What do you think makes Reach different in terms of the training, the support, accountability, the visibility that you guys or the team has?

I think there's four things that we believe allow us to be different and then people can decide if that different is right for them.

Number one and most important is we believe we have to hire the best possible people because if we don't, we could say we have the best training in the world or we have the best reporting, but if you don't have good people, it's really hard to make everything else work.

And so in a typical month right now, Len, we get about 30,000 inbound job applications.

We generally hire only about 100 to 150 new hires a month.

So about 0.2 of a percent, which is lower than Harvard's acceptance rate, make it through in a typical month on our job application.

Second to that is our training is different.

Where do you see AI having the biggest impact on administrative workflows and patient communication? So obviously, the remote employee, the virtual assistants may be using AI, but where do you see it making the biggest impact on administrative workflows and patient communication?

So explain a little bit of the resources that Team has and how people are using it well.

So there's four main blocks of resourcing that we built all to then provide better outcomes.

Number one, good people.

And if we can really find the base of good, nothing that we're going to talk about today does not work without really good people.

Number two, we built training through our university that has you have the ability to select your phone system, your EHR, and the tasks that your team members would actually do.

And then it walks them through that trainings.

So instead of just saying, here's some generic optometry training, it's broken down to Crystal CompuLink Rev, RingCentral Weave, whatever it might be, it's relevant, not just around the technology, but the tasks.

So how do we deal with HIPAA? How do we deal with safety and security? That's one of the number one reasons I hear people hesitating to use virtuals, but also hesitating to use AI.

One block away.

All right.

So I live in Salt Lake.

And later tonight, I'm heading up to Idaho.

Have both of you heard of the Tetons? Absolutely.

Okay.

Silly question, I know.

But, you know, I guess I'm mostly curious about what questions dentists were asking that led you to create it in the first place.

Well, you know what? Can I ask a question? I'm curious, when you first talk to someone, what is their initial problem that they perceive that they have versus what you're perceiving they have after some investigating?

So people, like I think your actual picture-perfect version of sales is more like a doctor's appointment.

I'll walk in saying, I'm not sleeping well, or I don't have a lot of energy.

We ultimately then find five layers deeper in the onion the root cause.

I went to the doctor last year and I was like, I don't sleep well.

I have sleep apnea.

I can't lose weight.

I think that you also have monitoring systems in place, correct? Correct.

Well, you know what? Can I, can I ask a question? I'm curious, when you first talk to someone, what is their initial problem that they perceive that they have versus what you're perceiving they have after some, some investigating?

So people, like, I think your actual picture-perfect version of sales is more like a doctor's appointment.

I'll walk in saying, "I'm not sleeping well," or, "I don't have a lot of energy." We ultimately then find five layers deeper in the onion the root cause.

I went to the doctor last year and I was like, "I don't sleep well.

I have sleep apnea.

I can't lose weight." Well, I found out that I was celiac.

And so there's y- Taking a step back allows you...

I, I think that you also have monitoring systems in place, correct?

Is this a, do I try to automate it? Do I look at, um, you know, having an AI person, you know, phone call being reached out, do I have a real person reaching out? How do you walk through that? Like question, you know, that those series of questions in your head when you're building a system?

Yeah.

For me, building a business comes down to three.

Because you've played the game long enough.

You get into business and you're like, this is really complicated.

I've got to read a P&L.

What's the difference between net operating income and contribution margin? And then you eventually break through.

But how do you look at balancing the simplicity with a lot of the new tech that's kind of getting thrown our way?

Mm-hmm.

And if people...

And I, this is what, and sometimes there are th- the, the greed of corruption leads this in the wrong way.

I'm an ec- I'm a free market capitalism believer, not as the ideal, but I think it's somewhat close unless it's corrupted, best scenario.

But I'm like, if people can provide more value, going back to sports, they get paid more.

Michael Jordan has made considerably more than your average...

I, I knew not to bring up other players as I caught myself, caught myself last time, okay? You know, we've, we've done this now where I, I know what players to, you know, bring up to really get the right analogy for you.

Yeah

It was the video in front of me and he could help coach me then and walk through me as a guide, if you will, as opposed to the one with the stick or the carrot.

And let's be really honest here.

There's two things that I think are important call-outs.

As a doctor, the most money you make in driving outcomes for your practice is practicing.

And so the more that we can provide coaches and systems to help these things happen, we allow people to be focused on the craft that actually helps drive production going forward instead of being so deeply involved where you're like, okay, I've been coaching Susie for the last month, but oh crap, I now have to go produce because our numbers are down.

I love that you said that.

There are times that Susie or Corey or Aaron has a really bad call and you're just hoping, I hope Aaron or Corey doesn't see it.

That's not fun.

How do I see their accountability and their output? Because it looks like you guys have some really cool tools for that.

This is a awesome question.

And I'm even going to take a step before ROI.

In dentistry, when people think about hiring, they just say, I need a front desk receptionist.

What is not talked about enough before the job even goes up is what is success in this role? Because we could go say, oh, we want to go play basketball.

Or we could say we want to win the basketball game.

And to win the basketball game, we have to score more points than the opposing team.

What are you guys bringing to the training? And then what is the office bringing to the training that is a nuance to their office specific in order to make this successful?

Mm-hmm.

And I think with what we're seeing happen in dentistry right now, if people don't rethink their operating model, not refined efficiency, but ref- like rethink how they operate, their cost structure, how they service, they... practices will die.

We are seeing, and people can actively look up big groups, little groups, and solo practices that are going bankrupt or into, you know, court-appointed receivership right now.

And there's a great quote that the definition of sanity is doing the same thing over and over and expecting a different result.

And I feel for the last 20 years, there's been the room for marginal improvement, online scheduling, radiograph and X-rays, and those have provided that 1 or 2 or 3% efficiency where you could deal with the cost infrastructure.

Mm-hmm.

Um, but let's go down to Atlanta and say, what is the actual cost savings if you were to look at a front desk in Atlanta versus the front desk of hiring someone virtually? And you're passing $15,529 to your bottom line.

Now let's just go and say, let's go to California.