August 6, 2025 • 38 mins
In-house membership plans can transform your dental practice but managing them manually can turn into a nightmare. Ryan Corby, CEO of Smile Advantage, joins Dr. Chad Johnson and Regan Robertson to show how to scale membership plans effortlessly while creating predictable revenue and stronger patient loyalty.
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Episode Transcript
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Dr. Chad Johnson (00:00):
Listeners, many of you have been to the PDA workshops,
PDA conferences, uh, you might haverun across our CEO guest today.
Ryan Corby and I ran acrossa problem in my office.
I was trying to grow my membershipplan, but the more members that
(00:20):
you have, the more administrativenightmare that you have.
So, as biased as I am now, a year later.
Ryan Corby has helped meorganize and get my butt in gear.
So my co-host and I, Reagan, Robertsonand Chad Johnson, years truly here
(00:41):
are going to interview Ryan to talkthrough what it looks like for an
office to do just that, organize andbe more efficient and more productive.
And.
I collective, I don't know what thebest word would be, profitable because
you are letting the computers do theadministration on membership plans.
(01:04):
And then you also get to use yourown plan if you have one in place
and just make it more efficient.
So Ryan, thank you for joining usand let's talk about Smile Advantage.
How you doing today?
Ryan Corby (01:18):
I'm doing great.
Uh, yeah, warming up here inArizona, so shock back from a little
summer vacation back to reality.
Um, but yeah, thanks for the info.
Thanks for the intro.
Um, and yeah, you know, smileAdvantage really has existed.
It's kind of born out of a necessity.
I think most great companies,um, come out of that.
I. Instead of an napkin sketchidea, it's to solve a problem.
Right.
Think that's what theysay in the business books.
Right.
(01:39):
Um, and I've been fortunate to, I'mnot a dentist, although I've been
accused of a couple of times, um, towork with some great dentists and,
and my partners that started SmileAdvantage, um, to really figure out
how do we put together a solution thathelps dentists and now membership is
sort of what we know as it is now.
And that's sort of just.
Funnelling some services andputting it together in sort of a
nice pricing package that's easy,uh, for patients to understand.
(02:00):
Um, but ultimately what we feellike, uh, membership is doing, um,
under sort of the umbrella of feefor service industry is just, um.
Removing barriers to treatmentreally is kinda what our, our goal
is to create a tool and a platformthat helps dentists do more of what
they went to dental school to do.
And that's to learn how to care forpatients and treat patients and provide
the health and care that they need.
(02:20):
And unfortunately, like so manybusiness, so many been many businesses,
you know, the business side of itgets in the way and, um, you know.
We just saw that as a problemwith membership, obviously in the
insurance, and it's easy to jumpon that anti insurance bandwagon.
Um, that's not necessarilythe, the flag that we wave.
While we agree with that, um, we do seethat there's sort of need for bur both.
But really what we think that membershipcan do is, is provide a very strong
(02:42):
and leading path for offices that,that wanna minimize or entirely reduce,
you know, the insurance dependency.
Dr. Chad Johnson (02:48):
As we all know, just fit into any, any office's
existing plan in the sense that ifsomeone's like, Hey, we're heavy,
PPO, it's like, cool, let's roll.
Or if someone said, wedon't do any PPO, cool.
Let's roll.
Right.
Ryan Corby (03:00):
Yep, absolutely.
And, and that's really where we,uh, we're very heavy in, in customer
service and sort of almost consulting.
We don't say that we havea product that we sell.
We don't encourage you tosell Smile Advantage plans.
We want to take what your planin place and we can help you
create something obviously.
Um, but we want to build offa set of tools or a suite of
tools to help you do that.
So again, you come up with your plan,your ideas, and we fully customize it
(03:20):
just like you would do with your office.
You know, you kind of have your wholeflavor with lots of different, you know.
Many family members and thesemany family members and, um, we
really don't try to stuff you intoour box of framework membership.
It really just, I loved.
Dr. Chad Johnson (03:32):
Right.
So Reagan, before you jump into biggerpicture, I have one more weed question.
Okay.
So I'm just curious, Ryan, um, after.
We got organized, you took my existingplan and just made it happen, which
is awesome because I'm sure that's alot more work than if you could just,
you know, use a cookie cutter, right?
If someone said, I want a specifickind of cookie, as opposed to
(03:53):
just using your cookie cutter.
Cookie cutters are easier than makinga, you know, a new tailored cookie.
So, yeah.
Um, how many people use your.
Cookie cutter version.
Let's just say that you said, you knowwhat, we've got a couple different plans.
How many pe, like is it a thirdof people, two thirds of people?
Like how many people end up justsaying, Hey, Ryan, whatever plan
(04:14):
you have, let's roll with that.
Versus we really like our plan.
Can we use that?
Like what's that ratio looklike for you currently?
Ryan Corby (04:20):
I would say, you know, it's obviously changed a lot in five years as
membership has really adopted even more.
Memberships have been around for a longtime, but as it's become more mainstream
in the last 5, 6, 7 years or so, um, alot of people or most offices already
have some sort of concept of that andthey have something they wanna carry off.
So we have a few.
10, 15% maybe of our clients that comeand they say, Hey, we're brand new.
(04:41):
We don't know what we need to do.
Can you just tell us what to do?
Okay.
And we are very quick to say, we'renot, not gonna, you know, we'll look
at your fee schedule and give you ageneral idea, but here's some sort of
framework or, or averages, you know,based on your demographic, where you're
at, here's what most offices would do.
Or, and, and there is some calculations.
Uh, it's funny, we see some officesreally get into the weeds with,
down to the penny of our membershipplan should be $43 and 74 cents.
(05:04):
And it's like, I understand that that's.
10% of your fee schedule collecteddivided by 12 and whatever.
But it's like, just make it simple,you know, make it 400 bucks a year
or, or $50 a month or whatever.
Um, so the ones that are comingbrand new with nothing in place,
um, it's a smaller amount.
Most people have an idea already whatthey wanna do, but, uh, that's usually
what we do because there is a wide range.
Are you in New York City?
Are you in the middle of Iowa?
(05:25):
Are you in Southern California?
Um, you know, there is somewhat ofa thread there with what your, uh,
treatment codes are, um, and what you're.
Fee schedule is that we can kind of givesome guidance, but at the end of the day,
it's really just about making it simple.
And I think that's where we do speakinto offices quite a bit and say, yeah,
I know you're a dentist, you really didcare about the details, but let's just
make this simpler for the patients.
And, um, some of thatcomes down to the pricing.
Regan Robertson (05:48):
I'm curious Ryan, uh, you are a fairly new leader for
Smile Advantage and I follow you onLinkedIn, which it's my pleasure to do
so, and I'm really curious, what wasthe moment that kind of maybe shifted
your mindset or got you excited abouteven wanting to lead Smile Advantage?
Ryan Corby (06:06):
Mm. Uh, that's a great question.
Um, I came from sort of the, uh,freelancer solopreneur business for a
long time and was a videographer andmarketer and different things like that.
And, um, when I saw the opportunity togrow what we have now with a technology
first, never, never thought in the world.
I'd be a software developer, sort ofkind of guy, but, um, always just wanted
to fend for myself and come up with agreat business that would support my
(06:28):
family and do the things we wanna do.
Um, but then all of a sudden.
You start seeing people do great andpeople developing, developing people.
And I'm a very much a peopleperson and a community builder.
And uh, I actually had a business coachthat sort of flipped that switch for
me and said, look at building yourteam in the community of your small
business in the same way that youbus, you know, our church community
and our neighborhood communityand my family community, and, um.
(06:49):
When I saw that, sort of like, thatgave me excited about growing a team.
