Dental Unscripted

Welcome to Dental Unscripted, where Mike Dinsio and Paula Quinn break down the practice ownership journey, one episode at a time. Starting up, buying, and running a successful dental practice. What up, what up, guys? Welcome back. This is another episode of Dental Unscripted. We are on a podcast marathon today. I don't know if you guys have been following us live or not, but we are live on Facebook, Instagram, all the things, even LinkedIn, YouTube. So if you guys do follow those channels, you can actually watch these live. We do a little light editing behind the scenes. So if you want to see us screw up and laugh and like maybe flip each other off, I'm joking. Then you want to join us live. But we are on Dental Unscripted right now on just a little housekeeping. I'm sick of hearing myself talk here, but we're merging all of our podcasts into one brand, one look, one podcast. So if you've been following us on Startup Unscripted and Dental Acquisition Unscripted, We are now pulling all those into one brand called Simply Dental Unscripted. So if you're a big podcaster, I want you to search that. It might be hard to find because it's newer and there's not a bunch of episodes. But moving forward, everything's going to be on there. And the idea here is for more practice management tips, not just startup tips and buying tips, but how to buy practice. And today... is actually all about practice management I'm lucky to have my co-host miss paula quinn on the show hey paula what's going on hey so we are doing this thing it's me and you and we got to entertain ourselves and uh um and today's topic is all about like what you don't know, you know, what don't you know, what that looks like, what that feels like when you take over buying a practice. And it's a lot. It's a lot. And you you deal with a lot of our clients post close. You know, I I have the benefit of helping all of our clients buy the right practice, find the right practice, evaluate the right practice, and then they get the keys and they're yours. Is that right? Yes. And then the fun begins. Then the fun begins. So so what kind of things like we could kind of take this in any direction, but like what are some of the things that you're thinking on the top of your head about like what that day one looks like? Because you got you got all that preparation and then boom, you own. Yes. Uh, it's all yours. Um, I think probably the, the, the thing I learned the hard way, um, by owning my own was, I mean, I wouldn't see patients the first couple of days. I really, yeah. Yeah. I mean, I would, I would request that it either be really light. Um, if you have to see hygiene, cause I know sometimes that's hard to reschedule eight or sixteen hygiene patients, but you as the doctor, I probably would try to keep the restorative off your schedule the first few days. How would they do that, though? Sorry to interrupt you. How would they do that? Would you tell the... the broker I guess you would just tell you know yeah I mean you would tell the broker obviously you eventually meet the seller and you know you know I hate to hate to lie but you could say hey look I you know I've got some admin stuff to do or you know I I've got I'm going to spend part of the day at home or whatever I just like to take these two days for some ketchup I mean at this point at this point they, you know, who, I mean, every once in a while, they've even met the seller and team, you know, it kind of depends, usually not, but I would just, um, the, the doc knows, you know, approximately when, or there could be some rescheduling that happens, you know, um, it's not the end of the world. Again, doctor's schedule looks a little bit different than hygiene. Um, it's a little bit easier to, to reschedule some of that stuff. Like I said, within reason, if it's, you know, if you're scheduled so tight out a month and there's no way, like I totally get it, but your head space already is not going to be in the position to really do your best dentistry on those couple of days, because you're going to be thinking about team and, and, and, uh, you know, even the electric bill and how am I, what lab and how do I switch all these accounts over? And, you know, it just doesn't get slower from there, right? If you're booked, if you're booked now, if you're only booked out two days and then maybe, you know, Thursday and Friday aren't booked. I would just move those patients over or you could see Monday, Tuesday, and then focus on that stuff the latter part of the week. I'm just thinking the first thing most dentists want to get in is just get some, check some things off their list. Right. And you can't when your head's in somebody's mouth all day, you just, you can't, you can't even pay attention to the team and, See what vibe is happening. You don't even get to hear what they're saying to patients. And that's super important. So, you know, I kind of want to start there with, you know, usually you're meeting the team early. just prior, it could be the night of the keys, it could be the next day, it could be a little bit two weeks before. Yeah, it really just depends. But, you know, I think the number one thing is addressing the team. And, you know, just assuring them that you don't have to have all the answers, doctors, I wouldn't expect you to. And quite frankly, if you do, you might be you know what, what's some expressions that aren't horrible, you know, like shooting yourself in the foot, you know, because you just don't know yet. And I wouldn't want you promising or making decisions without literally stepping in the practice. So my response would always be like, Hey, especially when it comes to the, the HR manual, the