94. Our Reflections on Q1 of 2025
Spencer Dupre (00:00)
Yo, yo, yo everybody, what is up? Welcome back to another episode of the What Now? Podcast. Spencer and Zach, we're back. What's up, In there, like swimwear. What's up, man?
ZT (00:08)
Back in the booth, more to do. More to do, boop boop. Yes
sir. Coming off your first ever time watching the Masters, arguably the best Masters I've ever watched other than 2019 Tiger Woods, because it was just so nostalgic. But yeah, that was incredible.
Spencer Dupre (00:18)
Dude, yeah.
Yeah dude, I'm not a golf guy, but was not a golf guy. And we took our little bro trip to Grand Mary and know, the shoot in 115 got me feeling good.
ZT (00:31)
Not, ⁓ there we go.
Spencer Dupre (00:47)
⁓ man. Hey, if I could hit every club with my nine iron, I would be a scratch golfer.
ZT (00:48)
That nine iron.
One day.
Spencer Dupre (00:57)
something about this. No, I'm not a good golfer, but it was fun to play and I don't know.
ZT (00:58)
I'm
That one's really
good at golf. The point is not to be good. It's just to enjoy time with your buddies. In nature.
Spencer Dupre (01:08)
That's true. Dude, yeah. ⁓
yeah. Well, dude, that's true. Nobody's truly good at golf. Cause we watched Bryson just fall apart this last weekend. Nobody, and Rory dude, six foot putt to win them for the grand slam. He just whiffed and. ⁓
ZT (01:19)
Yeah.
You want to talk about roller coaster? I mean, I couldn't imagine the mental, I was talking with a patient, a couple of patients taking care of a few golfers, but just like the mentality to hit it in the water on 13 and just, and like, you don't know, like he doesn't necessarily know the scores. Like it's not like football where like big scoreboard, like he doesn't know until he gets to, I think 17 what his score is compared to everyone else on the course.
Spencer Dupre (01:29)
Dude.
Brutal.
Yeah.
ZT (01:55)
I couldn't imagine bouncing back and then hitting some of the shots he hits and then missing that putt and then going to win the playoff. I'm just like, his, his sports psychologist or whoever needs a raise for sure.
Spencer Dupre (02:02)
Dude.
Yeah, he needs cigarette or something. Yeah, dude, I want to do one of the things that the masters taught me this weekend is that just consistently good is better than occasionally great because dude, there's some people like, like, yeah, dude, like Rory, bro, like he, had that awesome chip in and ⁓ yeah, on Saturday and like it did really doesn't even matter.
ZT (02:20)
100%.
Mm-hmm.
on Saturday. Mm-mm.
Spencer Dupre (02:35)
You know, like, it all came down to the playoff. And same thing with Rose, dude. Like, Rose was way back going into Sunday. And he came in to get into the playoff, dude, which is crazy. So, dude.
ZT (02:45)
Poor guy has finished
second in the Masters three times now. That's gotta be tough.
Spencer Dupre (02:49)
Spurril, spurril. But yeah,
dude, consistently good is better than occasionally great. I think that's true, like in our practices, I think it's true, like almost in everything in our life, really. It's like, it's cool to hit the home run, but like you're, it's better about more about your on base percentage than it is about how many home runs you hit. And, ⁓ or if you only hit one home run once, like we had this one friend in high school and her brother was in the majors ⁓ or
ZT (03:06)
Mm-hmm.
Spencer Dupre (03:16)
and he was in like AAA ball or whatever the highest level is right under the MLB. He got pulled up to the made to the MLB like for one game, hit a home run and then drop back down to AAA like the next game. You know, so it's like, dang dude. It's like, it really is all about that consistency. And so that being said, we just finished Q1 kind of in the second week, third week of Q2 starting in April.
ZT (03:28)
Mm.
Spencer Dupre (03:41)
And, it's a good time to reflect, right? And I think that like your quarterly numbers really reflect how consistent that you've been because, know, you can have a good month and a bad month and you can have a high week and a low week. And I think that like, dude, just like in like watching the masters or it's like every shot is a win.
ZT (04:01)
Mm-hmm.
Spencer Dupre (04:02)
every shot or every shot can be detrimental, right? But it's really about like what you do as a whole. ⁓ looking at the quarter is a great way to do that. So I know you said that you guys just had your quarterly meeting. What did you guys do for that?
ZT (04:12)
Mm-hmm.
Yeah, so we had our
So we had our first ever quarterly meeting back in, ⁓ not first week of April, so two weeks ago, we took a EOS slash chat GPT approach to it. ⁓ in the sense that, ⁓ plugged in traction into chat GPT said, Hey, can you help me make craft our quarterly goal or a quarterly meeting? And it just took us through a structure. It was three hours on a Tuesday. and initially like the idea of a three hour meeting.