'cause come from small businesses.
My dad had a lot of terrible employeesthat just have this mindset of like,
deal with employees, eh, you know,oh, deal with, um, deal with them.
And as, as most dentalpractices, no building teams.
Um, but when you have a little sparkof somebody going the extra mile and,
and noticing that the team is doingthings that allow me to do even more
of what I want for my family andI can kind of develop them, um, it
(07:11):
definitely was more of a community team.
Person building thing.
And also you need that to, tobuild a company, uh, as well.
So, um, there was kind of amoment, there was like switching,
you know, flipping a switch aboutlike, this is my community now.
And when I looked at it through thatlens, instead of like, uh, employees
and getting bad employees come and go.
But, um, you know, looking at thatdeveloping and then seeing the
support, what we can collectively dotogether in our little community, uh,
(07:34):
you know, this was pretty exciting.
So.
Somewhere along the waythat kind of flipped.
Regan Robertson (07:39):
I'm curious, I'm curious that the, I, I love passion and I think
you're a very passionate individual andit take, it does take a lot, even though
being your, your own solopreneur isvery, um, challenging in its own right.
And I know it can get exhausting attimes, but that call to serve your
community and, and build somethingtogether as a team being very strong.
What was that?
Maybe it was spoken,maybe it was unspoken.
(08:01):
What's the challenge, you know, thatyou feel like you're really, really
solving for, um, be, you know, that'sbeyond efficiency and and profits.
What gets you up in the morning and makesyou say, I really wanna make a difference.
Ryan Corby (08:13):
You know, I, being in small business my whole life,
um, I saw dentistry later on.
You know, I, when I first got intodentistry, I was like, oh, I'm
medical and big business and Ididn't really realize how most of
dentistry is small business owner,operator, family owned sort of idea.
And when I saw that as like, wow,we can actually, the things that
we can do can make a big differenceto an owner operator, to a small
(08:33):
business, um, versus just a cog anda giant wheel of corporate, um, that.
That made a big difference to meand, and what we can do for families
to impact the, the business owners.
I'm a business sort of guy, so I like todo that and put tools and solutions in
place for guys and, and teams and, andladies that own offices and businesses.
So I get to me excited to the thingsthat we can build and develop, really
(08:54):
can make a difference to the bottom line.
Now, if I'm making their business workbetter than they're able to do their job
better, which is to treat patients andsort of back to that full circle of, of
humanity and building community and stuff.
So ultimately it's ushaving that ability to.
To, to find a problem, fix somethingthat's gonna help them be able
to treat their patients better.
Dr. Chad Johnson (09:12):
So is there a moment when dental practices are
dealing with insurance and, you know,struggling under those constraints?
Is there a moment, uh, that theyrealize in terms of you guys thinking,
wow, this just isn't sustainable.
How does your customershow up at your door?
Like, what does that look like?
(09:33):
How, how are they.
Ryan Corby (09:35):
Um, fewer of the new dentists coming outta school, I feel
like, have that earlier adopted.
So whatever sort of newer,uh, modern dental offices,
that's definitely well adopted.
So they're coming outtaschool with that in mind.
And they're either maybe going fee forservice right outta the gate or they're
already looking for those businesses.
So we'll kind of set them onto the side.
They're kind of already sold, butoffices have been around for a while.
Um, they know that insurance is gettingdifficult for them, and so they're looking
(09:58):
for better solutions, renegotiatingfees, all that stuff is still part of
the equation, but when they come tous, they've either tried it themselves.
Like you, and they're kind of eitherhit a, hit a limit, or they're realizing
really how much money is falling offthe table just from inefficiencies.
Um.
Or they wanna see that as, or they'reseeing other dentists that are, that
are using their membership as, asa revenue generator and as they're
(10:19):
leading, um, you know, they'releading efforts in their office.
And it's not just this like afterthoughtlike, oh, you don't have anything else.
Well, we have this like other thingwe offer in the back now, right?
Like successful offices are leading withtheir membership and if you don't have
insurance, that's really the only otherway to kind of come to their practice.
And so the ones that switchthat and say, Hey, we're gonna
lead with our membership now.
Um.
(10:40):
Get it.
And so when they come to us, they'reeither frustrated or they've seen that
and they think, how do we do that?
How do we get our membership, be ourleading, um, you know, product or
whatever, if you wanna call it that.
So there's one, yeah.
There's basically inefficient orthey have no idea where to start.
'cause this seems overwhelming.
Regan Robertson (10:55):
Yeah.
Chad, I have
Ryan Corby (10:57):
the, the third bucket I'll just throw in, sorry.
The third bucket in there is that usinganother membership company and to, you
know, you to, don't need to throw anynames out there, but earlier oth earlier
companies did a good job of sort ofpaving and pioneering the way with the
model and putting technology in place.
But the pricing models early ontake huge advantage of offices.
And there's a, there's a newway, you know, there's the pa per
patient model, which is kind of ourbiggest, um, we fight against, you
(11:20):
know, offices think cool, great.
I pay three or $4 per patient.
Um.
That gets a little scary onceyou hit a hundred or 200 patients
and it gets really expensive.
So, um, that's really the originalreason why we went with our pricing
model is just a fixed fee, no matterhow many, and that really incentivizes
growth, obviously, and increasesyour ROI instead of costing more.
So offices that were early on thatwere really successful and you used
(11:41):
another competitor that has thatpricing model now they're like, oh crap,
this is still going up and up and up.
Now they're lookingfor other alternatives.
And so we've worked really hard tofigure out an easy transition for them
to, to come to Spy Advantage as well.
Dr. Chad Johnson (11:52):
To be fair, my biggest, yeah, but was that
I was concerned that, and maybeparanoid is a better word for it.
I don't know if it was based inreality, but that I didn't want a
company saying, Hey, we'll be incharge of this membership list.
Then at some point, if we.
(12:12):
Mess with stuff enough and youdon't like it and you want out
of this, you know, relationship.
Then what we could do is we've gotthis list and we can write them and
say, Hey, you know, who else takes thisas this other dentist up the street?
And then pull just thesame that Delta does.
And I, it took some of your assuringto be you like, whoa, we don't do that.
(12:33):
It's actually not in our contract.
So do, can you kind of expound upon that?
Ryan Corby (12:39):
Yeah, that's a, that's a really great point.
I mean, we want smile advantages to bethe, the like, uh, in the background
technology and we really push that.
It's you, it's your membership, it'syour name, it's your, all that stuff.
We just wanna be the technology in thebackground that, that supports that.
So to your point, even how we setup our, our fee structure, whatever,
we don't ever touch your money likewe set up your bank account all.
(12:59):
Payments goes through our paymentprocess and our technology,
but it goes directly to you.
So we don't even have that control.
Whereas some of our competitors collectall the money all month long and they
kind of hold it and then they give you therest at the end of the month sort of idea.
And not everybody's that same way, butit's that sort of model, um, of it's a lot
more like insurance than it is membership.
And so this decentralized modelof it's you and your relationship
(13:20):
with the patient is really obviouswhat we, where we align with.
So, um.
Yeah, we really say it's entirely yours.
Of course, because of technology,we have that information.
But, you know, our agreements and ourour, uh, data protection, all that stuff,
states that this is yours and if youwanna leave, you know, you can do that.
You can take your list and.
We would never, you know, nevermarket to your list, do those things.
So I'm glad that you brought that up.
(13:41):
I forgot that we talkedabout that earlier on.
'cause that is an important, um, thing.
Dr. Chad Johnson (13:44):
Reagan, I saw your, Ooh, because, well, I have a
Regan Robertson (13:46):
curve ball.
Okay.