hours, the name of the practice. Hey guys, and gals, we're going to try and keep things the same as much as possible. My goal is to make very little changes. As you know, I haven't owned it. I haven't even started yet. So if you can just give me a few weeks in there to figure out what does that HR manual look like? What are our true hours? What does the schedule look like? Does it support our hours? Once I've got a little handle on it, we're gonna discuss all these things. Because you wanna reassure them But you don't want to make promises because you just don't know what you don't know. And your intentions are to keep things the same. But what if you get in there and we're working five days a week, eight to five, and our schedule supports three days a week? I wouldn't want to promise any hours. So usually team is worried about... Are our benefits staying the same? Is my pay staying the same? Are our hours staying the same? Do I even have a job? We want to reassure them that it's going to be business as usual for now. My goal is to change as little as possible. My intentions are to keep things business as usual. However, If you could give me three to four weeks in the office, we can address anything that could potentially be a challenge. I like what you're saying there, Paula, because there's so many books, podcasts like this one, all kinds of brokers. There's just so much information out there. everybody says don't don't change anything don't change anything and that's that's pretty much true but when there are foundational problems like like collecting over the counter like uh clinical notes me I don't know just stuff like foundation risk issues you have to you have to be able to change some stuff you have to your verbal skills were perfect because you're like hey guys my intentions are my intentions are to keep everything the same. And hey, give me a minute. But for right now, business as usual, like words like that, where it gives you an opportunity to change something if you had to. But it also gives the team something to rely on, a foundation to rely on. Right. Like, that's kind of what you're saying there. Yeah. Yeah. I mean, we've even had instances a little off the subject on the subject where you buy a practice and it's, you know, Dr. Dr. Paula Quinn's practice. Now, you don't have to change a day one, but you might change that name a little bit quicker than you're going to change, you know, of Quinn, you know, it's a city Phoenix dental office, you know what I mean? Yeah. Because you just don't want the patients to be confused. I think that if, you know, if it's not going to cause harm, it's not going to cause confusion. It's okay. And it is all in the verbal skills, right? Because even if it's, you know, Dr. Paula Quinn's practice as a team, it's easy to say, yeah, you know, we, we are going to change it. You know, the, the, The community really knows Dr. Paula Quinn. We just don't want to change too quickly. We don't want to scare people. So we're letting the doctor get settled. And right now, Paula is still visiting, keeping her name attached to the practice. But eventually we will change those things. I don't think there's anything. But as you did say, Michael, there are risk things like, you know, if we're if I'm a dentist that believes in consent forms and I want to protect myself. I may need to implement consent forms. I may need to change my clinical templates because they aren't protective enough for me. It could even be in sterilization. Like you said, over the counter, there are many existing practices that are seasoned that we have let patients continually over the years walk out the door without paying their portion, their estimated portion. So those are foundational things that we would definitely want to not have just because me as a veteran decided to let my patients walk out the door and then I spend thousands of dollars in stamps or whatever, sending out statements. If I am the new doc, you know, I've got not only do I have the loan of the practice, the building. But I've also got my probably my dental loan, my school loan, you know, so I've got a little bit more debt than a seasoned dentist, a veteran dentist. So getting my money immediately is a little bit more important than someone that's been trucking along. Not to mention, you know, like where we are in our lives if I'm a family of I've got two little ones and veteran doctor their kids are all grown I also have less to take care of so what my financial status looks like versus theirs what they need is completely different so yeah a hundred percent some of those things can be detrimental if not changed immediately but majority of it we want to try and keep going as it is Yeah, I got kind of taken it back to like the HR stuff. You know, I could I could only like think of like a few things over the last five years of doing these transitions of like nightmare situations with team and say, ninety five percent of the time you go in, you put a smile on your face, you give them some cookies, whatever, and you tell them nothing's changing, guys. Yeah. yeah just food just get them some food and they'll they'll be happy and smile um what you don't want to do is like give them some like grandiose vision day one that you're going to make it a multi-practice type situation like scaring the crap out of them but just you know try to be sweet charming and non-confrontational now and that'll work out just great but we absolutely have had situations where team members are like hey I need a like like a front office person just did just did the other day hey I need a seven dollar raise um hygienist is like hey what are you gonna do for me and and those those