To me as someone that's never really been in corporate ever, a three hour meeting sounded miserable, especially as someone that just likes to go kind of do whatever. And what was shocking was the feedback from the team, from the office manager and CA was that was the best meeting I've ever been a part of. That was so helpful. They feel more connected to our mission and our vision. And they feel really charged up to have the best quarter.
of within's lifehood or longevity. so super, super stoked from that. ⁓ and it was honestly less than three hours. We flew through it and never got off topic. ⁓ and it was great. Yeah.
Spencer Dupre (05:32)
Well,
yeah, I am. I'm always surprised at how well the meetings go when I actually have an agenda. The agenda is always really make a big deal, but, I know, right? A little bit of planning goes a long way. Well, I'm doing that's another thing watching the masters, bro. It's like, dude, they take so long to like, just figure out what they're going to do in each shot. Dude, the assessment is crazy.
ZT (05:40)
Mm-hmm.
It's crazy how that works.
Mm-hmm.
Mm-hmm.
Well, I mean, just,
mean, the assessment of the wind, the different grass cuts that they're in, it's wild. It's not just, all right, I'm in the rough. I'm going to hit this shot.
Spencer Dupre (06:07)
Yeah. And so, I mean, this is the thing like having a quarterly meeting and doing a quarterly review is a really great way to make sure that like at the end of the year, like you're not super off course, right? Like if you started this year and you're like, man, dude, we're going to do 250 K this year. And you're at 50 K for the quarter in collections. You're like, you're pretty behind, right? And so, but if you never look at that and you're like, Oh dude, we're going to crush and we're going to manifest this 250 K.
ZT (06:17)
Mm-hmm.
Spencer Dupre (06:35)
but you're never actually like looking at your metrics and you're never actually like trying to course correct. Like you can, you can manifest all you want, but it's not leading to any action, right? That's the biggest thing is like, I think the, the biggest thing for success is for that, really separates people who are successful or not is like, do you see opportunity? And when you see opportunity, how fast do you take action? I've been, I've been watching, you know, that Instagram
ZT (06:35)
Mm-hmm.
Right.
Mm-hmm.
Spencer Dupre (07:04)
profile, school of hard knocks. Yeah, that's, yeah. Well, I'm one of those guys that just says, I'm not on TikTok, but I watch Instagram reels, so.
ZT (07:06)
Yeah, I see him on TikTok, but yeah.
It's okay.
Spencer Dupre (07:18)
I just can't have another app, I can't have another app. Especially if it's all in the same place. But anyway, I've been watching that and a lot of the guys, they're literally like, one of the things that really strikes me that's really interesting about that one is he always asks, like, do you believe in God? Or like, what's your relationship with your faith? And all the people will say, yes, of course I believe in God. Of course I have faith. Of course I, all those things without God, none of this stuff would be possible. And so I think that's cool. And like, I mean, the...
ZT (07:20)
Mm-hmm.
I get it.
Mm-hmm.
Mm-hmm.
Spencer Dupre (07:46)
It's pretty obvious that it does play a big role. But I think one of the big things too is that they always say, yeah, of course I have faith. And then they ask, so how did you get to your X, Y, and Z? And they say, I worked hard. I did things. I took action. I didn't waste an opportunity. And I think that's a big thing. And your quarterly meeting is a great way for you to just kind of assess where you're at and then take action on it. So while we're some of the, because we're doing our quarterly review kind of today.
ZT (08:00)
Okay.
Spencer Dupre (08:15)
after this call, what are some of the things that you guys picked up in your quarterly review and you're in your quarterly meeting about last quarter? And then what are you guys gonna do this next quarter to correct those things or improve on them?
ZT (08:29)
Yeah, I think a big thing that we realized is, um, people love a big focus for the quarterly meeting for us was like the black hole number, our attrition rate. Um, so that's something we really focused on and we've noticed that. So we took just for 2024. Uh, we took everyone that was a new patient in 2024. Um, and then.
Spencer Dupre (08:46)
How did you calculate that?
ZT (08:58)
If they made it to a third visit, basically meaning if they signed onto care, we then, um, just took how many visits they're at or got to. And so some are still patients today. Some are not. Um, and then we took the average of that number. So I think it was like 175 patients. Um, and we got our black hole number. If I'm calculating this right, I could be completely wrong. Uh, we got our black hole number of, think it was like 27 or 28.
Spencer Dupre (09:28)
What does the Boc-Hole number mean for your practice?
ZT (09:28)
which felt pretty good. ⁓
So when basically, when are people falling off of care? ⁓ and so we calculated that I was very surprised. I honestly, the week before, before we started calculating it, I asked the team, ⁓ what do you guys think that number is going to be? I thought it was going to be like eight. ⁓ just in my head, I had one CA say 50 and I was like, hell yeah, let's do it. And then another one said 13. So we were about average of what we thought.