My curve ball.
I just heard data and, you know, we'vehad Brian Laskin on, we've been Okay.
Talk about, okay.
You're gonna talk about that too.
Let's talk about data protectionand what we've been seeing.
Like Heartland just has a, you know,had a class action filed against
them through Ring with RingCentral.
Um, how has that, has that impacted.
(14:06):
You at all on the, on thetechnology side of things, have
you been paying attention to it?
Do you feel buttoned up and secure?
What are your thoughts around, around,um, you know, hit the compliance and,
oh, I have attention to it.
Ryan Corby (14:19):
Yeah.
Yeah.
Uh, um, no, you're right.
It is very important.
And, and we actually have, wekind of get hit from two sides.
We have the medical, dental, HIPAA, worlddata protection for patients, but then
we also, 'cause we live in the paymentsworld, we have PCI compliance and PA
payment data and credit card terms.
So, uh, it's exponentially more stressful.
And, um, as we've built our companyand, and earlier versions of our
(14:41):
software, we, we used other softwarevendors and other providers.
You know, payment partners and thingslike that, that, uh, just for, you
know, everybody was compliant andit was secured, but, um, there was
less control for us to have over it.
And as we've moved, especially in thelast year or so, to bring our own payment
processing in house, our own gatewayand our own security and a lot of those
things under our own control, just forease and, and customer service purposes,
but also us having more control over that.
Dr. Chad Johnson (15:04):
And
Ryan Corby (15:04):
I can't speak to all those certifications, all that crap.
I just know we're all compliantand PCI compliant and secured.
Um, but us doing that ourselvesand owning that data and then being
super ultra secure, um, has been veryimportant to us for our own butts,
but also our, our clients as well.
Um, but then again, because of thepatient data with our integration for
practice management software, um, youknow, our integration has to be, you know.
(15:25):
What do they call tighter than nutson a new bridge sort of idea with
patient compliance and, um Right.
And because of, you know, it's one thingif we're just running payments, but we do
a lot of patient communication as well.
And, um, that sort of version, I thinkthree and four of what membership industry
is gonna be is, is even marketing sideof it and, and other patient engagements
and utilize utilization as we monitorpatient behavior and stuff like that.
(15:46):
Like how do we.
Just go from signing somebody up tomake a payment and paying their bill
on a regular month and then the dentaloffices treats 'em and that's it.
To how do we spur on more engagementand get them to use their benefits?
You know, early on, I dunno what somebodysaid, but I repeat it all the time.
Insurance is something that you wantsomebody to sign up for and never use.
Membership is the other way around.
You want them to sign up for yourmembership and use it, and the more
(16:07):
that they're in your chair, um, thebetter for them, the better for you.
And so how do we get them toutilize, for example, if somebody
signs up for a plan, they shouldget alerted throughout the year.
Like a recall message would do orsomething we like, Hey, you're six
months in, you've only used one ofyour two allotted, you know, cleanings.
Why don't you scheduleand come in and use it?
Or, um, hey, you add a proposed treatment,don't forget you get a 15% discount on
(16:29):
this treatment that you need to have done.
So that patient engagement, uh,which comes from the pmms integration
that we have, um, skys limit.
And that's, that's really what the nextbig phase that we're kind of pushing into.
We've got the payment thing figured out,the patient behavior thing, but now how
do we like, encourage that relationship?
Of communication and engagementand utilization between the
patient and the practice.
And, uh, I'm excited about stuff thatwe're launching in the next year, so
(16:51):
to, to make that even more efficient.
Regan Robertson (16:54):
I'm curious, I'm, I'm curious about the trends
that you're seeing right now.
For example, in my little hometown, uh,it seems like our community Facebook
page, at least once a month, hassomebody commenting and said, Hey,
can you find a, a dentist around here?
Tell me who ha, who takes Delta?
We don't know anybodythat takes Delta anymore.
I rarely see.
See membership programsbeing talked about.
(17:15):
And that drives me crazy becauseI feel that that could be such
a wonderful solution for it.
Um, what, when you look at the market likenationwide, what are you seeing as far
as, uh, you know, how much of the marketdo, do, does membership plans like impact
right now and where do you see that going?
Ryan Corby (17:35):
I mean, we, we've seen years ago just the idea of
non-insurance, you know, conciergemedicine, cash pay medicine,
everything from med spas to everythingelse has definitely been adopted.
And now that we're in the subscriptionmodel, you know, of everything,
um, I think people do come toexpect that, obviously COVID.
It took a huge turn with people thatlost traditional insurance, and so that
(17:56):
left people looking for other things.
I mean, that was a big sort of wind inthe sail of this concept or model as well.
Uh, um, you know, gettingit out into the public.
We, we love working with, uh, ifwe have a dental practice that
works with a marketing company, um.
Marketing agencies knowing, being amarketing guys love to market memberships
because it's a great thing to market andthere's a lot of opportunity for, so it's
a, it's a low hanging fruit, so to speak,when offices do externally market that.
(18:20):
So as far as community awareness, I feellike just neighbors talking to each other.
Um, there's still, Ithink, an awareness issue.
Just between neighbors about that and,and, and, uh, nextdoor.com sort of idea.
So there, I think there is still some onuson the dental practices in their community
and then technology companies like thatto, to get the awareness out there.
So as far as trends, I mean,it's definitely going up.
I don't see insurance getting anymore favorable to the patient or
(18:42):
the dentist any, anytime soon.
Um, so it
Regan Robertson (18:45):
would have to be the biggest PR campaign.
Ryan Corby (18:48):
It would, it would.
And you know, and I read a lotof little things here and there
that you can see like, you know.
Insurance companies, CEOs are lookingfor shifts and they're trying to
make it look less like insurance.
At the end of the day,they're all get paid.
You know, one of my presentations Ihave all the CEOs of the top companies
is how much money they're making.
We're not giving that up and not togive it up easily, and it would take a
long time to change that model entirely.
So I think there's still a massiveopportunity for companies like
(19:11):
us and also dentists to takeadvantage of that just 'cause I.
I really don't believe that thatmodel of direct relationship,
cash pay, is going anywhere.
I feel like we've gone so far outof the, you know, other side of the
world with insurance and people arerealizing it's terrible, um, that
they wouldn't have just direct care.
At my, myself, my wife's a collegeprofessor, she has decent insurance.
We don't even take advantage of that withour dental because I have a membership
(19:33):
with my dentist and it just removes thepain in the butt for everybody else.
So I do really feel likefurther adoption is just.
You know, going on and on.
I think more people would be awareof it if their dental practices
offered it, obviously, which is whywe're gonna hear support grow that.
Regan Robertson (19:46):
Chad, I have a question for Chad.
Ryan Corby (19:48):
Do it.
Regan Robertson (19:50):
I'm curious because, well, I get hit every single day with lots
of, um, requests from business owners.
They've got a new software, they'vegot a new feature, and everything is
designed to make my my time easierand everything more efficient.
I have to have like a decisionmaking, you know, tree in place in
order to figure out what's actuallygonna really, you know, benefit me.
And then there's a point whereI think we just have technology
(20:12):
overload and it's just too muchfor the team to try to adopt.
Maybe it's too fast or too many things.
And, um, and I love Chad howcontrarian you typically are.
And I, I think I was standing with you,if not you, it was two other PDA doctors.
Just, it's Liam, not sorry.
I distinctly remember being at aworkshop and, and a couple of alumni
doctors were like, they did this.
(20:34):
They go, don't, don'tget a membership plan.
You can just make your own.
You can DIY it.
So there's an inflection point whenDIYing it becomes, uh, too much of a
burden and it it sends you backwards.
