Dental Unscripted | Getting into Ownership and Practice Management Insights

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 is up guys welcome back

to another episode of

dental unscripted as

matthew mcconaughey would

say is all right all right

all right let's get this

party started we got

another episode coming at

you uh today it's just me

and paula and we are gonna

battle this is a battle of

the brains battle brains um

We thought it would be fun

to talk about what KPIs are

most important to dental practices.

And if you guys know

anything about how Michael

and Paula coach,

I'm the more financial marketing guy.

Paula's all business,

all operations and clinical.

She is all business,

but she's all clinical, all operations.

And so we have our things

that we look at when we're

coaching our clients.

And we thought we would have

a little fun today and just totally go

unscripted, but before we get into it,

little housekeeping, uh,

if you're watching this on dental startup,

unscripted or acquisition, uh,

dental acquisition, unscripted,

get over to the new channel.

It's called dental unscripted.

Uh,

it's one channel and we're going to

talk about all things,

startup acquisition and practice, uh,

success practice, uh, uh,

practice consulting topics.

So, um, thanks again for,

for following and being a

part of the program.

and make sure that you

actually write a review.

If you like our program, subscribe,

pass it on to a friend.

But it's great talking to

you all when you guys call

me and you already know the

program and we wanna make

sure that we don't lose you.

So get over to the new channel.

So Paula, hi, how are you doing today?

I'm great.

Great, great, ready.

Are you ready to battle today?

I'm fired up right now.

I don't even know what to expect,

but we'll go with it.

We'll do it.

We're just doing it.

This is totally unscripted.

Well,

let's start it by just kicking it off

with you.

When you are looking at a practice,

one of our clients, and you're using

all of your brain power to

figure out how to move the

needle and there's a

hundred things that you

could tweak and levers to

pull and whatever what are

some of the things on the

clinical side that you

think are super important

for practices to pay

attention to in your whole

world and I bet you I have

better ones so what's your

first one go first one

would be hygiene reappointment rates

Of course, because you're a hygienist.

So why is that important?

Because it is the heartbeat

of the practice.

It's why patients come.

So every dollar out of

hygiene equals two to three

in restorative.

And if we're not seeing

patients out of hygiene,

doctor doesn't get to do exam,

there's no restorative,

and we all go home.

So hygiene reappointment rate.

So what you're saying is the

hygienists are

are the most important

people in the world to a dental office.

It depends on who's reappointing.

It could be the front office.

Then they're the most important.

Okay.

So that's interesting.

So it's not really the hygienist,

but it's really just about

the patients that come into

the door for their cleaning

and how many of them reappoint.

Yes?

Yes.

I mean, I would suggest the hygienist.

They are the ones that

typically have a deeper relationship.

But yeah,

it's just getting them reappointed.

People get off track really easy.

I mean, I've seen practices where,

you know, again,

we're talking to a bunch of

dentists here so I can talk

about money or maybe

hopefully hygienists.

you know if insurance

reimbursement is twice a

year and somebody gets off

track not only are we not

taking the very best care

of the patient but now that

twice a year benefit

because you know we're

using it less and less and

maybe over a five-year

period we only use four of

the cleanings instead of

you know ten that we could

have used or whatever you

know I'm exaggerating there but

I've seen that happen again and again.

And quite frankly,

if you don't get them back on the books,

you create more work for

somebody having to fill the schedule,

track them down.

And we've seen it a hundred

times where that patient

becomes no longer an actual

active patient because they

haven't been in the practice forever.

So they're probably going to

go elsewhere if we're not

keeping them in the practice.

So yeah.

You better not steal one of my KPIs.

I feel like you're-

I feel like you're on the

brink of taking one of my

kpis I'm sticking to it I'm

just saying hygiene

reappointment rate is super

important what about you

what about what about you

um I you know my brain goes

to financials really

quickly I mean maybe it's

the ex ex-banker in me but

I think profitability I

think what are we doing if

we're not making money and

One of the things that I

have our clients look at is

wages in relation to collections.

And as you all know,

this is actually a very

complex KPI because there's

production and gross,

and then there's net,

and then there's collections.

So after all the waterfall, the write-offs,

blah, blah, blah,

you get to the brass tacks

of how much the practice collected.

And you compare what you

collected to how much the team costs you.

And in every single business,

wages is the most businesses,

unless you're tech, I suppose.