Spencer Dupre (09:36)
Mm-hmm.
⁓
How is that different than your PVA?
ZT (10:06)
That's a great question. That's what I was trying to feel. I was like, feel like this is almost the same thing.
Spencer Dupre (10:12)
⁓ yeah. I don't, I mean, it kinda is, I guess, in a sense.
ZT (10:18)
Which I feel
like that is what it is, right?
Spencer Dupre (10:21)
No, not necessarily because your PVA is like your average amount of visits that like each person will come into in your lifetime. And so if you're like,
ZT (10:26)
Right.
I guess because our PVA for the last six months has been 39. So, I don't know.
Spencer Dupre (10:37)
Your
PVA, well yeah, so usually your black hole is gonna happen, I would assume, before your PVA, because just as many times as you have people fall off of care, you'll probably just as many times have people stay on the care. And so those kind of average them out. I would say that like... ⁓
ZT (10:52)
Yeah.
Spencer Dupre (11:02)
Yeah, I don't know. mean, that's like some that's some the black hole number is a number from all that Austin Cohen like talks a lot about. So I have to ask him some more about that. But I would assume that like the best way to calculate your PVA is to look at all of your patients.
ZT (11:17)
Well, yeah, I guess this was so this was just 2024. So this wasn't including like people that have started 2022, 2023.
Spencer Dupre (11:20)
Yeah.
see, I know. It would be to look at all of your patients in a running total that you've ever had. Your PVA is just your total visits per week divided by your new patients. And so that's really just kind of in your year and in your quarter. think your PVA is more of your usage rate. Whereas your black hole is how long you're holding on to people. Because like, ⁓
ZT (11:27)
Yeah. Well, that's what I'm saying for PVA.
Yeah. Yeah.
Hmm.
Mm-hmm.
Spencer Dupre (11:53)
I could have, I mean, there's a bunch of different scenarios, but I would say that the best way to calculate your black hole is to look at every single one of your patients ever and add up how many visits total that those have had ever. Like how many visits have you ever had in the lifetime ever of your office? And then really the way that I would calculate my black hole is I would just look at my care plan finish rate.
I would look at how many people finished their care plan and of the people who do not finish their care plan, how many visits are those people at? So your care plan completion percentage, so let's say I have 50 people and 40 of those people have finished the care plan and 10 people don't finish their care plan and they all, like one person goes visit eight and they stop care, one person goes visit 20 and stops care.
ZT (12:19)
Mm-hmm.
So that's something we also looked at.
Thanks.
Mm-hmm.
Spencer Dupre (12:47)
and I would take that and average those numbers.
ZT (12:49)
So we did that as well. we assumed because our two most on average care plans are a 20 and a 28. And so we said, okay, let's just split the difference, put 24. What was the average stoppage number of those that reached visit 24 or below? And that number was actually 13. So.
Spencer Dupre (13:12)
So you have 13 people not reach visit 24.
ZT (13:14)
No, no, no. On average, like the average drop number, like if they didn't reach 24 or less was 13. Does that make sense?
Spencer Dupre (13:18)
is 13.
So yeah,
so that means that your black hole is at visit 13. So yeah, they're incorrective carry. Yep. So then what you would want to do is have like some sort of like retention strategy at visit a lot, like 11 and 12 to keep people carrying through that visit 13. Same thing at visit 28 in the wellness care. That's what you would look.
ZT (13:29)
correct during corrective care and then 28 during wellness.
And something
that was that I wish I was tracking this number more often is at the start of 2024, we were not doing progress videos. We were just doing progress reports in person and we noticed a drastic shift. So we started doing the progress videos again. I want to say we'll say September because like end of August. Um, and there was a drastic difference just in people.
Spencer Dupre (13:57)
Mm.
ZT (14:11)
finishing a care plan from the progress videos. That's way higher. And then it's also, mean, 2023 with the wedding, like the people that started in March through May, a lot of them did not finish a care plan or sign on to wellness, which was very interesting.
Spencer Dupre (14:15)
You feel like a tire.
Good to know.
Yeah, Kate and I have been going back and forth because the progress videos take a ton of time out of our schedule. But we were like, nah, they're just too valuable. So it's good to hear that like you've that your metrics show like starting progress visits has been better than not.
ZT (14:49)
Yeah. And I've tried to figure
out the best way because it's, one thing to record the videos. Like for us, the videos take, like, takes me max six minutes to record the loom going over the progress videos. ⁓ but there's an additional four to five minutes of loading that up, sending the email, all of that. it's about a 10. I mean, just like crafting the email and everything.
Spencer Dupre (15:09)
You mean load it up.
Loom AI
has like, it'll just write an AI email.
ZT (15:18)
I really don't like it. It's like a weird summary every time and I don't love it.