So, Chad, from your perspective, itsounded like you did do a DIY model
for a while, and then there came apoint where you were like, you realize,
and you're such an engineer too, Iknow how you do your spreadsheets.
(20:56):
So can you walk us through thatprocess of like when you realized.
I, I, this is, this is not,this is not beneficial.
I need to have a, a solution inplace like, like Smile advantage.
Dr. Chad Johnson (21:06):
What that looked like was, I talked with my team
about it and um, Ryan was very,uh, compassionate to my DIYing.
Like, he was like, no, I get it.
Instead of like, oh, well, I don'tknow if you know this, but this
company we're way better at it andyou are probably royally sucking
(21:28):
at it, so you need to give that up.
So like there was, he was very amenableto just being like, no, I get it.
I mean, like, 'cause here's thefact, Ryan, you, you'd probably, I
don't wanna put words in your mouth,but you'd probably agree with this.
People can DIY and that'spart of the problem.
And it's, and, and yet, youknow, sometimes that can work.
What mattered for me was I, Isimply actually asked my team.
(21:51):
I was like, do you guys want to givethis a try and see if this doesn't help
with our, uh, administration of it?
And, uh, Kate on my adminteam, uh, was like, absolutely.
And like, and so basicallythis is what it came down to.
She wanted it.
And so I said, let's give it a go.
(22:13):
Let you know.
Um, I. Feel like we could havekept DIYing it fine enough and,
um, Ryan, I think she's right.
I mean, in the sense that when, wheneverwe sent over our, you know, data and
stuff, we are probably pretty quickto get it done versus the average
(22:34):
office and getting communicationand details sent back and forth.
Um.
But you know, so we're on the ball aboutthat, but at the same time I was like, it
seems like you've brought it up before.
The critical mass idea of if we have ahundred people on this, how do we get it
to 500 and do we want to be spending time?
With like doing 50 people, no big deal.
(22:55):
So like I and I, I, I hate to, you know,say this with Ryan on, but if an office
has 20 people that they're doing, uh, youknow, a, a an A program for an in-office,
um, in insurance alternative program.
20 people.
Okay.
Do that yourself.
Administrate it fine.
You know, like, I know SmileAdvantage would still win.
(23:18):
Like it still is great to consider,but I get it, you have 20 people, fine.
You have, then you grow it to ahundred and it's just like, now
are you wanting to pay someone?
Maybe you do.
I don't, uh, you know, toadministrate it and it's really cool.
Then like the transaction was, was easy.
And then I get an email that updatesme on, you know, uh, where the.
(23:40):
The dashboard is and everything like that.
It's, it's pretty slick.
And so for that regard, I think becauseI was open to what my team wanted
to try, that's, that's also whatmade a big, big difference for me.
It wasn't, it wasn't top down driven.
I just said, Hey, uh, Dean,you know, was, uh, in charge of
(24:01):
like, looking at the details.
So he did a little bit ofinvestigating on the details.
He presented it to our, our management.
Leadership team, um, meeting.
And I was like, what do you think, Kate?
And she's like, I actuallyreally want to give it a try.
And I was like, well, blow me over.
I thought maybe she'd be like, nah.
And so, but, but she waslike, yeah, I really do.
And I was like, okay, then let's do,and that's, that's all it came down to
(24:25):
was I was just like, I don't see whywe shouldn't give it a try and see how.
Uh, see how either it growsthe membership and, or it
reduces our head space for that.
Mm-hmm.
That's all.
Oh, Reagan, let me also let you mow onthat and say, Ryan, you wouldn't hear
(24:46):
the, the, the heart of this, but I wantto thank you because our program, we
had someone that had a heart attackand the doctor's protocol she wanted.
The doctor wanted her to wait12 months before her next visit.
And she was like, okay,but how's that work?
(25:08):
Like when I have this membership plan?
And I just said, that's fine.
We'll, we'll just honor it.
And it's really cool because it'snot hardcore that it's like, sorry,
your insurance terminates June 31st.
Mm-hmm.
We were, we got to still have a sayin just saying, it's no big deal.
We'll just honor that and that latitude.
Is where the personabilityconnects with the human.
(25:29):
So like you're working on a side that youdon't get to hear some of those stories.
That's awesome.
It is really cool, you know, becauseyeah, he's just thinking, what about
my human, um, uh, factor that's playinginto this that's going to mess up?
And it's just another problem that I have.
And it is like, don't worry about it.
We'll, we'll get you covered.
(25:49):
Like, and for her to be like, oh wow.
Like, okay, out of the a hundredthings that I'm anxious about in life.
This isn't gonna be one of them fake.
And that was really cool.
So kudos to you and you.
Oh, that's awesome.
Isn't that it?
Ryan Corby (26:02):
Yeah, that's really cool.
Yeah.
Our, I, I think has a great.
It's a great usage of that, like, and I'mthinking, I know exactly what that is.
You just change the future chargedate and you're extending it and
renewing without the payment.
And that's the stuff that we hear backfrom people who are coming from another
platform, or if you're just using yourcredit card company to run charges,
you don't have that flexibility.
So in two clicks, she was able to goin there and just future date that
(26:23):
membership to show active until she'sthere and it sort of tracks the activity.
So that's awesome.
Thanks for sharing that.
Dr. Chad Johnson (26:28):
That's great.
Yeah.
Yeah.
I knew you'd like that.
Ryan Corby (26:29):
Yeah.
Yeah.
Yeah.
Regan Robertson (26:31):
I'm curious if you, if you could be like my eyes and ears
Ryan, um, since I'm not a dentist either,but what are some of the questions
that you get, um, from doctors whowould be really in a great position to
take on a membership program or whatare like maybe three things they could
look at, like listeners, if you'relistening right now being like, Hmm,
I don't know if this is for me or not,what's something that, that people
(26:54):
could go and look at to, to help them?
Decide whether, you know, pickingup the phone and making a call
to check this out is a good idea.
Ryan Corby (27:02):
Uh, lots of things there.
And I had a whole bunch of leadmagnets going in my head too as we were
coming up with questions and stuff.
Um, but to, to the point of likepeople that have, uh, you know, offices
that have very few memberships orthey're managing it themselves and,
you know, a lot of it does come downto the numbers and, uh, hours that
payroll hours and things like that.
And we always kind of come back andsay, it only takes missing one payment
when it should be renewed or not tokind of basically pay for a software.
(27:24):
So there's, there's a lot of.
AI generated stats and stufflike that that I can show your
ROI and your time well spent andall that stuff, um, very easily.
So, you know, we have that if, ifan office has a number of patients,
they wanna know what their ROIcould be or whatever, we can kind
of talk through that and sort ofhelp forecast if they're really that
interested in the business side of it.
It's funny, I feel like more dentists are.
Everybody wants to make sure thatthey're not losing money and they're
(27:46):
making more money, but ultimatelythey wanna say what's making this
better and easier for our mm-hmm.
Office and patients.
And patients.
Yes.
Um, and make it working in thebackground and let us do our job,
which is ultimately treat patients.
Um.
So there's a lot, I mean, I'm kinda gonnaskipping past your question a little bit
there, Reagan, but you know what that, Imean that's really the lens that we look
at everything through, like adjusting therenewal dates and um, tracking notes and
(28:10):
having a note system influenced from mydentist partner that said I need to be
able to write basically like a chart notein the membership to say so and so had
a heart attack we're prorating her sevenmonths or so and so went away to college.
So we're gonna pause theirmembership or whatever.
And um, that's the stuff, youknow, thinking about the heartbeat
of a dental practice that that.
We're fortunate that we have reallyclose friends and partners and my
business partners that are dentists,we can get that feedback day to day.
