Overcoming Remote Staffing Fears with Amanda Ketcham, My Mountain Mover

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Welcome to the Hey Docs podcast with your host, Jill Allen. Today,
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I am joined by Amanda Ketchum, CEO of My Mountain Mover.
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Amanda works with orthodontic and dental practices to help them
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expand their capacity through remote staffing solutions, allowing teams to
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work more efficiently without sacrificing culture and patient experience. As
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practices continue to navigate hiring challenges and increasing demands, Many
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owners are discovering that growth isn't always about adding more
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people under one roof. It's about building the right team.
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In this episode, we're talking about overcoming the fear of outsourcing,
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creating a successful remote culture, and how virtual team members
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and AI.
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Are shaping the future of orthodontic practices. So let's jump in.
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And now a word from the sponsors who make this
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forward slash Jill Allen. Amanda, I am so excited to
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have you here. And hey, docs, thanks for being here today.
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Of course. So happy to be here. I'm really excited
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for our conversation today.
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So it'll be fun.
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Yes, it will.
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So you know the way I like to start off
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Hey Docs, especially when I've had a guest that I
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haven't had on before.
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I would love it if.
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You would do a little bit of introduction of yourself,
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share a little bit about your background and what has
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led you to create My Mountain Mover.
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Sure. Yeah. So a little bit on the personal side,
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I am the oldest of three girls. My sister just
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had a baby about a year and a half ago.
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Auntie is my favorite title right now. I love that.
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She's the absolute cutest little girl. So just enjoying a
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lot of family time. I love to travel. I have
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a life goal of wanting to go to 100 countries.
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By the time that I die.
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So We'll see how many I can get to in
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my life.
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Very cool.
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I graduated from UC Santa Cruz with a degree in
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business management economics. And I think I've always had an
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entrepreneurial spirit. I just didn't really know what it would
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turn into. And that's kind of where my mountain mover
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came into the picture. I was fresh out of college.
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I was working for what I like to call a
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serial entrepreneur. And I was 22 years old. He came
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into my office one day and said, I need you
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to stop everything you're doing and start this company for me.
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I have this idea. And I kind of looked at
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him and was like, sure. This seems a little crazy.
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He had already had eight companies at the time. And
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he said, yeah, I see something in you. I think
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there's a need in the market. He said, I don't
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really want to be involved in the day to day,
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but I think you could do it. And that was
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March of 2020. So I said, okay, let's see what
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we can do. I said, yes, even though it was
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nerve wracking. And three months later, we launched my mountain
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mover and right during the middle of the pandemic. And
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six years later, we have over 1600 virtual assistants working nationwide.
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For over 500 healthcare practices.
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So it's been an incredible journey so far.
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Oh, that is exciting.
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Just to think, I mean, number one, like just your
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journey and to be given this opportunity to launch something
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and during a time where things were a little bit
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crazy and all of that anyways, and then to see
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where you guys are at, that's pretty exciting. So I'm
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wondering if you can just talk to us a little
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bit about My Mountain Mover. And one of the ideas
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I know that you often talk about is that practices
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don't necessarily... have a staffing problem, they have a capacity problem.
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I agree with you. I think a lot of.
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Times it's just, do they have the capacity to move
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to the next level or a scaling? Can they scale
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to that, to that next level? So I'm wondering if
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you can kind of explain what you mean by that
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when you talk about that and why the shift in
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thinking is so important there.
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Yeah. Great question. I think that's really was the heart
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behind My Mountain Mover when we started. So we are
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a healthcare outsourcing company. So we have remote talent who
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live in the Philippines, who we connect with doctors here
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in the United States. So any sort of back-end admin
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task that dental office or private practice or a psychologist
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might need is what we provide. And during the pandemic,
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we noticed that a lot of the health care practices,
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they didn't know how to be remote. It was kind
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of foreign to offer remote care. And that opened up
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the door for us to fill a need in the market.
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And one thing that we noticed during COVID, especially even now,
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is that doctors go to school to provide patient care.
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But what's happening is that they're also business owners and
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it's hard to do both. It's hard to excel casting
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vision for your business. And then also, you know, they
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didn't go to school for that. And then also trying
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to provide really good care for their patients as well.