But most expenses are people, me and you,

our team, you name it.

And it's no different than

any other business, typically.

And what I try to get my clients,

and depending on where you're at,

our clients, I shouldn't say my clients,

our clients.

What I try to get our

clients to think about is

if collections is down,

wages should be down.

And when collections are up,

it would make sense that

wages would be slightly up or maxed out.

And if you can manage that right there,

if you could manage wages

to fluctuate with collections,

you'll make more money.

but if every single month

your wages are fifty

thousand let's just say

that would be a big

practice like twenty twenty

thousand let's say your

payroll is twenty thousand

and you collect eighty

thousand one month and

fifty thousand the next

month and then a hundred

thousand and then thirty

man like as a business

owner that's super

stressful because you're

making money and then

you're losing your ass and

then you're making a little bit

And then you lose your ass again.

So if we could just look

ahead in the schedule and

just see what we're scheduled to,

and if you can see that

you're not scheduled for some production,

hey,

maybe it's a conversation with your

team that says, hey, guys,

let's leave early.

Or hey,

let's close down Friday and move

those patients into

Thursday or next week.

Because if you're willing to do that,

then you can lower wages.

that match your collections

and it's okay if

collections go down it's

okay that's normal business

is up business is down same

in our business right

collections are up

collections are down but if

you can control that wage

you make more money so

that's mine is wages to

you're probably going to

ask and I'll just beat you

to it where do I want your

wages to be that's tough

yeah you didn't ask me

where you want my

appointment rate to be oh

but I was going to ask you

because I was curious

Michael,

where would you want those wages to be?

So it's a tough answer

because regionally it's all

over the place.

So the way I answer that is

if you're in a very

desirable coastal states where I live,

Washington, California, I suppose Oregon,

all the way over in the East coast,

you know, all up and down the border,

people want to be with the coast and, and,

and the coastal areas, the expenses,

living expenses are higher.

So just,

just by that wages are higher in

those areas.

So the middle of the country,

I would love for you to be at like.

Twenty five, twenty, twenty eight percent.

And then, you know, more like Seattle and,

and, um, you know,

nicer areas on the East coast, California,

even,

You're going to probably be

closer to like thirty two to thirty five,

sadly.

Those are kind of some

ranges and that's a percentage.

But jumping real quick back

just so that we can close the loop.

What was your hygiene percentage goal?

The reappointment rate?

Yeah, I say most offices,

I would like to see them.

minimal ninety,

but ninety four would be my

get me excited.

Ninety four percent.

But I usually do.

I usually have them shoot

for ninety percent because

they're not there at all.

So the nineties,

what would you consider

average in that world?

In the eighties, probably eighty percent.

So out of ten patients,

eight would be average.

Well, point it.

Yes,

but we're talking a much bigger volume.

But yes.

Got you.

Okay.

I mean, hygiene is low-hanging fruit.

I mean, most people have benefits.

They get their teeth cleaned twice a year.

It really shouldn't be.

Maybe a fee-for-service

patient might have some hesitation,

but majority of practices are interns.

And if you've got benefits

and it's a hundred percent

covered benefit,

why in the world would

somebody not schedule?

So I think eighty percent is pretty

pretty doable in nineties,

you're becoming a rock star.

So.

I got a pop quiz challenge

question for you on that topic.

Okay.

I'll throw you off a little bit.

Okay.

Is your answer the same for new patients?

No.

You passed.

Why?

They don't know you,

you don't have a relationship with them.

Typically some of them might

be coming in on some kind of special

You know, just there's a lot of things.

Usually new patient average

is probably about fifty

percent and then top.

Well, actually,

probably even a little lower than that.

Forty, fifty percent.

And then top is sixty four percent.

So, oh,

I didn't realize new patient

hygiene reappointment rate

was lower than fifty percent on average.

That's nasty.

Yuck, yuck, yuck, yuck.

I'm going to get into some

marketing kpis wait I

didn't get to do my second

one no you are I just I you

are I'll touch back though

on this this topic of

reappointing new patients

in the hygiene chair so

what I heard you say just

to jump back and and put an

end cap is paula wants you

at eighty plus percent no

ninety ninety okay okay

follow once ninety percent

but the average was eighty

is what I heard

and of existing patient

hygiene reappointment but

for new patients you

wouldn't she wouldn't be

surprised if fifty percent

of your new patients

reappointed and she would

love at least sixty percent

is that what I heard yeah

dang yours was way more

complex than mine what's

your second kpi because I

got a really good one

that's going to smoke yours

case acceptance

Oh, shoot.

