And that's really what Allie is, is your opportunity to solve problems, create solutions and opportunities in perpetuity.

Jack, the thing that I've discovered by using Allie so frequently and just adding to it, adding almost like weekly is, Two things.

Firstly, I've gotten my team now involved.

So there's key team members in our leadership group who can be adding to Ali.

So it's not just reliant on me building this.

So if you've got people who can help you and maybe they're more systems sort of wired than you are, have them on board to help you build this thing.

And the second is that unlike maybe a Google site or anything else, you can now set permission levels and just invite key people to key modules.

So how have you guided your team to help you build and systemize your clinic?

I

want to double click on a couple of things on that there.

in that I was actually speaking to another business owner about this and they were like, but I love my work so much.

I'm so passionate about it.

Like, I get that.

So am I. I actually don't switch off fully on a holiday.

I get to a point that I'm happy and I'm content.

So for those who have followed the

And so different acquirers will look different for the, the, the team that's, I guess, quote, "left behind."

Jack, I also wanna just double-click on a little point that you made earlier, in that for those listening to this episode might be like, "Oh, but I'm not looking to exit.

I've only maybe just started my clinic," or, "I really enjoy what I'm doing.

This is not necessarily the path I want to go down." I think the distinction here is what you said, which is build a healthy, sustainable, profitable clinic that you have the choice to keep and have it serve your lifestyle, or be able to make that choice and, when the time comes, have something that is worth someone wanting to acquire it.

So all of the things that we talk about here, it's not just about, "Oh, yes, I am on an exit pathway that I want to do in the next 12 months to three years," it's what can we all be working on now to have that asset that is working for us or can be sold, um-

And then there was some, a lot actually, of misconceptions about what the future could look like, and so they were caught up in this, um, hysteria of, of what it might be like that, uh, in actual fact wasn't really that grounded in reality.

The other point, Jack, that you make is there's a lot going on in that sort of settlement period, and we talk about the deal not being done until it's done.

And, and same with a house, like it's not...

Yes.

I'm not gonna completely throw him under the bus here.

But he, he struggles with the notion of we're gonna close the clinic, we're not gonna be open to care for people, um, there's gonna be ultimately a loss in revenue, right? And I guess it's about factoring it into our budget and what we call our rolling break even to go, "Okay, there's some days that we're actually not gonna be available to consult." How I look at it, though, is over time, as we've developed our culture days, is I can see almost an immediate return on investment by the way that our team then show up to those events, but then show up the next day.

To the point now that we actually get the timing of our team days and the rhythm, we typically see where there's a little bit of a lull in energy.

So we put the team day in and around that time just to pick the group back up again.

Because naturally there are ebbs and flows, whether it be weather, school holidays, things that are happening and seasonal.

Um, so we're really wanting to capitalize on that, and you can feel the lift, and that then has an immediate return on investment.

Yes

So how do you manage this, and how do you guide clinic owners through thinking reasonably holistically about how all these pieces influence one another?

Hmm.

That's such a good question.

I guess from my mind, I'm, I'm relatively clear.

Firstly, we use our rolling breakeven tool to know what it is that is just baseline gonna cover that practitioner.

And then having a fairly good handle on, okay, so if this team member comes on board, what are our additional sort of costs that we're going to need or investment that we're gonna need to cover? And having a good handle on what your subscriptions cost you.

Is it per head? Is it per group? Like, uh, just factoring in all of those, and I, I sort of have it quite clearly in my mind what that number is outside of wages per month that that team member I need to factor in that we're gonna need to cover that as part of our breakeven.

Yes.

What's your journey been like in getting different accountants at different times in your journey of business to help you understand the finances and numbers and make good decisions?

We've changed accountants now twice, um, in our time.

We've been Clinic Mastery members personally for around nine years, and we've changed accountants twice in that time.

The first time I found it really personally challenging.

We didn't necessarily have a personal connection, but they'd been there to support us through so much already that it felt like a breakup.

Um, and I, I really had to take a step back and actually look at what the relationship was, which was a commercial one, that we pay for services and were we getting what we needed from that.

And the way that I've come to reflect on it is that each time our accountant was doing an okay job for the time and space that we're in as a business.

Bec, just talk us through your own experience, perhaps some of the things you find yourself regularly advising clinic owners to do so that they don't have the unexpected tax bill, but also that they have the funds to pay the tax bill as well.

Nice

... um, different in the car.

Uh, it's been really good actually.

Just some little pearls again just to revis- I th- I, I just like going back and revisiting some books from time to time.

Bec, what about you?

There's one line that Marcio said is, "You can't over-communicate when it comes to change." So if you're thinking about implementing change, you think, "Oh, I've communicated this a lot with my team," maybe go one more rep.