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And I see it more of an ROI problem. I
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just finished reading this fantastic book called Buy Back Your
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Time by Dan Martell. And he has a concept in
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there that he calls his buyback rate. And it's basically
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where you calculate your hourly rate. Let's say it's $ 250
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an hour, whatever it is. He said that if you
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divide that by four and you could find someone to
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do that task for you for a quarter of what
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your hourly rate is, that is a huge investment in
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you and your business and your time. And that concept...
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really transformed my thinking about how I view staffing and
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how I view my own capacity. Because if you're getting
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paid $ 250 an hour and you're doing basic level admin
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tasks that you could outsource, that is not the best
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use of your time. In my mountain mover for my
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own staff, we talk a lot about like living into
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your superpower. What is your unique ability that only you
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can do? And I think business owners and practice leaders,
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we have a really hard time delegating. We want to
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do like 101 tasks every single day because we're good
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at it. That's why we got into business in.
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The first place.
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But it's not the best use of our time. And
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so I think we can wrap our brain around seeing things. outsourcing,
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seeing staffing as an opportunity for us to step into
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a higher ROI for our business, we would be more profitable.
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We would grow our practices more. We'd be able to
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invest in our staff more. So it's something that I'm
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passionate about, obviously, and want to be able to help
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practice owners with.
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Yeah, I could not agree with you more. And I
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definitely see when I work with practices that are doctors
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that are in more of the startup phase to midlife,
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five year to 15 year to eight years to retirement.
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So many times there's such a distinction. a lot of
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times in doctors, depending upon which phase they're in. But
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I do see that there is also some common denominators
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in practices that slow down or stunt out growth. And
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many times it does come back to exactly what you're saying,
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where unfortunately a doctor has not been able to get
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out of their own way and they become the cog
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in the wheel of you know, when you're a startup, yes,
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of course, you've got to kind of do everything, know everything.
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You got to be scrappy. You got to, you know,
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you got to.
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Do all that, but that does not bode well when
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you're a million dollar practice, a $ 2 million practice. And
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a lot of times you can't get to those numbers
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as long as you stand in that gap of moving forward.
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So when we think about what my mountain mover is
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doing and just outsource in general, I think in our industry,
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especially in orthodontics, and I know you're working in a.
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It still feels.
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Like kind of a foreign concept to think about. I
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have my brick and mortar practice and I need to
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have all of my employees in my brick and mortar practice.
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And I grow my practice and I'm, you know, maybe
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I even show success by the amount of team members
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that I have in my brick and mortar practice. And
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I think that this concept of of outsourcing and thinking
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about our core roles and our orthodontic practices and saying, hey,
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does this have to be done in a traditional manner
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that maybe has been done in our industry year after year?
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Or is it okay for me to be a doctor
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that maybe thinks outside of the box a little bit
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and maybe moves in a different direction? So what I'm
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wondering if you can kind of break down for us is,
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I think when I talk to doctors about this, I
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think it can feel really intimidating. I think it feels
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like it's hard enough to manage somebody when they're in
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your practice, let alone somebody that's maybe in another country. Yes.
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How do you put safeguards in place? Can you just
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talk through all.
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Of these things that I know you probably hear and
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encounter and deal with every day? in objections or concerns
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or whatnot, but talk to doctors about just how do
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we think differently about this and feel comfortable about utilizing
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an outsourced team member and still have them be a
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part of our team?
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Yes. Great question. We see this all the time. There's
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a lot of fear around outsourcing, which to be fair,
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like it's a different way of managing. And I think
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what I love about My Mountain Mover is that we
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provide help along the whole entire hiring process because you
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need it. We want to educate and to be able
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to provide the tools and resources as necessary for our
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doctors to see success. And I would say we definitely
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see this And well, what is the culture going to
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look like for our remote employees? Or how do you
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know if they're actually going to be working the whole
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entire time if they're remote? Or what if the quality
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of talent is not the same as a stateside person?
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So we hear those concerns a lot. And I will
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say that whatever you invest in it is what you're
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going to get out of it. And so if you
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are willing to be intentional, And really commit to setting
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up good onboarding processes and resources for your remote team members.