That's a good one.

Okay.

I don't know if I can

compete with case acceptance.

All right.

So what's case acceptance?

If you were a dentist,

you're a business owner,

you're tracking your KPIs.

When you say case acceptance,

what do you mean?

I'm usually doing dollar.

So I'm looking at if you

present ten thousand,

how much of that gets on the schedule?

Okay.

Okay.

and unfortunately you know I

suppose there's a lot of

ways to track it but it's

kind of like did they

schedule that day I mean it

would be a constant moving

target if you went back to

say like okay then how many

scheduled the next time and

the next time so

unfortunately there kind of

has to be a a way to

calculate that and so it's

you present they schedule

so yes of course

If it's a phased out treatment, you know,

maybe, of course,

they're not going to schedule.

There's no way for them to

schedule all of it if teeth

have to be extracted.

But because top is sixty four percent,

it takes that into consideration of.

Wait,

you said the top is sixty four percent?

Yeah.

Case acceptance.

Okay.

So can you just say that again?

Say how you define it,

because I know for a fact

there's listeners driving

to work right now and they're like, dude,

I have eighty,

ninety percent case acceptance.

I'm awesome.

And you're saying that the

the top is sixty, sixty, sixty,

sixty three, sixty four.

I know what you mean.

You need to tell the drivers

heading to work.

I say it again.

How do you.

How are you doing that?

It's dollars.

What do you mean?

It's dollars.

I mean,

because if you have ten patients

and you're diagnosing two

hundred dollar fillings,

all all all ten of them are

probably going to accept

that treatment where if you have.

Crowns and you're presenting

all kinds of mixed bags of stuff,

it's going to look different.

So if you're presenting one

hundred thousand dollars

worth of treatment,

And sixty three thousand of

that gets accepted.

That's good.

It's not the hundred.

It's not going to ever be

one hundred percent.

And it takes into consideration that,

you know,

some of that treatment needs phased out.

That's why top is sixty three.

Not.

So that makes me think that like.

I'm not going to say conservative.

I'm stupid for using that adjective,

but like.

If you're a dentist that does really,

really conservative

dentistry and you're truly

bread and butter and you

kind of stay away from

anything too robust, in theory,

you could have a much

higher case acceptance.

Whereas we have some clients

that sell sixty thousand,

forty thousand dollar cases

and their case acceptance much,

much lower because these are big cases.

You don't have any statistics on that,

probably.

You just have kind of

everybody thrown in one pot.

Exceptional would be would

be sixty percent, right?

Yeah, but but you kind of think about it.

The only time I feel like

maybe it shouldn't equal

because if I'm selling

forty thousand dollar cases.

And I win some my dollar is

going to be way bigger,

so I have to win a lot of

crowns to equal one all on four.

So really, but it's a percentage.

It's a percentage.

It's all percentage.

If you just,

if I do ten fillings and I get

everyone saying, so why,

why shouldn't their case

acceptance be equivalent to proportional?

It probably is.

The only reason it's not is

because it's harder to sell.

It's harder to it's harder.

That's what I was thinking.

Yeah.

However,

if that's my specialty and I'm

really good at enrolling

and people are picking up

my marketing and coming to

me because I'm marketing that.

We should have exceptional

treatment plan coordinator

with with exceptional

follow up and ways to finance.

I'm not saying it's not

going to be way more

difficult and I'm not going

to say their percentage is

probably on average or a little lower.

But if you really think about it,

it should be similar.

Now,

when someone the one caveat to that is

if I'm doing

You know,

I offer a partial denture versus

a denture or versus a

extract everything and do an all on four.

I'm going to have maybe a

couple different options

routes for the patient to go.

That's the exception because

I could have a hybrid,

like I could have two

different big cases in

there and saying we could

go this way or this way.

And until that gets cleared up, it could,

the acceptance rate could look lower.

So on those higher things, but.

you know,

if we're doing a bunch of ortho cases,

you know, presenting a lot, I mean,

we should win them, right?

I mean.

Yeah, yeah, yeah, yeah.