absolutely situations uh come up very very rarely but but they do happen I think that when you're doing your due diligence, though, and you're looking at team wages, which are usually something that we ask for. I mean, I would get familiar with industry standards in your area. And if your hygienist is making forty an hour and you live in Washington and you know, the going rate there is six, at least sixty, right? If not sixty five, seventy, you're you're going to get hit and you need to prepare for that. So when you purchase this practice, Honestly, I would I would honestly coach my doctors that be be prepared, you know, and if it doesn't happen, great. Right. Like we don't have to worry about it, but be prepared because it's, you know, when you're in an existing job. and you've been there for five, ten, fifteen years, you're not making as much as these new people out looking for jobs. They like where they're working. It's probably close to home or they know the patients. They don't have a real opportunity with the existing doctor that they've been with for years to ask for that big of a raise. Where now this is almost like I'm looking for a new job. I'm going to level out industry standards for myself. How would you handle that? I was just going to say. New Doc needs me, right? Because they don't want to change. So they're going to say no. There's some leverage. Yeah. There's leverage now. Yeah. How do you handle that? Yeah. So a couple of things. I mean, it depends on who they are. Again, my advice would be the same. Hey, you know, hygienist. Hey, front office. Yeah. I can appreciate that you want to raise. I hear you. If you could give me a few weeks as in ownership, let's revisit this. As a matter of fact, let's put this on the calendar to revisit thirty days from now. I don't know you. You don't know me. I don't even know how this performance is, you know, because so many people ask for raises based on tenure. And yes, organically, the world, we do increase wages over the years, but it's also about performance. If you're not doing something different than you've always been doing, why do you need this raise? Now, I wouldn't recommend a new doctor. But what I would like you to do is have thirty days to revisit because maybe you don't want front office. Maybe you find pitfalls in her. And again, not to fire her, but to say, hey, Mary Jo, Nancy Jo was our last one. We'll call him Nancy Jo. That was our earlier front office. Hey, Nancy Jo, I appreciate you. I don't want you going anywhere. If you could give me some time. And in that thirty days you discover she's never collected over the counter. It's a great time to say, I'd love to give you that raise. Here are some benchmarks I'd like to put in place. Let's now revisit this in another thirty days. If we can start collecting over the counter. getting statements out weekly. And I can see these ARs go down a little bit or whatever. I'm just making up stuff. Then a hundred percent, I'm down with giving you a raise because now you have some leverage on them as well. I was just going to say, cause they have all the leverage and what you're doing there, which I love is creating some leverage for yourself because you have no idea what you're doing. We go in fear-based, right? We're new owners. We think You know, the the eight hundred active patients are going to leave us if Nancy Jo quits. There's so many fears that in that. I don't know that you're going to be one hundred percent comfortable in thirty days, but you're going to feel a lot better than you do day one. Your head's going to be a little bit more on straight. Like I said, you're going to have a little bit more leverage. There's going to be some things that you might be able to discuss and not just be so quick to do whatever you have to do. Now, if they're walking out the door, if you don't give them ten dollars more an hour, maybe you give it to them and then you figure out plan B, put an ad in. Yeah. No, I just I'm floored by those situations. Those are never employees I want to keep is giving ultimatums. It's not that's not the kind of person that I would want. That's why I say just do it and worry about it. You know, do plan B. I love that. I love that. Last point on that. And it's what you just said. I was saying a different way is like. everybody like thinks that you etch things in stone when you make a decision no I can give somebody a raise for seven dollars today but they're gonna be employed for thirty days I'm gonna fire them like it's easy you just put some performance plans in place write them up to write them up two times and they're gone so like you can use people because they're using you in that moment They're using you as an employer, a J-O-B. That's what they're using you for. That's why they're asking you for seven dollars right out of the gate. They're using you for a J-O-B. But I would just remember if you say yes, what I would do in that is like you said, let's put in a performance plan. Yes, Paula, I will give you the raise. However, we're going to do a thirty, sixty, ninety day evaluation. And we're going to see if this is going to work out. And then that's when you put expectations on them. You meet them at thirty days. Like Michael mentioned, you write them up for anything. They're late. They don't show up. They you know, now you protect yourself and maybe that thirty days works out and they're really, truly worth that. Then no harm. You know, you keep them and move forward. But you've got that. You've got some documentation there. I love it. I love it. Let's pivot to the patients. Okay. Because I'm thinking like, okay, employees are number one. Let's get them on board. Let's get them buying into