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And if you can have the same view of them
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as you do your stateside employee, that's where we see
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the most success is that the doctors don't just view
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them as like a temporary solution or something that they're
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not on equal footing with their stateside employees. That is
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where we see our virtual assistants or our staff members
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thrive because they can feel it. They can sense it
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if they feel part of the culture, if they feel
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part of the team, if there's a weekly check-in that
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they're getting accountability from, there's KPIs in place, there's a
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strong onboarding process. Just all the things that you would
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want to do for a stateside employee that sometimes I
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think maybe doesn't happen as much with remote unfortunately but
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if you can just I always just encourage our doctors
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just view them as you would put the same amount
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of effort as you would a stateside employee and you're
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going to see a better return on your investment.
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There yeah yeah for sure something that I hear a
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lot from doctors is when they do recognize that I
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can use the help I think sometimes it's hard to articulate,
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but I'm not even sure the help that I need. Like,
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I know that I need help in this, but I
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don't know how to direct somebody else to do something
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that they have been doing.
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Or there may not be.
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the SOPs in place to have this team member. And
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so again, it can feel very scary to be like, oh,
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I'm going to let this person figure out the SOP
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or I'm going to let them figure out. And I'm
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sure you can kind of speak to that and how
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you've helped docs with that also.
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Yeah. One thing that we try to do at My
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Mountain Mover is just make the hiring process simple. And
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so we will just spend work with you on crafting
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a job description. Sometimes we get in our own way of,
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oh man, I don't really know.
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What I could outsource.
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But we also operate on a framework called EOS, stands
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for Entrepreneurial Operating System. And it's just an amazing way
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to run your business that has helped us scale phenomenally.
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I recommend it to any and all business owners. And
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they have a concept in there called the laundry list
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and delegate and elevate. And so if you're kind of
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struggling with where do I even start?
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What can I actually do?
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Yes. I recommend like looking at your calendar for the
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last two or three weeks or thinking about the tasks
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that you do and just creating a whole laundry list
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of everything that's consumed your time for the last two
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to three weeks. So you get your list and then
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you write down how long each task has taken you
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to accomplish. So maybe you're with patients for four hours
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out of the day and then you're doing charting and
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then you're answering phone calls or emails, right? And then
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from that laundry list, you basically delegate and elevate. You
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decide what tasks are incredibly important for you and only
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you to do because you do them better than anyone else.
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Maybe box those. And then circle the ones that you
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would feel comfortable outsourcing or delegating to someone. And that
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can form your job description and get you started. So
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if you don't really know where to start, I always
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recommend doing something like that because sometimes we're our own
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worst enemy where we get in our head and we
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just kind of have to log it down on paper.
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At least I know I do. So I would say
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start there and start with something simple, like an administrative
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task that you know is not the best use of
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your time, but is very time consuming. Outsource that, see
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how it goes, start with something simple. And then if
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you have success with that, then you can start working
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on more specialized roles. Yeah.
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Tell me if you would agree with this. I think
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a lot of times it isn't just the doctors, but
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you could be doing this with your team members as well.
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You know, when you've got that team member, I'll use
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front office. Let's just say one of our front office
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team members, that is. you're just feeling like they're a
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fantastic team member, but they're dropping the ball because they
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are just, you know, there's so many things that are
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on their laundry list of things to do. And I
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think sometimes as leaders and business owners, we have to
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kind of help our team members too, to be able
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to say, okay, going back, I love what you were saying,
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you know, what things do I need this team member
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to keep doing?
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What are those core things?
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Components that really make the success of my practice important
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because they're doing it? And then what are the things
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that are maybe those tasks that are bogging them down?
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I'm going to think about, here's a perfect example, unless
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we have a financial coordinator, calling insurance companies and verifying insurance.
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You know what I mean?
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We could literally spend hours and hours a week and
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a day without highly talented team members in our office
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who are much better spent meeting and greeting and making
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eye contact with the people that are walking in their
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door instead of hiding away or putting off the people
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in front of them because they finally just got on
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with an insurance company. I'm just using that as an example.
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But listeners, I want you to think about this. It
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isn't just about you and thinking about outsourcing for you,
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but how do you make the most efficient team where
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you Maybe you are really leaning into the core players,
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the high talent in your offices, and then saying, do
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I really need another body in my practice? Or is
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this something that thinking outside of this box, is this
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a position that maybe could be outsourced to another person
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where I'm still going to get the results that I need,
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but I'm redirecting time and time management around the things
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that are important.