No, I think you're right.

I think that makes sense.

Of course,

typical Mike D'Incio

overcomplicating a very simple.

Yeah,

you said mine is complicated because

you ask a lot of complicated questions.

You know,

so if you're about in the forty

percent range, you're about average.

Okay.

okay average if you're below

that you know I always say

let's let's take a look

it's it's a combo of

patient experience

follow-up and case

presentation so it's not

all on the doc although it

could be you know it could

be the front failing

something you know it could

be so you really have to

know whenever we come in we

usually work on the front

office system first because

if we've got the input and

the treatment plan and all

of that looks good we got

the financing we've got the

follow-ups down now we can

say did it improve nope

okay now let's look at what

is the rest of the patient

experience look like or

that that case presentation

delivery so okay so let's

make this super dummy style

you you present

ten thousand dollars you're

at and and by the way most

of you that listening

probably don't track case

presentation dollars so

start that's that's

probably kpi one start

paying attention to how

much you gotta have the

hygiene reappointment rate

to get to look at the mouth

to do restorative all right

all right all right are we

I heard unless they're an

emergency or a new patient

I heard your first KPI.

We're on case acceptance.

So start tracking how many

dollars you diagnosed today, this week,

this month.

Then start tracking how many

of those dollars get accepted.

And if ten thousand dollars is diagnosed,

your average,

if you get four thousand

dollars accepted,

You're exceptional if you

get six thousand accepted.

If you're less than four

thousand out of the ten thousand,

start looking at some stuff.

That's what I say.

Wait,

is anyone voting on which KPIs are

most important?

We can we can look.

I'm I'm going to go to my

next one and I'm going to

give you round one,

but I just can't give you round two.

So you can't give me case

acceptance over wage percentage.

No, I can't.

Maybe if we're getting all

of our cases accepted,

we wouldn't have to worry about wages.

Which is why I'm giving you

I'm going to give you a win

for round two.

I thought you'd be humble

and give me round one.

But hey, that's it is what it is.

Can I give you my second KPI?

I'm already I'm already yielding.

You're the one asking like a

thousand questions when I

bring up one KPI.

Well, look,

I just want to make sure our

listeners understand what

you're going after.

My second KPI is patient retention.

I think dental,

this camera's driving me crazy.

I move a lot,

so it just tries to keep track of me.

But for those watching on YouTube,

it just jumps around

because I'm a fidgeter.

So my next one is patient

retention and it's similar.

It's similar to your hygiene

reappointment rate.

It's very similar.

It's, it's, it's mashed together.

So I thought that's where

you were going to go.

I'm glad you did it.

So we,

we talk about marketing a lot and

everybody's like, I need new patients.

I need new patients.

I need more volume.

I need more at bats.

I need more new patients, new patients,

new patients.

And I don't think enough of

you are looking at how many

of your existing patients

are staying with you or

leaving out the back door.

So new patients,

so it's a patient growth or retention,

patient retention factor.

So we look at how many new

patients you got in,

how many did you reactivate

that were inactive,

we look at how many patients

went into inactivity, which is leaving.

And then how many did you inactivate?

So it's like a plus minus, right?

So like we got five new patients,

we reactivated three.

So that's eight total,

but we lost ten to inactivity.

And Nancy Jo

moved away to a different

state and we inactivated her.

So it's like a plus minus.

And I just, I just feel like,

and I got an email today by a doctor,

you're on it.

And he's like,

new patients or life or new

patients will like,

it's all about the new patients.

We need more growth.

And the reality is,

is it's not all about new patients.

I'll quote Heartland.

I read an article about Heartland.

You've probably heard me say

this statistic that it

takes twenty two new

patients to to break even

or level out a practice.

Twenty two.

So if you're not getting

twenty two on average,

twenty two new patients,

you're you're dying.

So it takes twenty two to level up.

That's because twenty two

are leaving out the back

door or we're inactivating them.

So if you can really tighten

up the back end.

and then focus on new patients,

your active patient count will grow.

And I just feel like we need

to have more conversations

about not just new patients,

but the patients that we're

not paying attention to

that you already have in the practice.

So that's my second KPI.

Nineteen percent growth.

month over month is exceptional.

Uh, ten percent is average.

But I know that's the

industry telling us that, uh,

I actually have observed

that the average is zero percent growth,

just flat.