(28:33):
Maybe our development cycles are alittle slower 'cause we're like, I
wanna do all this cool, this new stuff.
But it's like, oh, but we have animmediate need for this little fix
here, so let's do this cool thing.
Um, but I think really that's, that'sreally core is what we wanna do is.
Build a tool that's gonna make mostsense for a dentist and our dental
practice and dental team to letthem do their job better, which
is to treat and care for patients.
Um, so as far as like people are looking,uh, you know, want to talk to us about
(28:55):
how we can help or issues that they'rethinking about, how much are you spending?
I am shocked how many times I meetwith, uh, you know, practice owners
at a event or whatever, and theysay, oh yeah, I have a membership.
And I say, how many members do you have?
And they're like, I have no idea.
I'm like, how do you not know?
You know?
Uh, but what Chad mentions earlier isthat our Monday morning huddle report.
You get a Monday, Monday, Monday,Monday morning huddle email that tells
(29:18):
you how many patients you have, howmany are active, what your revenue
is, how many expired are, so it'sliterally a Monday huddle in your inbox,
um, that the team can discuss that.
And so we want everybody to know there,there's no excuse for not knowing
how your membership is performing.
Um, and so we, we try to.
Make that, make everybody aware of that.
So, uh, information about it.
So I think how we can help practicesthe most, if they're curious
(29:38):
about that, let's talk about it.
Give us some of your ideas.
If you're using another system, youwanna know how much efficient can it be?
Is it worth it or not?
I think we spend a lot of timewith our clients and, and our.
Shelly on our team is great at that.
She's a longtime office manager andspent a lot of time in the trenches
with them and knowing that, and she'sjust a ray of sunshine, obviously.
Oh yeah.
And she can talk through that withpractices and, you know, yes, I'm
(29:59):
a tech guy and we're a technologycompany, but ultimately it's that.
And so she speaks that language.
So we're open to all kind of conversationsand, and, uh, practice can ask us if
they're spending too much money, they'relosing too much money or whatever.
We'll, we'll help youthrough all those questions.
Regan Robertson (30:12):
Major shout out to Shelly Dy.
Um, she is incredible.
I've never worked directly with herbecause I'm not in a dental practice,
but every time I see her at an eventor on a Zoom call, she is exactly that.
She is like a ray of sunshine, which, youknow, I mean, I'll get out of the, I'll
end up getting out of the product and talkabout brand and brand experience, but, um,
Dr. Chad Johnson (30:32):
but it's just really, my coach is best friends with Shelly too.
So I know Joanne listens to every episode.
My Kansas City crew, Shelley, Joanne.
Regan Robertson (30:42):
Well, there's a couple of things that have really surprised me just
in the few minutes we've spent together.
One, um, you know, because of ShellyAnn and her disposition and how helpful
she is and in meeting you and thenChad hearing that it's customizable
and it's essentially white labeled.
So it really speaks, um, you know,it speaks to the practice itself and
so the brand isn't disrupted therein any way, I think is phenomenal.
(31:04):
I'm curious Ryan.
Um, I loved Chad's story fromthe office manager's perspective.
So yes, there's always the data, uh,uh, you know, crunching the numbers
and, and doesn't make sense forme to, to put it in and, and what
type of potential growth can I get.
There's that side of it, butthen there's the emotional.
Part of it, which is so important,and especially with AI exploding
(31:24):
and will be continuing to explode.
The human connection part is big.
Uh, I'm, I'm curious if you've heardother stories from offices who have
implemented it, um, and, and beenreally successful, what that success
looks like to them or how they'veexpressed it to you, uh, from that
emotional or office manager perspective.
Ryan Corby (31:49):
You know, I, I think a lot of offices that have a membership
and they're comfortable with it,they, the, the level of anxiety of
having to communicate with patients,I think is really just brought down.
And if somebody's paying for theirmembership, let's say it's an existing
patient that's on an existing membership,the, the, the like, uh, dance around,
you need a crown, it's gonna cost thismuch, or this is not included this much.
I think a lot of that anxietyis really brought down.
(32:10):
For sure on the staff sideand the patient side as well.
So when you remove the, like, uh, youknow, there's still gonna be expensive
dentistry, obviously, but I, I thinkthat the, the concept of the model
of membership is you feel welcome.
You're already here.
We're, we're, I'm, I'm on the team.
I'm in the, you know, um, brandeddentistry family here and, and you're
bringing down a lot of anxiety andemotion, excuse me, between the practice.
(32:33):
So I think that gives a lot ofless, or brings less, excuse me.
Less anxiety to the teamto have to communicate.
So what does that do?
That creates a deeper relationship.
I think you're, you're, you'reremoving some of those fears
and, and anxiety from them.
And, um, that allows for adeeper emotional connection.
Dr. Chad Johnson (32:49):
Ryan, what's on the horizon for Smile
Advantage the next few months?
Next year?
Ryan Corby (32:54):
We want them to have the ultimate flexibility and then
get in and do as much as they canand need to do with the platform and
the memberships, but we also wantit to run as seamless as possible.
Um.
So a lot of the things that we do, likeif you have, you know, your office,
Chad has a lot of, we're just gonnapay for it one time at a, you know, one
year at a time and not be on Autorenew.
Dr. Chad Johnson (33:12):
Yes.
Ryan Corby (33:13):
Well, if they ignore it, there's bunch of things we,
we figure out a way to sort ofallow the patients to renew it.
They get a lot of communication andsay, oh, I only wanted to pay for one
year, but I do wanna renew it myself.
So it's like this pseudo autorenewand that has, instead of it expiring.
The staff has to reach out.
They have to re run theirpayment again or whatever else.
We've kind of put this middleground where they're only one
time, they're not on autorenew, butthey get enough communication that
(33:35):
they can autorenew it themselvesor they can renew it themselves.
Um, we have that built into place.
So, um, I. That being said, we tryto have it be as flexible as possible
and customizable, but also no humanin the loop is sort of a concept,
um, that it can run by itself.
So to ask the question of what otherthings have we we're working towards,
what other ways and problems that wecan consolidate some other dashboards
(33:58):
is where I was going, uh, to some ofthese other payment tools into our
dashboard, uh, into our platform.
So we are actually.
Beta testing right now, whole officepayments, so all of the payments
that go through your practice,um, can run through our platform.
And, you know, we do memberships now,but we're gonna have payment plans
coming out pretty soon, and that's a$3,000 ortho case and they can make
a hundred dollars payments untilit's paid off and then it kills, um.
(34:20):
All office in, in-office processingwith a terminal tap to pay terminal
and really replace another vendor,uh, to come wholeheartedly.
'cause we have all theinfrastructure to do all that stuff.
And so now with our PMS integration,uh, this is what we were talking about
via email a little bit recently, Chad,about, you know, posting the payment
back to the ledger and the integrationof the payment back payment activity.
And the ledger ultimately is, uh.
(34:41):
Is wanted and is desired by practices.
So we're doing that with membership.
So how can we do thatwith in-office payments?
So we have a whole lot of like otherpayment tools that are kind of coming
down the pipeline to just further servemore things that might cut other vendors
out and simplify anything paymentrelated within the dental practice.
Dr. Chad Johnson (34:55):
Ryan, thanks so much for coming on today and kind
of talking through your product.
I'm a big fan.
I know that Maggie is going tobe, uh, upset that she missed it.
I mean, she wrote and said, butshe wasn't feeling the hottest,
so we'll let her off this time.
She had a little bit of PTObuilt up, so we'll let it go.
Ryan Corby (35:13):
We'll have to do a part two with her on it then now.
That's right.
Yeah.
Yeah.
Yeah.
Awesome.