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To the success of my practice?
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Exactly.
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Great, great example. And time is finite. We only have
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a certain amount of time in every single day. So
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we have to use it wisely. And we are already
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stretched as business owners. The speed at which things are
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advancing is insane. And it puts so much more pressure
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on business owners nowadays than more than ever before. And
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so how do you navigate that? You have to delegate
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and elevate or else you get left behind. So... I
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loved that example.
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It was great.
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Yeah. Yeah.
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And now a word from the sponsors who make this
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Because ADEC has a special program called Smart Start designed
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to 25% off your ADEC orthodontic equipment and furniture. You
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also get complimentary discounts. services to help you run and
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grow your business. And my favorite part, access to the
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Smart Start pricing for two whole years after you open
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your doors. That gives you flexibility to add more chairs
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as your cash flow grows.
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It's pretty smart.
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As an orthodontist, you care about getting all the little
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details right, and ADEC really got it right with this program.
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So if starting off with a big savings on ADEC
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equipment sounds good to you, the ADEC Smart Start is
351
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definitely worth a closer look.
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Just follow the link in the show notes to learn more.
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00:20:31.259 --> 00:20:33.019
So here's something that I think a lot of people
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think about is we work so hard in our practices
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to build a great culture. In the beginning, I've worked
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with a lot of startups, you know, we're just working
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on processes. It's like one foot in front of the other,
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and we're figuring out our front office process, and we're
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figuring out our TC process, and we're figuring out our
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clinical process. But then there comes this shift where we've
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got the foundation in place, and now we're going to
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start building our culture. And making hires that fit the
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culture and the vision of the practice that we are hoping.
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To build upon. And I'm wondering if you can.
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Talk about how does successful practices build those strong relationships
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and accountability and engagement, not only within their own practices,
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but with and when they're engaging and working with remote
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team members so that those team members still feel like
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they're part of that practice where they aren't just the
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remote team member, but they still get to be a
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part and get to feel the loves, feel the feels
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of the culture of that practice.
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Yeah. Great question. I kind of alluded to it earlier.
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I think the first step is if you're going to outsource,
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really check your mindset and say, am I viewing this
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person as an equal to my stateside staff? I can't
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stress that enough because we see that the people who
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invest in our staff as truly their own employees, if
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they can view them like that, They are the ones
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that are seeing a higher tenure for their staff members,
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higher productivity, higher efficiency. And make sure that you're relational
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with them, get to know them, just like how you
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would have, you know, your water cooler time. You have
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that time where you're saying, hey, how's your neighbor? How's
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your wife? How's your husband? How are the kids? You know,
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make sure you establish that rapport with your remote people
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as well. That's really, really important. Another thing that we
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do too, because my staff, we are 97% remote at
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my Mountain Mover as well, our internal staff. And one
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thing that we do, we have a session once a
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week called Elevate. And it's basically an all company gathering
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where we just gather, we talk, we hang out, we
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have games. It doesn't need to be an hour. It
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could be 15 minutes, you know, just something small where
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it's a team gathering where they're not isolated and they
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get to know.
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Your other stateside staff.
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Members, make sure you're processing issues and opportunities with them.
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I think it's really important for any staff member to
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want to be heard, want to be seen, want to
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be valued. And they are incredibly bright people. And I
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think any remote employee wants to feel like they are
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contributing to the practice, even if they are physically not there.
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So I would say definitely that's very important. And also
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phenomenal book called Culture Trumps Everything by Dr.
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Gustavo Grudinsky.
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I'm a big reader. I love to read. I think
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it's one of the best cheat codes in getting ahead
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of life in life. So definitely recommend that book as well.
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And then my mountain member, we are fortunate to do
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an annual retreat and summit, which is very fun. So
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even if you can't meet in person, do something quarterly
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where you maybe are giving out awards and recognitions or
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you're casting vision for your team members that they all
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feel like they're rowing in the same direction. Yeah, I
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think those are a couple of tips and tricks that
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I've learned along the way that can really help you
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build that culture, even if you have people remotely as well.
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Yeah, I love that.
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I think those are great tips.