Our our dental intelligence,

who we use as as some of

our data authority,

say that ten percent growth

in active patients month

over month is average.

So I think it's somewhere

between zero percent and ten percent.

Exceptional is eighteen percent.

Start paying attention to that guys.

Okay let's vote.

I think mine's pretty

important but I'll give you

treatment treatment

acceptance as the win on

the second round.

Does that mean I have to

give you the first one?

Is that what you're saying?

I wouldn't be bringing it up.

Okay, how many more do I get?

That's the question.

You get you get one more.

So we're gonna go the third round.

This is the tiebreaker.

So I can't.

Yeah, this is a battle's best of three.

I mean,

I combo two because they kind of go.

Are you really trying to win

the third round is what

you're trying to do?

Sure, Paula break the rules.

What's your third KPI?

Uh,

would be production production

backslash collection.

So I'm saying it kind of goes,

they are two different KPIs.

Okay.

So what do you mean?

So doctors, everybody always,

and I get it.

People are saying, well, you know,

production doesn't meet

anything net production.

So we'll say, let's schedule the goal.

What, what are your production?

And they'll say, well,

what about collections?

But I can't schedule to

collection collection.

is done on the back end and

it's also sometimes

insurance driven and you

hope at the end of the

month or it'll go up and

down and some months will

be even and some will be up

and some will be down when

it comes to collections

because it really depends

on when did that check hit the account.

You're waiting on insurance,

but if we're really,

really tight in collections,

It shouldn't take any more

if it's an EFT electronic

deposit to if it's check no

more than six.

So we're talking about we

average out about a thirty days.

We should be doing that.

And then you're always chasing last month.

So you would hope that those

collections would come in.

So I always focus on net

production because it's

really the only stable

thing that we can control.

And then the collections,

if we're all doing our job,

should ultimately equal that over time.

So I'm focusing on net production,

scheduling to goal.

We would want, you know,

and it depends on the size

of the practice and the

patient flow and a lot of things.

But I'm usually, I would say my doctor's,

average somewhere between

thirty five hundred and

five thousand is their goal

um you know it just depends

if they do clear liners I

mean I have doctors that go

up to thirteen thousand a

day you know it's all over

the place but I think that

the important thing is

you've got to look at quite

a bit of metrics to get

there and then once you

know what you want for the

year you waterfall that

backward by the day but

that's an important KPI

that you're coming in every

day and you're looking at

that production and saying

did we hit it because

usually if we hit it and

we're doing our job on

collections again we're

going to be hitting that but you can't

If you're looking at collections,

it'd be maybe from two thousand.

So anyways,

I feel like production is a huge driver.

Production per day is a huge

KPI that you should be looking at.

The whole team should be

looking at every single day.

Yeah,

I don't think anybody can compete

against production per day.

So no matter what I say,

you win round three.

And I think you, in my defense,

in my defense,

my first KPI was about

collections compared to wages.

So it's kind of related,

but- Mine's production.

I feel like that's a dirty,

it's such a dirty move

choosing production per day, but okay.

Fair enough.

There were no rules.

Nor a prep, so I had to go with it.

We needed a referee.

That should have been on the

exclusion list, but since you did that.

All right,

then I guess I'll go to the last one,

and that is it's new

patient acquisition cost per new patient.

And that's a pretty loaded

KPI because most of the time,

when I look at doctors spend

for what they're spending

in the marketing,

like we've got an email right now, just,

I just saw it pop in and she's spending,

four thousand dollars a month in,

in marketing spend.

And then I can see how many

new patients she's getting.

So I can easily do four

thousand divided by how

many new patients and get a

cost per new patient.

And, and,

My number is somewhere south

of three hundred dollars per new patient.

The best ones are less than a hundred.

So I guess what I'm saying is, yeah,

I mean,

a hundred bucks per new patient is

incredible.

But a review is free.

A review is free.

That's right.

That's right.

So that amazing buying power

in today's world.

Yeah.

I mean, that's why reviews are so,

so important because that's

free marketing.

But, but to that point,

if you're doing external marketing,

you guys,

you have to track where your new

patients are coming from.

That's probably the number

one thing that we really

stress in any office is like,

if you're not tracking how

these patients hit your books,

like, what are you doing?

Because what happens is you

end up spending a lot of money,

maybe like this doc who's

spending four grand.