Well, yeah, thanks for having me on.
I, like you said, it's a passionate thing.
I. I love working with the officesthat are passionate about it.
When you ask the question to officesthat are kind of fun, you know, fumbled
a little bit with memberships, wewill work with anybody, but we really
love to work with offices that arereally excited about the growth and
opportunity and the potential for that.
We like to work with winners, you know,and we like to work with people that
(35:35):
are, that see the opportunity and thenwe can sort of fuel that fire and then
they're successful and very successfuland can help everybody get there.
Dr. Chad Johnson (35:41):
Our podcast is called Everyday Practices Podcast because it's
the the things that you do every day.
And this would be something thatpeople should highly consider
implementing so that way their everydaypractices can be focused on their
patients and also on alleviating theadministrative hassle that the team has.
This is a win-win in that regard.
So Ryan, I'm a big fan of the product.
(36:02):
Thanks for coming on today.
Ryan Corby (36:04):
Thanks for having me.
Thanks, Reagan.
Regan Robertson (36:06):
Thank you too.
Listeners, many of you have been to the PDA workshops,
PDA conferences, uh, you might haverun across our CEO guest today.
Ryan Corby and I ran acrossa problem in my office.
I was trying to grow my membershipplan, but the more members that
(00:20):
you have, the more administrativenightmare that you have.
So, as biased as I am now, a year later.
Ryan Corby has helped meorganize and get my butt in gear.
So my co-host and I, Reagan, Robertsonand Chad Johnson, years truly here
(00:41):
are going to interview Ryan to talkthrough what it looks like for an
office to do just that, organize andbe more efficient and more productive.
And.
I collective, I don't know what thebest word would be, profitable because
you are letting the computers do theadministration on membership plans.
(01:04):
And then you also get to use yourown plan if you have one in place
and just make it more efficient.
So Ryan, thank you for joining usand let's talk about Smile Advantage.
How you doing today?
Ryan Corby (01:18):
I'm doing great.
Uh, yeah, warming up here inArizona, so shock back from a little
summer vacation back to reality.
Um, but yeah, thanks for the info.
Thanks for the intro.
Um, and yeah, you know, smileAdvantage really has existed.
It's kind of born out of a necessity.
I think most great companies,um, come out of that.
I. Instead of an napkin sketchidea, it's to solve a problem.
Right.
Think that's what theysay in the business books.
Right.
(01:39):
Um, and I've been fortunate to, I'mnot a dentist, although I've been
accused of a couple of times, um, towork with some great dentists and,
and my partners that started SmileAdvantage, um, to really figure out
how do we put together a solution thathelps dentists and now membership is
sort of what we know as it is now.
And that's sort of just.
Funnelling some services andputting it together in sort of a
nice pricing package that's easy,uh, for patients to understand.
(02:00):
Um, but ultimately what we feellike, uh, membership is doing, um,
under sort of the umbrella of feefor service industry is just, um.
Removing barriers to treatmentreally is kinda what our, our goal
is to create a tool and a platformthat helps dentists do more of what
they went to dental school to do.
And that's to learn how to care forpatients and treat patients and provide
the health and care that they need.
(02:20):
And unfortunately, like so manybusiness, so many been many businesses,
you know, the business side of itgets in the way and, um, you know.
We just saw that as a problemwith membership, obviously in the
insurance, and it's easy to jumpon that anti insurance bandwagon.
Um, that's not necessarilythe, the flag that we wave.
While we agree with that, um, we do seethat there's sort of need for bur both.
But really what we think that membershipcan do is, is provide a very strong
(02:42):
and leading path for offices that,that wanna minimize or entirely reduce,
you know, the insurance dependency.
Dr. Chad Johnson (02:48):
As we all know, just fit into any, any office's
existing plan in the sense that ifsomeone's like, Hey, we're heavy,
PPO, it's like, cool, let's roll.
Or if someone said, wedon't do any PPO, cool.
Let's roll.
Right.
Ryan Corby (03:00):
Yep, absolutely.
And, and that's really where we,uh, we're very heavy in, in customer
service and sort of almost consulting.
We don't say that we havea product that we sell.
We don't encourage you tosell Smile Advantage plans.
We want to take what your planin place and we can help you
create something obviously.
Um, but we want to build offa set of tools or a suite of
tools to help you do that.
So again, you come up with your plan,your ideas, and we fully customize it
(03:20):
just like you would do with your office.
You know, you kind of have your wholeflavor with lots of different, you know.
Many family members and thesemany family members and, um, we
really don't try to stuff you intoour box of framework membership.
It really just, I loved.
Dr. Chad Johnson (03:32):
Right.
So Reagan, before you jump into biggerpicture, I have one more weed question.
Okay.
So I'm just curious, Ryan, um, after.
We got organized, you took my existingplan and just made it happen, which
is awesome because I'm sure that's alot more work than if you could just,
you know, use a cookie cutter, right?
If someone said, I want a specifickind of cookie, as opposed to
(03:53):
just using your cookie cutter.
Cookie cutters are easier than makinga, you know, a new tailored cookie.
So, yeah.
Um, how many people use your.
Cookie cutter version.
Let's just say that you said, you knowwhat, we've got a couple different plans.
How many pe, like is it a thirdof people, two thirds of people?
Like how many people end up justsaying, Hey, Ryan, whatever plan
(04:14):
you have, let's roll with that.
Versus we really like our plan.
Can we use that?
Like what's that ratio looklike for you currently?
Ryan Corby (04:20):
I would say, you know, it's obviously changed a lot in five years as
membership has really adopted even more.
Memberships have been around for a longtime, but as it's become more mainstream
in the last 5, 6, 7 years or so, um, alot of people or most offices already
have some sort of concept of that andthey have something they wanna carry off.
So we have a few.
10, 15% maybe of our clients that comeand they say, Hey, we're brand new.
(04:41):
We don't know what we need to do.
Can you just tell us what to do?
Okay.
And we are very quick to say, we'renot, not gonna, you know, we'll look
at your fee schedule and give you ageneral idea, but here's some sort of
framework or, or averages, you know,based on your demographic, where you're
at, here's what most offices would do.
Or, and, and there is some calculations.
Uh, it's funny, we see some officesreally get into the weeds with,
down to the penny of our membershipplan should be $43 and 74 cents.
(05:04):
And it's like, I understand that that's.
10% of your fee schedule collecteddivided by 12 and whatever.
But it's like, just make it simple,you know, make it 400 bucks a year
or, or $50 a month or whatever.
Um, so the ones that are comingbrand new with nothing in place,
um, it's a smaller amount.
Most people have an idea already whatthey wanna do, but, uh, that's usually
what we do because there is a wide range.
Are you in New York City?
Are you in the middle of Iowa?
(05:25):
Are you in Southern California?
Um, you know, there is somewhat ofa thread there with what your, uh,
treatment codes are, um, and what you're.
Fee schedule is that we can kind of givesome guidance, but at the end of the day,
it's really just about making it simple.
And I think that's where we do speakinto offices quite a bit and say, yeah,
I know you're a dentist, you really didcare about the details, but let's just
make this simpler for the patients.
And, um, some of thatcomes down to the pricing.
Regan Robertson (05:48):
I'm curious Ryan, uh, you are a fairly new leader for
Smile Advantage and I follow you onLinkedIn, which it's my pleasure to do
so, and I'm really curious, what wasthe moment that kind of maybe shifted
your mindset or got you excited abouteven wanting to lead Smile Advantage?
Ryan Corby (06:06):
Mm. Uh, that's a great question.
Um, I came from sort of the, uh,freelancer solopreneur business for a
long time and was a videographer andmarketer and different things like that.