what we're doing here. Get them to trust us a little bit. Because if you can get them to sell you, that's the best case, right? So your first mission day one is get the employees to get behind you. You might not keep them all. But get get them all behind you and then they can help you with the patients. But like now I'm thinking about patients. So a lot a lot of times what practices send letters. Sometimes they don't. Patient comes in. You remember your first day, Paula, like with the patients, it was probably crazy. I don't know if you remember that. Are you trying to try to forget those days? I did not send a letter or we did. They did not, I should say. And that was actually good for you. That was good for your situation. We get that question a lot. Like, what do I say? Do I answer the phone, Dr. Jerry Smith and new buyer? Like, I'm just imagining all kinds of scenarios with patients walking in being blindsided or front office people not sure how to say that. Do you ever get that question? Yeah. And I would say, you know, the first six months are the most critical as we say, if we can do at least a cycle of patients meeting the doc, you know, that's ideal. Once they meet you, they love you usually. And it kind of just goes from there. So it's, it's those conversations for, your quote unquote, first six months of new patients for you, and true new patient, no biggie, right? They don't know. But you're continuing care patients. And I think the more enthusiastic and the more positive and just normalcy that your team members have when talking about the new person, the better it's going to be because they're reading your vibe, they're reading your confusion, they're reading your doubt. You know, if you're questioning it, they're questioning it. So, you know, usually my recommendation is, you know, Dr. A, who's been there, you know, twenty, ten, twenty, thirty years has goodwill. And I think it's Dr. A is retiring or whatever reason that the doctor decides to share that they're leaving. You know, he or she has vetted several quite a few dentists, several dentists, and really wanted to find someone that aligned with their philosophy, not not only in patient care, but in team care. And they really wanted someone that had the same mentality when it comes to their team and their patients as they did. And they handpicked Dr. Smith. And we think he or she is going to be a great fit. The patients that have met him, and you can do that after patient number one have loved them, you know, they're really excited or whatever. We've talked to patients on their phone. They're really excited to meet them. We'd love for you to give them a try if they're putting you in a doubt. If they're not, you just move forward as normal and you do the introduction, you know, when they come in. But again, I think it's, you know, seller, handpicked buyer, same philosophies, both, both patient care and team. And we're really excited. The patients who have met them are really excited. We'd love for you to give us a try. If there's any pushback, you know, for me, it's, you know, if for me it would be, Oh, Dr. Smith was really concerned. You might feel that way. He wanted me to make sure that you knew that, Dr. B is going to take great care of you. I love those verbal skills. We're getting a little bit of Paula Quinn now, guys. Here she is. The Quinnisms. The Quinnisms. The verbal skills are key, guys. Anything in your now practice, there's going to be so many challenges in your career with business and whatever. But everything comes down to communication, how you communicate with the team, how you communicate to the patients. Every every challenge is met with an opportunity and there absolutely will be frustrated patients. But how you address them and how you make them feel is, is key. It's key. Yeah. Well, and I think, you know, a lot of it comes from the seller or that day, the seller introduces the buyer. And I, I think as a buyer, that's what I would ask of the seller is make this the most positive experience that you can, when you're introducing me to your team, because you're that message you give to your team is the message the team's going to give to the patients. And, you know, It's usually a shocker, not always, when the seller decides to sell. And sometimes we have tears and sometimes we have excitement. They're ready for a change. But those ones with tears, I think it's up to the seller to take that team member by the hand and say, this isn't about you. This is about me needing to retire or move on. And, you know, trust that, unfortunately, this is the way it goes. We find out last minute and it's for the protection of everybody. And we never would have, you know, if we could have shared ahead of time, you would have been one team member that I would have shared with. Because I think team members take it personally. Like, I have a close relationship with this doctor. Why wouldn't they have at least told me, especially front office? They're also very territorial people. with their area get worried about those changes so yeah yeah well it's again it just has to be a positive message both in the letter if there is a letter definitely in the messaging and when the patient comes in I don't know yeah no I nailed it I nailed it I think that's perfect it's it's all about optimistic optimism and selling uh which is why you probably want to like sell yourself a little bit to the team. Don't go in insecure or mousy is maybe an adjective that you'd use, but just like, Hey, not arrogant. Oh, not arrogant. Yeah. No, there, there is no, that's, I'm glad you said that because there's a fine line between arrogance and confident. And I think confidence is the key be