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So as you look ahead, and I would say that
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remote staffing is going to just be part of our
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culture in businesses, just like AI is part of our
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culture in businesses. Now, how much each individual business chooses
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to adapt or not, that'll depend on the business. And
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I'm wondering if you can talk a little bit about
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how you kind of see remote staffing and AI working
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together to just kind of shape what we're going to
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see in our orthodontic practices. And where do you think
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our biggest opportunities are going to come from for our
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businesses and our business owners?
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Yeah, we're wrestling with this extensively at My Mountain Mover.
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I mean, I think AI has definitely been a disruptor,
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but I think how you view AI, it's going to
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be something that we all have to face. It's like
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the internet, you know, it's going to be a tool.
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It's like the iPhone.
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And the more that you resist it, the less that
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you are going to be able to understand it and
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use it to your advantage. And I view that kind
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of the same way with our virtual assistants. I do
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think that AI will handle maybe 90% of the basic
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administrative task in the future. I do think that just
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with the technology and the speed at which it's advancing,
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we do have to be mindful of that. I think
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for any staff member, stateside or remote, we need to
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train our people on how to use the AI and
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almost kind of be like the supervisor of it. So
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be baseline foundation, right? Have it do all the admin
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tasks that you don't want to do. Checking your emails.
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Maybe you built an AI agent that's going to respond
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on behalf of you or whatever you have in your workflow.
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But then I think it's really important for the staff
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to be level two. They are the ones who are
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overseeing the AI. They're making sure that the AI is
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not hallucinating. They're watching out for any red flags. It's
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not a perfect system. It's the software. And we have
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to use our intelligence as human beings to understand the nuances.
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So level one, AI, basic admin task. Level two would
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be staff members who are overseeing it. Maybe AI is
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escalating problems to them that they can't handle.
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I would imagine that's kind of going to be what
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the future looks like.
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I think what I would really love practice leaders and
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owners to understand too, is that being really good relationally
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and having great communication skills are going to be essential.
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And those people who have those skills are going to
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be the ones that get ahead because that's the thing
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that AI can't do right now. It's not relational. And
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we have to live into our strengths as human beings,
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I think. So that's what we're trying to do with
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our staff members too, is teaching them those relational skills.
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communication skills using their brains and showing initiative having empathy
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and care for our patients i think all those things
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will become that much more vital to the success of
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businesses in the future.
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Yeah, no, absolutely.
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So I'm going to take you down a rabbit hole
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for a minute because I'm sure a lot of my
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listeners are like, let's talk about maybe some of the
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risks involved. If there are, you know, many, I can
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think of maybe what could be potential risks, but I
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want you to just talk to me a little bit about,
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I think some of the scariest thing, just in general,
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it's hard to be a business owner and have team
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members and manage them when they're in your office.
487
00:28:07.849 --> 00:28:09.470
We were talking about this a little bit earlier.
488
00:28:10.000 --> 00:28:14.750
I think it's also hard to think about, well, what
489
00:28:14.849 --> 00:28:19.190
do I do or what happens if I have turnover
490
00:28:19.750 --> 00:28:23.019
in this role that I have outsourced? Am I starting
491
00:28:23.140 --> 00:28:26.660
over again? Do I have support in getting this role
492
00:28:26.759 --> 00:28:30.059
filled again? What if there's some, I don't know, just,
493
00:28:30.079 --> 00:28:33.180
you know, like life happens and sometimes team members and
494
00:28:33.500 --> 00:28:36.809
doctors or just don't mesh the way we had hoped.
495
00:28:36.910 --> 00:28:39.109
I wonder if you can talk about that. And then
496
00:28:39.329 --> 00:28:42.089
also just knowing from the very beginning, you know, you
497
00:28:42.109 --> 00:28:44.279
said a lot of times our team members are not
498
00:28:44.359 --> 00:28:48.000
stateside team members. And I think this can happen whether
499
00:28:48.160 --> 00:28:50.940
we have stateside or not is do we have to
500
00:28:51.119 --> 00:28:55.329
worry about HIPAA compliance or are there certain things that
501
00:28:55.349 --> 00:28:58.490
we can feel more comfortable outsourcing than other things that
502
00:28:58.529 --> 00:29:01.099
we have to maybe have a little more safeguards in place?