Spencer Dupre (15:23)
My emails are always just, Zach, here's the update on your scans. Let me know if you have questions. I kind of let, yeah. Yeah, it is kind of a tedious process, but ⁓ I think it's worth it. I think it's valuable and it's always nice. whenever you go back and you look at those videos, like when I'm going to send other videos, you know, and there's like six or seven plays on that one video. It's good, it's a sign.
ZT (15:27)
Yeah, I mean, that's what we sent to. So it max takes eight minutes.
Yeah. Yeah.
It was interesting. mean, two of our patients that started in March are from the same, like they were referred in by the same person and they're like, yeah, I saw the video that you sent her. Like she sent it to me and that's when I made my appointment. I was like, that's pretty cool.
Spencer Dupre (16:03)
that's pretty sweet.
Yeah. Hmm. I think it's cool always to like, cause like if you do them in person and you send those and you give them like a paper or something like that, you know, you know where that paper is going to go? Trash can. Yep. Where the video, it lives forever.
ZT (16:13)
Mm-hmm.
Garbage. Yeah.
Yeah. And I think what, what's nice too, is it allows me to go to the depth that I want to go. And this is going to sound maybe brash, but like without being interrupted without, and I can go back and forth. can like toggle between this view and that, like, so it's just really nice to go back and forth to, but yeah, it was, it was very interesting to see that change kind of, be, I'm not going to Excel and creating graphs and all that, but it'd be funny to see like almost like kind of like a
a graph of August on and then January to August of last year.
Spencer Dupre (16:55)
Yeah, I think that, yeah, I like the videos. I think they're worth it. We're about to switch to Vimeo for our videos though, because Vimeo is a little more secure. can like, anyway, that's what we're about to look at. But okay, so then what is your plan going forward into Q2?
ZT (17:02)
Mm.
So our plan, we set our rocks, but kind of under the surface is starting to implement the ideas that we had for retention. So again, taking a lot of what we learned from Austin Cohen at the summit, what was it called? Gross summit and implementing that. So finding ways to gift and celebrate specific milestones. know I talked kind of in length.
about our day three process and day four process. Like, let me show you, let me watch you. And then we're going to, we have people lay on a dental roll as part of their plan. Again, we're more corrective care. And so their first, I don't think it's mixing. ⁓ Those are pretty good. More of a sesame seed bun guy. No. But so they love.
Spencer Dupre (17:55)
mixer.
You get the Hawaiian rules.
Duh.
ZT (18:10)
that they really feel an impact on that. we're going to gifting those probably around that visit 16 to 17. And then.
Spencer Dupre (18:18)
Mm-hmm. What?
Okay, here's a question for you because like we're trying to implement all these kind of things. And Austin once said, he's like, how much do you spend on, dude, this is I'll say about Growth Summit. Growth Summit was one of probably the most like tactically applicable seminars that we've been to. Like a lot of the seminars that we've been to, they're so good for like your mindset and your strategy and all that stuff, dude. But like really like the Cairo 180 Growth Summit, that was tactical stuff to take away from, like where to put your money, where.
ZT (18:32)
Mm-hmm. 100%.
Spencer Dupre (18:46)
what to do in your day one, day two, what softwares to use. That was really good. Like I find myself bringing up growth summit quite a bit. So shout out to Austin for posting a really solid thing.
ZT (18:53)
Yeah.
Are you going to do room to room with him?
Spencer Dupre (18:57)
Rim to rim? His canyon thing? No.
ZT (18:58)
Have you seen them posting about that? Yeah.
Yeah, same.
Spencer Dupre (19:04)
but all that being said is one of the things he asks is like, how much, how many of you guys know how much you spend on your retention for your clients? So like, dude, how much does like a dinner roll costs? Like, what are you like, what's your like budget for a.
ZT (19:05)
Anyways.
I think a dinner roll,
we bulk order them the last time I checked on Amazon, pre-tariffs, I'm just kidding. But actually, I think it was like 50 dinner rolls you could get for $21 or $22 a piece.
Spencer Dupre (19:29)
but for real. ⁓
Okay. And like, what else do you have like laid into like that retention strategy? It's really not even a podcast anymore. It's me just really kind of asking you things. It's kind of should be.
ZT (19:44)
Mm-hmm.
Yeah. So we're going
to do, this is coming from Nikki Kattis, ⁓ at around visit 11, because we found 13 was a black hole. We're going to give them a postcard that has some stickers attached to it. That's a, and the postcard is going to be like, thanks for sticking with us. Kind of just play on words. Yep. ⁓ give them some fun stickers and then a t-shirt at visit after their fourth wellness visit. So that's dependent on their plan.
Spencer Dupre (20:05)
Cool.
ZT (20:17)
But once they basically completed their first month of wellness, they'll get a t-shirt. And so tracking.
Spencer Dupre (20:21)
And how are you tracking that?
Who's finished their first month of wellness? Who's at visit 11?
