in in Martin and uh hilarious uh AJ adventure. I I'm glad I was on one of your adventures. Yeah, I was part of that one. So uh anything else to to close out with uh for for small towns in in finding success?

SPEAKER_06

No, uh just uh if you haven't decided yet, just pick up your practice, move to a small town if you're in a big city, just do it now. Take the whole thing, just just physically put it on a U-Haul. Put one of those trucks those trucks that like drive semi-trucks that drive parts of homes, modular homes, just do that to your practice. Just drive it.

SPEAKER_01

So you are pro-smown, in fact. Very, yeah, same, same. Okay, so uh as usual, uh thank you for listening to our podcast. Uh, if any of this is is yelling out to you. I live in a small town and I want to talk to you guys. Uh, you know, leave us uh a comment on these videos. Make sure you like and subscribe. Come to our website, anothercaseclosed.com. Uh, and until next time, thank you for joining us. For now, that is a another case closed. Good work. Good work. Get him a gavel. I don't know if we're supposed to tap. I think so. Thanks for tuning in to Case Closed from Consult to Crown. New episodes drop every other week. If you're watching on YouTube, give us a like, leave a comment, and consider subscribing to catch all of our upcoming content. Click the notification bell, and feel free to leave a review or share the show with a friend. We greatly appreciate your feedback. And if you'd like to reach out to AJ or myself directly, leave us a message at anothercaseclose.com. Thanks for being here, and we'll see you in the next episode.