503
00:29:01.119 --> 00:29:02.420
And I know I'm kind of putting you on the
504
00:29:02.500 --> 00:29:05.500
spot on this, but I'm wondering if you can talk
505
00:29:05.519 --> 00:29:08.420
to that because I think that is sometimes that's kind
506
00:29:08.440 --> 00:29:10.720
of the first thing where doctors are like, oh, I
507
00:29:10.720 --> 00:29:13.460
don't want to open myself up for an issue. And
508
00:29:13.529 --> 00:29:15.960
so therefore, I won't even dip my toe into the
509
00:29:16.029 --> 00:29:19.009
water of maybe this could be a good solution for
510
00:29:19.049 --> 00:29:19.710
my practice.
511
00:29:20.589 --> 00:29:24.170
Yeah, it's 100% a valid concern. And we see this
512
00:29:24.250 --> 00:29:29.809
concern often. I would say that if you're going to
513
00:29:29.869 --> 00:29:33.269
dip your toe into the outsourcing world, please choose a
514
00:29:33.430 --> 00:29:37.650
reputable company. There's a lot of companies that are out
515
00:29:37.730 --> 00:29:42.779
there with outsourcing, remote people they are not all the
516
00:29:42.819 --> 00:29:45.720
same so that would be my caution would be choose
517
00:29:45.799 --> 00:29:50.819
someone that's reputable that's well known that has more than
518
00:29:50.819 --> 00:29:54.250
500 remote staff members they have a proven process they
519
00:29:54.289 --> 00:29:58.109
have a reputation to uphold read their business reviews do
520
00:29:58.150 --> 00:30:01.750
your due diligence. Don't just go with the cheapest option.
521
00:30:02.329 --> 00:30:06.710
Go with a company that has support, who has an
522
00:30:06.750 --> 00:30:09.559
account manager, who has a HIPAA... We have a HIPAA
523
00:30:09.579 --> 00:30:12.500
compliance officer because we want to make sure that every
524
00:30:12.519 --> 00:30:15.900
single one of our virtual assistants is HIPAA trained. They
525
00:30:15.940 --> 00:30:18.880
get quarterly refresher trainings on it. We have an IT
526
00:30:18.900 --> 00:30:21.359
manager who helps you get set up. So choose a
527
00:30:21.400 --> 00:30:26.269
company that You have resources beyond just the remote staff member.
528
00:30:26.309 --> 00:30:29.450
You can hire someone yourself if you want. I would
529
00:30:29.490 --> 00:30:32.059
say for your first time, I would not recommend that.
530
00:30:32.339 --> 00:30:35.160
I would choose a provider that can be more of
531
00:30:35.339 --> 00:30:38.779
a long-term solution and have resources that you can utilize.
532
00:30:39.420 --> 00:30:42.369
But it's definitely invalid. So choose someone that's HIPAA compliant.
533
00:30:42.509 --> 00:30:44.990
Choose someone that signs a BAA. That's a big one
534
00:30:45.150 --> 00:30:49.109
if you're wanting to decrease your liability. Choose someone that
535
00:30:49.130 --> 00:30:52.950
takes HIPAA very seriously. Just do your due diligence. Ask
536
00:30:53.009 --> 00:30:56.599
really good questions if you are in that hiring process
537
00:30:57.160 --> 00:30:59.579
and make sure that they have a plan for a
538
00:30:59.619 --> 00:31:01.259
replacement as well for you.
539
00:31:01.279 --> 00:31:03.339
Oh, that's great.
540
00:31:03.440 --> 00:31:03.680
All right.
541
00:31:03.779 --> 00:31:05.420
I'm a novice here. What's a VAA?
542
00:31:06.730 --> 00:31:10.539
B-A-A, it's business associate. Oh, B, B, sorry.
543
00:31:11.900 --> 00:31:14.440
I heard it as a V as in Victor, not
544
00:31:14.500 --> 00:31:15.720
as a B as in boy.