ZT (20:30)
I mean,
yeah. So like visit, that'll be more on the, the CAs, but I mean, our EHR tracks each visit and just has like a readily available for it. So that part will be a little bit more like if the, we have two, two wellness plans, like we have once a week or every other week. So once they finished that. Yeah.
Spencer Dupre (20:43)
Yeah, cool.
Yeah,
that's always my biggest thing is just like how, like when I go to implement something new, the first thing I think about is like, all right, how do I do this at scale? So like, it's cool if I do it for 10 people. What if I had a thousand people, right? Like, like how do I a hundred X, not even just 10 X like, because like, if I can do it for 10, could probably do it. I can probably do it for a hundred, but if it's like,
ZT (21:08)
Mm-hmm.
That's been my biggest...
That's
my biggest hiccup with the t-shirts is just all the different sizes. ⁓
Spencer Dupre (21:24)
I'll send you some, I'll send you a thing. I have this one lady that we just met with and she can basically, she takes all your stuff, she gives you a mock-up and then she'll drop ship you at order, like at order at the same wholesale price, like whatever you want. so you can do like, you can do golf balls, you could do whatever, you can order all the promotional products you want, but you build your own store and then you can just order like per size. If you want to order two t-shirts, you can order two t-shirts. If you want to order 200, then you order 200.
ZT (21:35)
nice.
That's really cool. That's unheard of.
Nice.
Spencer Dupre (21:53)
⁓ we have a thing because that's like my biggest issue too is like, dude, it's like, I don't have the space and I don't necessarily want to stock. ⁓ like an entire old Navy's worth of t-shirts. Like I'm not trying to have a whole closet dedicated just to t-shirts and just to this and just to that. It's like.
ZT (22:05)
Mm-hmm.
And here's, this was, this was
an interesting thing from our quarter meeting was, you know, my office manager and CA were like, well, what if someone would prefer a hat or a sweatshirt? I'm like, no, like they're, they're getting a t-shirt. Like we're not.
Spencer Dupre (22:22)
Yeah, so I'm talking about bro,
it's like you can't make everybody happy but you try to at the same time, like it's hard.
ZT (22:26)
I'm like,
overall, most people are excited about a t-shirt. It's when you start trying to like add the hat or add the hoodie, and then it just gets too complicated on our end. So.
Spencer Dupre (22:30)
Mm-hmm.
Yeah. So
that's cool. We, yeah, I know. And like, we see like such a wide variety of people in different cases and stuff. Like that it's like, dude, I want to give them like things that they're actually going to use. Cause like, I hate getting stuff from places like that. I'm like, all right, look trash. Like how many people actually use the toothbrush that their dentist gives them. Right. Like I have my own like fancy, I have my own fancy toothbrush, right?
ZT (22:57)
Not me. I mean, I've been to the dentist in a while.
Spencer Dupre (23:02)
But at the same time, how cool would it be is every time I go to the dentist, my dentist would give me the toothpaste that I like. Right? Like that, and that's the difference, bro. Like that's what I'm trying to figure out, you know?
ZT (23:14)
Well, that's another thing we try. I try to think of two is like, kind of like the stickers are fun. Like you can throw them on a water bottle at the same time. I've been like, are the, most of those going to end up in the trash? ⁓ another thing was we were going to do. So we see a lot of people, like I would say 80 % of the people we see you and I asked them their top three goals of care, ⁓ 80 % of the time that third goal is lose weight, ⁓ which were not a weight loss clinic, but we've had, think seven.
patients at this point lose over a hundred pounds, which is pretty cool. ⁓ so we were like, yeah, yeah. That's pretty funny. ⁓ but, but with that said, like a lot of our people are our fitness workout people. like, should we give a blender bottle, you know, like with our logo on it? ⁓ but I mean, I look at my cupboard as someone that's
Spencer Dupre (23:45)
Mmm.
within THIN.
We thin.
ZT (24:13)
You know, been in the gym my whole life and I have 15 blender bottles. My wife's like, can we throw all of them away? They're plastic. Until then.
Spencer Dupre (24:19)
All of them away. Yeah, literally. That's right, dude.
And that's what I'm saying, bro. It's like, it's giving people gifts that like they actually like that are not crap that you can do at scale because like the, the custom one-off gifts are sweet at scale. They're so hard to do. Like, unless you have a fully dedicated hospitality team and like we're small business dude, like I don't have a hospitality team, you know? So that's like my thing.
ZT (24:42)
Yeah. So one thing, one thing we,
another thing we took away from growth summit is that get to know you. So on their fifth visit, and this will be easier with Chiro HD, cause it'll actually give us alerts. So I'm excited about that. ⁓ we're going to send out a text, ⁓ and we already have the Google form of like, get to know us, get to know you. Like, where's your favorite place to eat? What's your favorite drink? Like all these small little questions. And then in the Google form, like it's like, where's your favorite place to eat? Dr. Zach's is blank.