And, um, when I saw the opportunity togrow what we have now with a technology
first, never, never thought in the world.
I'd be a software developer, sort ofkind of guy, but, um, always just wanted
to fend for myself and come up with agreat business that would support my
(06:28):
family and do the things we wanna do.
Um, but then all of a sudden.
You start seeing people do great andpeople developing, developing people.
And I'm a very much a peopleperson and a community builder.
And uh, I actually had a business coachthat sort of flipped that switch for
me and said, look at building yourteam in the community of your small
business in the same way that youbus, you know, our church community
and our neighborhood communityand my family community, and, um.
(06:49):
When I saw that, sort of like, thatgave me excited about growing a team.
'cause come from small businesses.
My dad had a lot of terrible employeesthat just have this mindset of like,
deal with employees, eh, you know,oh, deal with, um, deal with them.
And as, as most dentalpractices, no building teams.
Um, but when you have a little sparkof somebody going the extra mile and,
and noticing that the team is doingthings that allow me to do even more
of what I want for my family andI can kind of develop them, um, it
(07:11):
definitely was more of a community team.
Person building thing.
And also you need that to, tobuild a company, uh, as well.
So, um, there was kind of amoment, there was like switching,
you know, flipping a switch aboutlike, this is my community now.
And when I looked at it through thatlens, instead of like, uh, employees
and getting bad employees come and go.
But, um, you know, looking at thatdeveloping and then seeing the
support, what we can collectively dotogether in our little community, uh,
(07:34):
you know, this was pretty exciting.
So.
Somewhere along the waythat kind of flipped.
Regan Robertson (07:39):
I'm curious, I'm curious that the, I, I love passion and I think
you're a very passionate individual andit take, it does take a lot, even though
being your, your own solopreneur isvery, um, challenging in its own right.
And I know it can get exhausting attimes, but that call to serve your
community and, and build somethingtogether as a team being very strong.
What was that?
Maybe it was spoken,maybe it was unspoken.
(08:01):
What's the challenge, you know, thatyou feel like you're really, really
solving for, um, be, you know, that'sbeyond efficiency and and profits.
What gets you up in the morning and makesyou say, I really wanna make a difference.
Ryan Corby (08:13):
You know, I, being in small business my whole life,
um, I saw dentistry later on.
You know, I, when I first got intodentistry, I was like, oh, I'm
medical and big business and Ididn't really realize how most of
dentistry is small business owner,operator, family owned sort of idea.
And when I saw that as like, wow,we can actually, the things that
we can do can make a big differenceto an owner operator, to a small
(08:33):
business, um, versus just a cog anda giant wheel of corporate, um, that.
That made a big difference to meand, and what we can do for families
to impact the, the business owners.
I'm a business sort of guy, so I like todo that and put tools and solutions in
place for guys and, and teams and, andladies that own offices and businesses.
So I get to me excited to the thingsthat we can build and develop, really
(08:54):
can make a difference to the bottom line.
Now, if I'm making their business workbetter than they're able to do their job
better, which is to treat patients andsort of back to that full circle of, of
humanity and building community and stuff.
So ultimately it's ushaving that ability to.
To, to find a problem, fix somethingthat's gonna help them be able
to treat their patients better.
Dr. Chad Johnson (09:12):
So is there a moment when dental practices are
dealing with insurance and, you know,struggling under those constraints?
Is there a moment, uh, that theyrealize in terms of you guys thinking,
wow, this just isn't sustainable.
How does your customershow up at your door?
Like, what does that look like?
(09:33):
How, how are they.
Ryan Corby (09:35):
Um, fewer of the new dentists coming outta school, I feel
like, have that earlier adopted.
So whatever sort of newer,uh, modern dental offices,
that's definitely well adopted.
So they're coming outtaschool with that in mind.
And they're either maybe going fee forservice right outta the gate or they're
already looking for those businesses.
So we'll kind of set them onto the side.
They're kind of already sold, butoffices have been around for a while.
Um, they know that insurance is gettingdifficult for them, and so they're looking
(09:58):
for better solutions, renegotiatingfees, all that stuff is still part of
the equation, but when they come tous, they've either tried it themselves.
Like you, and they're kind of eitherhit a, hit a limit, or they're realizing
really how much money is falling offthe table just from inefficiencies.
Um.
Or they wanna see that as, or they'reseeing other dentists that are, that
are using their membership as, asa revenue generator and as they're
(10:19):
leading, um, you know, they'releading efforts in their office.
And it's not just this like afterthoughtlike, oh, you don't have anything else.
Well, we have this like other thingwe offer in the back now, right?
Like successful offices are leading withtheir membership and if you don't have
insurance, that's really the only otherway to kind of come to their practice.
And so the ones that switchthat and say, Hey, we're gonna
lead with our membership now.
Um.
(10:40):
Get it.
And so when they come to us, they'reeither frustrated or they've seen that
and they think, how do we do that?
How do we get our membership, be ourleading, um, you know, product or
whatever, if you wanna call it that.
So there's one, yeah.
There's basically inefficient orthey have no idea where to start.
'cause this seems overwhelming.
Regan Robertson (10:55):
Yeah.
Chad, I have
Ryan Corby (10:57):
the, the third bucket I'll just throw in, sorry.
The third bucket in there is that usinganother membership company and to, you
know, you to, don't need to throw anynames out there, but earlier oth earlier
companies did a good job of sort ofpaving and pioneering the way with the
model and putting technology in place.
But the pricing models early ontake huge advantage of offices.
And there's a, there's a newway, you know, there's the pa per
patient model, which is kind of ourbiggest, um, we fight against, you
(11:20):
know, offices think cool, great.
I pay three or $4 per patient.
Um.
That gets a little scary onceyou hit a hundred or 200 patients
and it gets really expensive.
So, um, that's really the originalreason why we went with our pricing
model is just a fixed fee, no matterhow many, and that really incentivizes
growth, obviously, and increasesyour ROI instead of costing more.
So offices that were early on thatwere really successful and you used
(11:41):
another competitor that has thatpricing model now they're like, oh crap,
this is still going up and up and up.
Now they're lookingfor other alternatives.
And so we've worked really hard tofigure out an easy transition for them
to, to come to Spy Advantage as well.
Dr. Chad Johnson (11:52):
To be fair, my biggest, yeah, but was that
I was concerned that, and maybeparanoid is a better word for it.
I don't know if it was based inreality, but that I didn't want a
company saying, Hey, we'll be incharge of this membership list.
Then at some point, if we.
(12:12):
Mess with stuff enough and youdon't like it and you want out
of this, you know, relationship.
Then what we could do is we've gotthis list and we can write them and
say, Hey, you know, who else takes thisas this other dentist up the street?
And then pull just thesame that Delta does.
And I, it took some of your assuringto be you like, whoa, we don't do that.
(12:33):
It's actually not in our contract.
So do, can you kind of expound upon that?
Ryan Corby (12:39):
Yeah, that's a, that's a really great point.
I mean, we want smile advantages to bethe, the like, uh, in the background
technology and we really push that.
It's you, it's your membership, it'syour name, it's your, all that stuff.
We just wanna be the technology in thebackground that, that supports that.
So to your point, even how we setup our, our fee structure, whatever,
we don't ever touch your money likewe set up your bank account all.
(12:59):
Payments goes through our paymentprocess and our technology,
but it goes directly to you.
So we don't even have that control.
Whereas some of our competitors collectall the money all month long and they
kind of hold it and then they give you therest at the end of the month sort of idea.
And not everybody's that same way, butit's that sort of model, um, of it's a lot
more like insurance than it is membership.