545
00:31:15.740 --> 00:31:21.339
No worries, yeah. It stands for business associate agreement. And
546
00:31:21.400 --> 00:31:26.140
so in the HHS world, they don't require you to
547
00:31:26.200 --> 00:31:31.789
sign a BAA because technically if you're hiring a remote employee,
548
00:31:31.930 --> 00:31:35.769
it's that relationship with the business But at My Mountain Mover,
549
00:31:35.809 --> 00:31:40.150
we do sign a BAA because we want our practice
550
00:31:40.289 --> 00:31:43.880
owners to know and our practice leaders to know that
551
00:31:43.940 --> 00:31:47.259
we're putting our stake in the ground too. And we
552
00:31:47.519 --> 00:31:50.220
are saying, hey, we are going to be there for
553
00:31:50.299 --> 00:31:53.079
you if anything happens. We want to make sure that
554
00:31:53.119 --> 00:31:55.509
our virtual assistants are quality, that you're getting the help
555
00:31:55.549 --> 00:31:58.509
you need. So look for that as well if you're
556
00:31:58.529 --> 00:31:59.670
looking for a remote employee. Yeah.
557
00:32:00.349 --> 00:32:00.869
That's great.
558
00:32:01.410 --> 00:32:03.789
It's so fun to talk about, I think, these kind
559
00:32:03.809 --> 00:32:07.730
of emerging roles in our industry. And I'm a big
560
00:32:07.829 --> 00:32:10.890
proponent of looking to think outside of the box and
561
00:32:10.970 --> 00:32:15.069
how do we do what we do better. And efficiency
562
00:32:15.089 --> 00:32:18.349
to me is key in an orthodontic practice when we're
563
00:32:18.369 --> 00:32:22.279
looking at overhead to expenses and how do we get
564
00:32:22.299 --> 00:32:25.160
the most out of the squeeze there. And sometimes it
565
00:32:25.299 --> 00:32:28.359
is just moving away from these very traditional way of
566
00:32:28.440 --> 00:32:31.460
thinking about things. And I'm going to take it all
567
00:32:31.480 --> 00:32:33.880
the way back to your idea of thinking about whether
568
00:32:33.920 --> 00:32:37.160
it's you as a doctor or a team member. Are
569
00:32:37.220 --> 00:32:40.000
there things that you want and need your team members
570
00:32:40.019 --> 00:32:42.180
to do in the office? And are there tasks that
571
00:32:42.380 --> 00:32:45.880
can maybe be outsourced? So we're still checking all the boxes,
572
00:32:45.960 --> 00:32:48.309
doing all of the things, but also being mindful of
573
00:32:48.390 --> 00:32:53.009
our overhead issues. And profitability, not only profitability, but sometimes
574
00:32:53.049 --> 00:32:56.380
just getting our time back and finding that balance for
575
00:32:56.470 --> 00:33:00.619
everybody in work and life balance. So as we finish
576
00:33:00.680 --> 00:33:03.000
up here, I know we could just talk and talk
577
00:33:03.099 --> 00:33:04.829
about this because I think it's just such a fun
578
00:33:04.869 --> 00:33:07.049
thing to talk about. But Amanda, if somebody wants to
579
00:33:07.089 --> 00:33:10.150
learn more about Maybe ask you some more questions. Our
580
00:33:10.190 --> 00:33:13.079
discussion has kind of piqued some interest. What's going to
581
00:33:13.099 --> 00:33:15.519
be the best way that they can find out about
582
00:33:15.640 --> 00:33:18.500
My Mountain Mover? Or maybe just pick your brain a
583
00:33:18.519 --> 00:33:20.720
little bit on this kind of something I might be
584
00:33:20.779 --> 00:33:21.319
interested in.
585
00:33:22.410 --> 00:33:26.250
Yeah, if anyone's interested, our website is a great resource.
586
00:33:26.369 --> 00:33:31.329
It's mymountainmover.com. I know it's a little bit of a mouthful,
587
00:33:31.450 --> 00:33:37.460
three triple M's, mymountainmover.com. Or if you want to follow
588
00:33:37.480 --> 00:33:40.220
me on LinkedIn, Amanda Ketchum, I'm over on LinkedIn. You
589
00:33:40.259 --> 00:33:42.279
can message me. I'm happy to talk to you guys
590
00:33:42.579 --> 00:33:43.640
if you need any resource.
591
00:33:43.680 --> 00:33:46.160
Yeah, that's great. That's great.