And Rachel's is this. so it's just like filling that in. ⁓ I think we've sent it to like 10 people now. I think two people have done it.
Spencer Dupre (25:21)
Well, that's the thing too is like, okay, that's great if I want to do this, but then like, do how do I get people to fill them out? Like, and that that's again, it's just all about follow up. Right. And so it's like, it's like, how do we do that? And, you know, so mean, these are the kinds of projects that I really like to work on. And these are the kinds of things that I like to like work, like think through my deep work sessions, but it's cool. Okay. So that's what you're going to apply from your, in your next quarter. Sweet.
ZT (25:26)
I think it's ⁓
Spencer Dupre (25:51)
It sounds like good plan, dude. sounds like you have a lot to work on.
ZT (25:54)
Yeah, it's fun to like, I like mapping stuff out. It's why I loved neurology. ⁓ To me, it was all like a map. I guess so. I I sucked at everything else. So, I like seeing the map and getting like a big whiteboard out and kind of tracking all that through. Like, that's why I love the customer journey so much.
Spencer Dupre (25:59)
NERD
I like neuro too, it's okay. Neuro was cool.
Yeah, dude, think like just making a con the nerd comment, like, I think that you have to like love to study like the things because if you're like, dude, what was your favorite class? You're like full spine adjusting, bro.
ZT (26:24)
You
Spencer Dupre (26:26)
It's cool, but like, FSA was cool, I mean, we did so much adjusting.
ZT (26:31)
Yeah. RIP for us that like FSA, because I was what? Five, six, seven. was majority COVID.
Spencer Dupre (26:32)
⁓
Maybe, I don't know. But hey, one of the things I was talking about though, if you guys are, yeah, if you guys are students and you would be interested in us hosting and adjusting intensive seminar, not just me and Zach, but with people like Colton and Kelsey Wood, a lot of the people that are around here in the DFW area, if you guys are here, ⁓ that was something that Kayla and I were talking about because ⁓ to kind of bring up what we're going to be working on in Q2 is we just hired an associate doctor.
ZT (26:42)
could flex the OXPLIFT, sorry.
Woo!
Spencer Dupre (27:09)
And our associate, she's a new grad. We're super excited for her to come on. And she seems like a great fit at the same time. She was a student. like she adjusts like a student, you know, which like some students are just great. Some students are not great adjusters. ⁓ But like, I mean, there's just, you just know a seasoned doctor versus a student and like, it just is a thing. Like, and that's not a bad thing. She's put in a lot of work and she has a great foundation, but it's like, dude, we're going to be teaching her like all of these like.
facet versus disc level versus cord level adjusting and like all of those kinds of things like that are kind of second nature to us. So if you guys are interested in those, let us know. I think it'd be cool for us to put it on. If you guys want that, maybe we'll make it happen. But ⁓ in Q2, that's what we're working on. I'm working on laying out my associate doctor training manual, looking at getting our branding shifted to not just me and Kate, but to
third doctor working on that.
ZT (28:08)
Hmm.
Can we dive into that a bit? Cause that's something I was just talking at our weekly meeting yesterday about is our office tour and just some of like the scripts we have will mention like Dr. Zach or like it'll say my name. And I'm like, well, like if I'm thinking about hiring an associate and my staff is trained to like say my name as the chiropractor and then it's not Dr. Zach they're saying I'm like, that's not good. So what are you guys doing to rebrand as empower chiropractic?
chiropractors and not Spencer and Caitlin.
Spencer Dupre (28:42)
⁓ yeah, I mean, I always knew I've always like known that it's not going to just be me. And honestly, I never thought that it would be me and Caitlin. Like that kind of came about last year. ⁓ it was a blessing. ⁓ and so really I always just was like, kind of like, know, what is the brand of empower? And honestly, like, I think about it like all the time, like if someone approached me and asked me to buy empower for a deal that I couldn't pass up, I probably would, cause I would just start over again and I would just rebuild. But, ⁓
ZT (28:50)
Hehehe.
Spencer Dupre (29:12)
Like all that being said is because like I just think about the business. It's not that I would like want to get out of practice or anything like that, but I think about the business about making an exit. How do I have something that lasts longer than me? Because at the end of the day, it's like, even if I'm not in practice, say I'm 80 years old and I'm dying or I'm, I'm 180 years old and I'm on my death bed. I would still want like the legacy and the mission and the purpose that Empower has to carry forward. feel like.
⁓ if empowers impact dies with me, then I'm, then it's not even really making that big of an impact. It's just me doing things. So all that being said, my biggest thing has been just to try to say like, how do I set this up as a, it's more about chiropractic care. It's more about the brand. It's more about the mission and what we stand for than it is who's doing the adjustments on the table. It was a really easy or as an easier transition, bringing Kate on. Cause she was my wife.
