Is there anything else about this process you'd want to make sure owners know in terms of getting good associates into their practice?

Great, Corey.

I want to come back to virtual CAs after answering this question.

Is that cool? Because we also do that, and I want to speak highly into that because that's where we see the biggest growth at ChiroMatchmakers and the biggest difference we're making right now.

Cool.

So when you start to talk about the hiring process, what happens is there's really a few steps that just can't be taken out.

Number one, you need to have a job description, knowing who and what you're hiring for.

Wow.

So what were some of the things you had to do to kinda dig out of that hole?

I would say is that in the first 10 years, we had brought multiple associates in.

We grew, we grew, and literally, I think what, we, we went from 300, 350 to 500 to 750 to 850, and s- so...

And I was seeing patients, right? So what I was seeing and adjusting, I was taking home, right? So it was 100% to me, so it was like there was always a nice profit margin there.

They were being compensated correctly, all making good money.

But as we added team, what happened is then what happens is your overhead goes up, but after you see, you know, we, we made it to 1,000 visits a week when I was seeing patients with three other doctors in the office, and I never wanted to see 1,000 by myself, but it was like I would see 350, and they would see, you know, between 150 and 250, depending on the doctor, as we grew and scaled.

But then as I replaced myself with a doctor a few years ago, all of a sudden that I've gotta pay that doctor to be me, right? And then when we pull my wife out of the office, like, we need to pay an office manager.

Okay.