592
00:33:47.759 --> 00:33:50.420
And now a word from the sponsors who make this
593
00:33:50.500 --> 00:33:57.170
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594
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596
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SmileSuite partner, I've witnessed the incredible impact it has on
597
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practices of all sizes. SmileSuite means your new patient calls
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and web leads are expertly handled seven days a week,
599
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even during nights and weekends. And they offer top-notch customizable
600
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presentation software and seamless post-consultation follow-up. It's like having a
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Dive into the revolution at GetSmileSuite.com. And don't forget to
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00:34:33.570 --> 00:34:38.369
mention HeyDocs to unlock some extra goodies. Elevate your practice
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00:34:38.469 --> 00:34:44.530
with SmileSuite because every smile deserves a suite of excellence. Well,
606
00:34:44.670 --> 00:34:46.269
you know, Amanda, the way I love to finish up
607
00:34:46.289 --> 00:34:48.469
Haydox is I always love to finish this up with
608
00:34:48.530 --> 00:34:52.219
a little speed round. So are you ready for the
609
00:34:52.260 --> 00:34:53.300
speed round challenge?
610
00:34:53.860 --> 00:34:54.440
I'm ready.
611
00:34:54.460 --> 00:34:58.500
All right, here we go. What is one business trend
612
00:34:58.559 --> 00:35:00.980
that you think more people should be paying attention to?
613
00:35:02.739 --> 00:35:05.719
Pay attention to buyer behavior and.
614
00:35:05.699 --> 00:35:09.099
How ai is affecting it that's.
615
00:35:08.940 --> 00:35:14.219
A good one all right what is one industry challenge
616
00:35:14.320 --> 00:35:17.429
you think will shape the future of our work.
617
00:35:18.489 --> 00:35:21.809
Ai for sure it's going to change the game in
618
00:35:22.050 --> 00:35:24.380
every single industry Yeah. Yeah.
619
00:35:24.500 --> 00:35:25.860
I'm going to agree with you right there.
620
00:35:26.260 --> 00:35:28.929
And then here's a fun one. If you could give
621
00:35:29.070 --> 00:35:33.010
your younger self one piece of advice, what would that be?
622
00:35:33.030 --> 00:35:38.909
I would say, say yes to every opportunity that comes
623
00:35:38.949 --> 00:35:42.199
your way. Even if you're scared, I was 22 years old,
624
00:35:43.019 --> 00:35:45.760
given the opportunity to start a company. You never know
625
00:35:46.460 --> 00:35:50.199
what your yes will turn into. It could be the
626
00:35:50.239 --> 00:35:53.539
catapult for your life, the transformation of your life and
627
00:35:53.659 --> 00:35:56.000
being able to bless and serve those around you.
628
00:35:56.119 --> 00:35:58.440
So, yeah. Oh, I love that.
629
00:35:58.739 --> 00:36:01.199
Thank you so much, Amanda, for being on Hey Docs.
630
00:36:01.239 --> 00:36:03.840
This was a great episode. And I just think, you know,
631
00:36:03.860 --> 00:36:06.360
you just teased it out perfectly for us about what
632
00:36:06.400 --> 00:36:08.900
we should be thinking about in our practices.
633
00:36:08.940 --> 00:36:10.639
And thank you for today's discussion.
634
00:36:11.559 --> 00:36:14.519
Yeah, likewise, Jill. So nice to meet you. This is
635
00:36:14.599 --> 00:36:17.159
such a fun topic. I'm so passionate about it. So
636
00:36:17.500 --> 00:36:19.489
thanks for giving me the platform to talk about it.
637
00:36:19.489 --> 00:36:23.719
Yep. All right, till next time. Are you ready to
638
00:36:23.780 --> 00:36:26.769
start a practice of your own? Need a new fresh
639
00:36:26.849 --> 00:36:29.670
set of eyes or some advice on your existing practice?
640
00:36:30.329 --> 00:36:36.340
If so, reach out to me, Jill Allen, at www.practiceresults.com.
641
00:36:36.960 --> 00:36:38.820
If you like what we're doing here on Hey Docs
642
00:36:39.079 --> 00:36:41.679
and want to hear more of this awesome content, be
643
00:36:41.699 --> 00:36:44.599
sure and give us a five-star rating on your preferred
644
00:36:44.679 --> 00:36:48.269
listening platform and subscribe to our show so you.
645
00:36:48.250 --> 00:36:49.530
Never miss an episode.
646
00:36:50.050 --> 00:36:52.570
Remember, new episodes drop every Thursday.
647
00:36:53.090 --> 00:36:53.889
See you next week.