ZT (30:07)
Hmm.
Spencer Dupre (30:13)
but now that I'm not married to our new associate, ⁓ they are gonna have to ⁓ learn how to like embody the culture. And the goal is basically to get people ingrained and pick up the company values enough to where people say like, it feels like you've been here the whole time. That's my goal is like, for people to say like, I know that you've just gotten here.
ZT (30:18)
you
Mm-hmm.
Spencer Dupre (30:39)
but it feels like you've been here the whole time with us. That's like my big thing. Like when we did the office decoration, like when we moved into our new bigger office that allowed us to have the space to hire somebody, everybody said like, I feel like you are now where you're supposed to be. And I was like, what does that mean? They're like, well, I feel like this is always meant to been your office, like this vibe and this space and all that stuff. just feels very on brand. And it means like,
So like, it's not a surprise that all of the things that are in the office are in the office to people because it's consistent with our branding. And so that's what we, when we went through the hiring process, we were really intentional about who is going to be a good culture fit, who like walks our walk and talks our talk and has our same values to where like when you're with me, when you're with Caitlin, when you're with Logan, when you're with our new doc, all of those people, you feel the same way with them.
ZT (31:16)
Mm-hmm.
Spencer Dupre (31:35)
Right? And that's all culture. And so I need to get Mike on here to talk about company culture, because he's been helping me a lot with that. he, ⁓ I mean, beast of a business businessman. So, ⁓ and then we can also get Nicole on there to like talk about how we like actually branded our space, like to actually fulfill that and get that to come to life in the office, which is cool. So that's kind of what we're working on, dude, is like.
ZT (31:35)
Mm-hmm.
Spencer Dupre (32:02)
Just what does our company culture stand for? How do we build people up into those kind of leaders and all of those things and the growth of the business like will just come from that because we'll just have more space and capacity and energy to serve more people and that will inherently lead to growth. And if we have this the right people in the right seats doing the right thing, then all else will kind of follow suit. We're in a really healthy.
space right now like number wise and metric wise and so like I'm really right now my goal is not necessarily to increase numbers but increase our capacity and increase our culture and a byproduct of that should be an increase in our ⁓ everything else.
ZT (32:44)
And so with going back to what you mentioned about making it feel like she has always been there, what are you going to be doing? One, to help her get into the culture, but then also get patients equipped to her. think that's what I was trying to say. Yeah.
Spencer Dupre (32:51)
Mm-hmm.
yeah, so well one thing is like obviously we had our offer letter and so we filled that out and signed it. And then we had an employee agreement which like all of our legal contractor and all that kind of stuff to go along with the offer. And those were all just like regular white PDFs like I don't need to. But then what I did is I made a welcome letter and a job description and I had all that branded like to our stuff. And the brand talked about and like the branded
off a job description, basically just said like, Hey, welcome to empower. This is our mission. This is our vision. These are our company's core values and tenants. This is how we operate. This is our expectation expectations of you and all of these things that we have our sign it. And, but all of that's like branded with like our little Pelican E logo. And it has like all of our fonts and stuff. And it's nice and pretty because that just like sets the standard of like, this is the vibe that we're trying to put across.
And these are the standards and what we consider a success for you to carry this brand with you. And so I did that kind of intentionally, like one, because I didn't want to just send her another white piece of paper that was really boring. But I sent her this branded thing to where like, now I'm reading like company values. Now I'm reading these are the things that matter. All the other stuff that's just legal and like semantics and stuff to like make it official. But this is the stuff that actually matters. And so she doesn't start. I told her to take a month off of school. He just graduated on Saturday. So we said, I want you to take a month off.
One, just to relax and enjoy and celebrate your win. And two, to prepare yourself because there's going be a lot of work to be done. ⁓ And so ⁓ in the next month, like as we're building out the training and stuff for her, the first thing that I'm going to focus on is like going over the mission, going over the vision, going over all of those kinds of things. And we'll have her watch those before we do day one, day two, before we do baby adjusting, before we do pregnancy adjusting, before we do all that kind of stuff.
⁓ Can you hear the dog?
ZT (34:59)
Thank you.
Just a little bit, it's not too bad.
Spencer Dupre (35:05)
people are cutting the grass.
ZT (35:14)
But no, I think it's really important regardless where you're at in any hiring process. know it's something I have done and not done is talk about like company values and like core values in the interview process. And then really like the first month or six weeks of someone starting, like really reiterating that and the times where I either skip that step or just overlooked it are the times where those people didn't really stick around or they weren't the right fit.
Spencer Dupre (35:44)
Yeah, I think that like it comes with a lot of like maturity in business. think when you're hiring at first, like, you just need help? Because like it's like at some point it's like, just need help. And now we kind of have like our core little team, like me, Kate and Logan, and we're hiring like, not accessory pieces, but complimentary pieces to that. Like we just hired this girl, Brittany, to help with the front desk. We brought our graphic design girl, Danny, back on after she started her own company, because she was just a great piece for us. Like a great, like she just.