charming, but confident. And I, don't go in worried about like bragging about yourself but also don't like brag have a little awareness here folks like don't just remember oh yeah I'm thinking of one client like maybe five years ago and I was there the day he met his his the team And the dude stood up there for an hour just talking about himself and his credentials and his vision for creating this amazing practice and changing the name and this and that. And by the end, I think one of the dental assistants started crying and And I wanted to like break it up. I actually tried to break it up a couple of times, but he had no awareness that everybody was just kind of like done with it. So you just have to have some awareness. Right. And but but if you have an opportunity, give them maybe your resume. They you do want to give them some pitch points. So, oh, doctor went to University of Michigan. I don't know if you know that. I'm just naming a name. You know, University of Michigan is a fantastic dental school. like you said seller hand picked all the all the good stuff so I think that's great um i You know, the average drive time is twenty five minutes. I know we're getting towards the end of this episode and there's just so much to cover about day one. But I'm also thinking about like clinical. We've got a lot of clinical, obviously, people listening. They're all very detailed. They want to know what they're going to get into and what that looks like. And I have to imagine if they couldn't lighten the schedule like you suggested in the beginning of this episode and they're walking into a schedule. Man, that's got to be hard with the handoffs and even treatment presentation. I mean, I'm just, I'm kind of putting you on the spot. There's got a lot of stuff here probably that they're probably thinking about. Well, I mean, I mean, the two biggest things that stand out clinically to me, and I would say, again, do your due diligence during the due diligence phase is like, look, how long does that doctor take for a crown prep? And, you know, even if you think you're Speedy Gonzalez, and you can do a crown prep in and out in if he or she's doing them in two hours or ninety minutes, leave it because you're going to want to get to know the patient. You've never worked with the dental assistant, the material, the equipment. So just let it ride. Let the team do what the team's been doing. Now, on the other hand, if you need more time because doc does it in an hour and you like ninety or two hours, You are probably going to want to change those and rearrange the schedule a little bit because you just don't want patient experience to be bad on the first day. Not only again, are you meeting them and getting to talk to them, but you're also clinically slower. And now you've got a backup and they're thinking, Oh great. Here's, you know, more of your team probably even than patients are like, Oh great. You know, he does this or she does this and they're going to be frustrated with you because if, if they're used to going home at five ten and you make them stay till six o'clock they're gonna hate your guts you know so you gotta be aware of those kind of things too um you gotta take care of patient patient experience and team um Again, get to know, that's why it'd be great if you could have a little time as who does present that treatment? How does the treatment plan presentation go? You're probably gonna be, especially during the hygiene visits, you may look in that patient's mouth and be like, I'd be doing a crown here, not a filling, right? Like this isn't what I would diagnose. So these are all new patients. And you're, again, I hate to keep saying your team's gonna hate you, but your hygienist is gonna hate you if you're in her chair for longer than five-ish minutes. So, you know, you could think about lightening the load. And if you have the opportunity to move those patients, for a more comprehensive exam. I hate to bring them back or you do what you can in the normal amount of time. But I think that you've got to think about that because one hour for a continuing care patient that you've never met. And then I have my job to do with, you know, radiographs and my normal thing. We're not going to mesh very well day one. So make sure that you're thinking about that ahead of time, which is why a lighter schedule or just a hygiene schedule would be nice for the first few days. So you can get some kind of cadence. I love that. I think that's huge because I've heard from our clients many, many times from the team, oh my gosh, we're running so far over. He or she's just talking so much. And that makes sense because a new patient- And they're like, but they're new patients. Yeah. Yeah. An hour and a half. I usually get an hour and a half and- There's a difference between temping. I can walk in any, you know, if I'm a temp doctor, I can walk in and do examine, but you're, you're looking at this, you're doing a comprehensive exam on these patients. As a matter of fact, you can code it out as a comprehensive exam. Majority of the time, majority, there's some caveats there, but most likely, and, and there could, you know, there could be, you may be a doctor that likes to phase. So now you want to give three options for that. you know, tooth that doctor recommended a bridge on, you know, you may be looking at implant. I mean, you know, there's, there's things that you may want to do totally different. So it's, it can just be time consuming. You're absolutely right. Usually the first six months, we hear that a lot about exams are, and they should be. So you got to figure that out. Yeah. I, so, so for the, for the new buyer walking in thinking, Oh my