And a lot of it's just going

to stupid activity.

And,

and the strategy needs to be figure

out what works,

figure out what doesn't cut,

what does it and double

down on what does and track it.

And I'll, I'll leave you with, with this.

But I have a comment to make

before you leave, leave.

Well, well,

There's a lot of comments to

make on this topic,

but thank you for trying to steal my KPI.

You made lots of comments on my KPI.

The thing about it is,

if your referral sources are vague,

So like, for example,

a new patient goes online, signs up,

how did you hear about us?

And they click Google.

That's very vague, Google.

And you could have driven by

the office and Googled.

I don't know.

Was it the sign that made the call?

Your friend could have told you, oh,

Lakeview Dental Office.

And then you Google that.

Well,

it was really your friend who referred,

but I Googled it.

It could have been an actual

advertisement that you paid for.

That's probably what you

mean when you say Google.

It could have been the

postcard we mailed you.

And then that patient Googled you.

And all the patient said was Google.

So you have no idea what Google means.

That's a perfect example of

being too vague.

So drill down on where

you're getting these

patients and then truly

figure out the ROI return

on investment of what

marketing your marketing is doing.

So yeah, what did you want to add to that,

Paula?

Well, I just wanted to add, you know,

circling back around to

case acceptance is when

you're doing this marketing

and you're putting in the referral source,

it's also measuring, you know,

marketing is a lead that's brought in.

How your team and you handle

it is up to you.

So once you get the rear and the chair,

you may only get five

patients out of that marketing strategy.

But if those five patients

equal fifty thousand dollars.

Yeah.

You've got that measurement.

And then you got did you close those case?

Are you good at enrolling?

So there are so many things

that go into marketing.

We'll have doctors all the time say, well,

that didn't work.

It's like, well,

how many patients you get?

Well, five.

What's the dollar amount you

got out of that?

And I think that's...

I'll call you out because

even when you owned,

we tried a mail campaign

and you know where I'm

going with this story.

You did not want to do the mail.

It was very expensive.

And I'm like, you got to try it.

We drop a ton of mail.

Paula just owned practice.

She just like any buyer was

being very conservative with her spend,

trying to try to try to maximize profit.

You did all the things everybody does.

It's not, not, not wrong.

but marketing is your money now.

Yeah.

It's your money.

So we do the mailer and it by the numbers.

And by the way, that was my KPI,

three hundred dollars or

less per patient.

But you'll notice the cost

per patient is different

than production per

patient on those.

And so that's what you said, Paula.

And so like, let's say we do a lesson.

So I learned a lesson and now you did now.

That's right.

Let me, let me close the loop though.

You,

you only got like maybe five patients

on that mail campaign.

And you're like, that totally sucked.

That was like, I, it costs me whatever, uh,

call it eight hundred

dollars per patient.

That was the cost of each patient.

You paid thousand.

You got whatever.

Right.

It was you paid five thousand.

You got five patients.

I'd be a thousand dollars per patient.

Not very good.

But one of those patients

was like a ten thousand dollar case.

So absolutely it works.

That's what you're saying, Paula,

is you got to look at it two ways.

And I agree.

You stole my KPI.

So it's cost per patient.

You said I'm wrapping up.

I had I actually did.

enhanced your kpi you could

have won you might have won

that round now because I

also because I are you

saying that I win the third

round no I I'm out of the

audience yes I wasn't I

didn't say that I said I

enhanced you might have you

did enhance you did enhance

so so it's cost per patient

and production per patient

new patient and acceptance

acceptance okay paula all about

Okay,

all about your KPI in the second round.

All right, I hear you.

Well, I concede.

I'm not going to give you the third round.

Let's put this out on social

and have everybody vote.

I think mine are great.

We'll leave it to the third

round for people to vote on.

I think mine are great.

Vote for me below.

I love it.

All right.

Well, that's the episode for today.

We busted it out in thirty six minutes.

I'm shocked that it took that long,

but we probably could have

debated another hour again.

I had to suppress it.

All right.

Thanks so much for your time, guys.

Again, reminder, please like, subscribe,

vote.

vote write google reviews no

they do need to vote they

do need to vote that's

right um and uh yeah stay

tuned we'll be putting out

some more stuff later this

uh this month thanks guys

all right bye see you I win

definitely win bye thanks

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