ZT (35:49)
Yeah.
Spencer Dupre (36:13)
Everything that she does is really good compliment for our brand. And honestly, shout out to Dani because she helped us get like really clear on our brand. And then now we have this new associate doctor that, hold on a
Sorry, we just hired these lawn, like a lawn care company and Nola is barking at them so bad. ⁓ But anyway, so like, I think that like, as you mature in business, like for a while, it was so hard for me to narrow down like my mission and vision statement. ⁓ But I feel like as like I matured, like it's become a lot more clear. It's because it's like, these are the people who I really like to serve. This is what lights me up. Where before I was like, dude, I'm just trying to pay bills. I'm just trying to make it by, but.
ZT (36:46)
⁓ That's true.
Spencer Dupre (37:11)
Yeah, dude, like our mission is like truly is to like empower people to acknowledge how perfect God created their body through chiropractic care. Like that's what it is. We chiropractic care to be the vessel that leads people to the gospel of Christ. That's our biggest thing. And chiropractic care is not like a religious act. It's not a supernatural thing, but we just want to be a place where it's so evident that we're believers that people don't have to ask. That's our mission. And ⁓
ZT (37:21)
and
Spencer Dupre (37:38)
Our vision is really just to be the first resource for families in North Texas. We want anyone who has a baby that has a question to think of us first. That's our big goal. All right. So how do we put out education? But really it's how do we build relationships enough? Because it's like, yes, like we want to be the first resource. And there are a lot of places that have a lot of resources, but not a lot of people are resourceful in using them. And the way that you use the resources that people give you is because you have a relationship with them. And so.
ZT (38:00)
Okay.
Spencer Dupre (38:06)
we become people's first resource when we build a relationship first. Like we have a good relationship, I'm gonna ask you a question before, and trust your opinion before I ask my neighbor who I don't know. Right? And so it's the same thing is like, we're just trying to know people and trying to get to know people and get people to know us and that'll help build trust. And whether we tell them like, yeah, you should get under chiropractic care, which I think everybody should be under chiropractic care. ⁓
ZT (38:18)
Mm-hmm.
You
Spencer Dupre (38:33)
Or not, like, right. Just saying like, use this supplement, use this product. you should check out this school. You should think about living in this neighborhood. All of those things like that's kind of like what we're trying to be as a chiropractic office is like, not just a, not just the provider, but just a friend for people. And, ⁓ you ask your friends first. So that's kind how we're looking to build the brand. Right? So when we bring people on for interviews, like this is what I'm telling them, like, Hey, this is our mission. This is our vision. Do you feel like you can uphold to those? Right.
And if people can actually subscribe to those tenants, then yeah, it's going to feel like that they're a part, they've been a part of the thing for forever. So I think it's getting clear on like your mission and vision and like why would you do actually matters. So where then if people aren't on board with what you do and they don't see why what you do matters, then they honestly don't have a seat on the bus and you should just wait to bring somebody else on. So.
ZT (39:22)
Yeah.
And that was something going to the mission and vision. So I was always, ⁓ big part of our mission is to allow individuals to eliminate pain without the use of drugs or surgery. ⁓ just, mean, that goes deeper. ⁓ but with that, I asked our team at like a very surface level during the quarterly meeting. I don't think it's, I think it'd be too redundant if we did it on a weekly basis. ⁓ but quarterly I was like,
how do you guys feel in Q1 as part of our reflection? We accomplished our mission and our vision for those that we serve. And that was really cool too, because they had stories in their head that I didn't have and vice versa. And so I think that's something that we, during our Q1 reflection, we're like, wow, like we didn't hit this metric, but we're really proud that we are on mission. ⁓ And then also like, ⁓
Really dove in Q4 to our ideal client and then asking our team, like, do you feel like we see our ideal client coming into the office? ⁓ 89 % of the time, like, yep, a hundred percent, you know, so.
Spencer Dupre (40:34)
Yeah, I think that, ⁓ dude, it really, at the end of the day, everything boils down to leadership and culture. Your culture is set by the standards that your leadership, your culture is, ⁓ upheld and established by the standards that your leadership upholds. And, so it did, really comes back down to you, dude, again, like it comes back down to your self-worth comes back down to your, how well you lead yourself.
ZT (40:39)
Mm-hmm.
Spencer Dupre (41:00)
Then you'll lead your team. If you lead your team, well, you'll set a good culture. If you set a good culture, then you'll take care of people. Well, so cool, man. Well, I think that is all we got today, but, that was pretty solid. All right, guys, thanks for listening to the podcast and we'll see you next time. Peace.
ZT (41:10)
think you're right. I would agree.
Peace.