God, money, money, money, money. Cause that's what they're thinking. They're thinking I got a million dollar loan now. There's the AR cash flow crunch, which we can talk about in other episodes and how the fluctuation of cash flow in the first sixty days is quite stressful. Whether you buy the ARs, you're getting working capital. It is stressful. So you're worried about money. You're also worried about the team. You're worried about the patients trying to impart on them. There's a lot going on there. But the big picture, as we kind of get to the finish line of this episode, is that just chill. Let it ride. Take some time. Take some time. Right. Right. All these issues, but just relax. Just chill. Right. I mean, but it's true, though. That's the that's the that's the the the big picture. Yeah. The big picture, big picture. Yeah, I think that that's probably the best advice you can give. Besides your student loans, you buy a practice that supports. Well, there's two things. The billing up front, you buy a practice that supports this practice and the way it's running today. So as long as you don't go out buying new technology and investing in big things, what you bring in should support what you just bought. So don't feel like, especially in the first thirty days that you have to make all these changes. Again, I think the most important thing is Michael said I've said is patient experience and team, team experience. experience or you know uh onboarding and so if you take care of those two your billing might be a train wreck up front which definitely is going to affect you financially because you've got the credentialing you've got if we're not collecting over the counter we do have to address all that but it doesn't have to affect working hours patient care um you know that can all still just be business as usual Yeah, I love that. I, you know, one thing I wanted to touch on, which we're not going to have time here is like now you're a business owner. And what are some of those key things that you should probably be tracking from day one? I'm thinking like, you know, what reports and how to close the day out. I don't I don't see. young business owners taking that very seriously until they're like eight months into the practice. They're like, gosh, I'm eight months in and I haven't even pulled a report. We always challenge our clients to really be an owner day one. So just because you're kind of putting that uh face on and trying to chill and be cool have good vibes and make the patient experience great and make the team trust you and you're doing all that that doesn't mean that you're chill with being a business owner you got to run your business and and the uh you got to pay attention to kind of what's going on so so stay stay tuned on future episodes on what you know end of day reporting should be like and how to run your business literally from day one so last minute comments to shut this down, Paula, so people can get on with their day. Yeah. I mean, my last bit of advice is the day of just being a dentist is gone. It's gone. You're not the, you're not the dentist on the corner in the little small town anymore. Like Michael said, you are now a business owner and things are done over a lot differently now. So not only are you an HR manager and, a dental clinician and you're a business owner and there's a lot that comes with it so to sit back and let we keep you I hope there's no nancy joe out there that we're insulting um Just having that Nancy Jo run your business, it doesn't exist anymore. You've got to be in the nitty gritty. Like Michael said, we'll get into the front of the house later. But knowing what reports to run, knowing how to read them, understanding your business is the best thing you can do for yourself. Because in today's world, those loyal, not saying that those front office people out there aren't loyal and that you can't find one, but it's a me, me, me world. Um, people are jumping jobs a lot quicker. There's a lot, it's just a different world. And I would suggest take care of yourself, take care of yourself as if nobody's coming in tomorrow. And if you do that, it'll just be that much pleasurable when everybody shows up. I love that. I think that's just so on point because, um, the, the Nancy Jo's, uh, just as a reminder that, that they're making twenty to twenty It may be forty dollars an hour. That would be a lot. But let's just say like high twenties, low thirties is probably the national average. Would you have someone that makes thirty five dollars an hour run your whole company? I know I wouldn't. That's, I mean, I'm not, I'm not saying that's, you know, down on them. I'm just simply saying that to pass a million dollar business off to someone that's making twenty, thirty dollars an hour, it's not smart. So know your business. We'll get into that. So again, guys, just a reminder, please, please, please dental unscripted subscribe, like, follow, comment. even join us live we're having fun we're giving you guys tips and reach out if you're interested in getting to know me or paul on a more personal level and with your business and so we'd love to help we do a lot of these transitions we help a lot of doctors that are that are just trying to get from one million to two million um it doesn't have to be a transition or a startup so uh we've got a team of ten folks that love and are super passionate about what they do and so anyways we have that to share All right. Without further ado, let's shut this down and complete our next episode. Guys, stay tuned for more stuff. See you, Paula. All right. Bye. Thanks for listening. Let us know how you like the show. Rate us on Apple and Spotify. Subscribe and follow for more.