And so this decentralized modelof it's you and your relationship
(13:20):
with the patient is really obviouswhat we, where we align with.
So, um.
Yeah, we really say it's entirely yours.
Of course, because of technology,we have that information.
But, you know, our agreements and ourour, uh, data protection, all that stuff,
states that this is yours and if youwanna leave, you know, you can do that.
You can take your list and.
We would never, you know, nevermarket to your list, do those things.
So I'm glad that you brought that up.
(13:41):
I forgot that we talkedabout that earlier on.
'cause that is an important, um, thing.
Dr. Chad Johnson (13:44):
Reagan, I saw your, Ooh, because, well, I have a
Regan Robertson (13:46):
curve ball.
Okay.
My curve ball.
I just heard data and, you know, we'vehad Brian Laskin on, we've been Okay.
Talk about, okay.
You're gonna talk about that too.
Let's talk about data protectionand what we've been seeing.
Like Heartland just has a, you know,had a class action filed against
them through Ring with RingCentral.
Um, how has that, has that impacted.
(14:06):
You at all on the, on thetechnology side of things, have
you been paying attention to it?
Do you feel buttoned up and secure?
What are your thoughts around, around,um, you know, hit the compliance and,
oh, I have attention to it.
Ryan Corby (14:19):
Yeah.
Yeah.
Uh, um, no, you're right.
It is very important.
And, and we actually have, wekind of get hit from two sides.
We have the medical, dental, HIPAA, worlddata protection for patients, but then
we also, 'cause we live in the paymentsworld, we have PCI compliance and PA
payment data and credit card terms.
So, uh, it's exponentially more stressful.
And, um, as we've built our companyand, and earlier versions of our
(14:41):
software, we, we used other softwarevendors and other providers.
You know, payment partners and thingslike that, that, uh, just for, you
know, everybody was compliant andit was secured, but, um, there was
less control for us to have over it.
And as we've moved, especially in thelast year or so, to bring our own payment
processing in house, our own gatewayand our own security and a lot of those
things under our own control, just forease and, and customer service purposes,
but also us having more control over that.
Dr. Chad Johnson (15:04):
And
Ryan Corby (15:04):
I can't speak to all those certifications, all that crap.
I just know we're all compliantand PCI compliant and secured.
Um, but us doing that ourselvesand owning that data and then being
super ultra secure, um, has been veryimportant to us for our own butts,
but also our, our clients as well.
Um, but then again, because of thepatient data with our integration for
practice management software, um, youknow, our integration has to be, you know.
(15:25):
What do they call tighter than nutson a new bridge sort of idea with
patient compliance and, um Right.
And because of, you know, it's one thingif we're just running payments, but we do
a lot of patient communication as well.
And, um, that sort of version, I thinkthree and four of what membership industry
is gonna be is, is even marketing sideof it and, and other patient engagements
and utilize utilization as we monitorpatient behavior and stuff like that.
(15:46):
Like how do we.
Just go from signing somebody up tomake a payment and paying their bill
on a regular month and then the dentaloffices treats 'em and that's it.
To how do we spur on more engagementand get them to use their benefits?
You know, early on, I dunno what somebodysaid, but I repeat it all the time.
Insurance is something that you wantsomebody to sign up for and never use.
Membership is the other way around.
You want them to sign up for yourmembership and use it, and the more
(16:07):
that they're in your chair, um, thebetter for them, the better for you.
And so how do we get them toutilize, for example, if somebody
signs up for a plan, they shouldget alerted throughout the year.
Like a recall message would do orsomething we like, Hey, you're six
months in, you've only used one ofyour two allotted, you know, cleanings.
Why don't you scheduleand come in and use it?
Or, um, hey, you add a proposed treatment,don't forget you get a 15% discount on
(16:29):
this treatment that you need to have done.
So that patient engagement, uh,which comes from the pmms integration
that we have, um, skys limit.
And that's, that's really what the nextbig phase that we're kind of pushing into.
We've got the payment thing figured out,the patient behavior thing, but now how
do we like, encourage that relationship?
Of communication and engagementand utilization between the
patient and the practice.
And, uh, I'm excited about stuff thatwe're launching in the next year, so
(16:51):
to, to make that even more efficient.
Regan Robertson (16:54):
I'm curious, I'm, I'm curious about the trends
that you're seeing right now.
For example, in my little hometown, uh,it seems like our community Facebook
page, at least once a month, hassomebody commenting and said, Hey,
can you find a, a dentist around here?
Tell me who ha, who takes Delta?
We don't know anybodythat takes Delta anymore.
I rarely see.
See membership programsbeing talked about.
(17:15):
And that drives me crazy becauseI feel that that could be such
a wonderful solution for it.
Um, what, when you look at the market likenationwide, what are you seeing as far
as, uh, you know, how much of the marketdo, do, does membership plans like impact
right now and where do you see that going?
Ryan Corby (17:35):
I mean, we, we've seen years ago just the idea of
non-insurance, you know, conciergemedicine, cash pay medicine,
everything from med spas to everythingelse has definitely been adopted.
And now that we're in the subscriptionmodel, you know, of everything,
um, I think people do come toexpect that, obviously COVID.
It took a huge turn with people thatlost traditional insurance, and so that
(17:56):
left people looking for other things.
I mean, that was a big sort of wind inthe sail of this concept or model as well.
Uh, um, you know, gettingit out into the public.
We, we love working with, uh, ifwe have a dental practice that
works with a marketing company, um.
Marketing agencies knowing, being amarketing guys love to market memberships
because it's a great thing to market andthere's a lot of opportunity for, so it's
a, it's a low hanging fruit, so to speak,when offices do externally market that.
(18:20):
So as far as community awareness, I feellike just neighbors talking to each other.
Um, there's still, Ithink, an awareness issue.
Just between neighbors about that and,and, and, uh, nextdoor.com sort of idea.
So there, I think there is still some onuson the dental practices in their community
and then technology companies like thatto, to get the awareness out there.
So as far as trends, I mean,it's definitely going up.
I don't see insurance getting anymore favorable to the patient or
(18:42):
the dentist any, anytime soon.
Um, so it
Regan Robertson (18:45):
would have to be the biggest PR campaign.
Ryan Corby (18:48):
It would, it would.
And you know, and I read a lotof little things here and there
that you can see like, you know.
Insurance companies, CEOs are lookingfor shifts and they're trying to
make it look less like insurance.
At the end of the day,they're all get paid.
You know, one of my presentations Ihave all the CEOs of the top companies
is how much money they're making.
We're not giving that up and not togive it up easily, and it would take a
long time to change that model entirely.
So I think there's still a massiveopportunity for companies like
(19:11):
us and also dentists to takeadvantage of that just 'cause I.
I really don't believe that thatmodel of direct relationship,
cash pay, is going anywhere.
I feel like we've gone so far outof the, you know, other side of the
world with insurance and people arerealizing it's terrible, um, that
they wouldn't have just direct care.
At my, myself, my wife's a collegeprofessor, she has decent insurance.
We don't even take advantage of that withour dental because I have a membership
(19:33):
with my dentist and it just removes thepain in the butt for everybody else.
So I do really feel likefurther adoption is just.
You know, going on and on.
I think more people would be awareof it if their dental practices
offered it, obviously, which is whywe're gonna hear support grow that.
Regan Robertson (19:46):
Chad, I have a question for Chad.
Ryan Corby (19:48):
Do it.
Regan Robertson (19:50):
I'm curious because, well, I get hit every single day with lots
of, um, requests from business owners.
They've got a new software, they'vegot a new feature, and everything is
designed to make my my time easierand everything more efficient.
I have to have like a decisionmaking, you know, tree in place in
order to figure out what's actuallygonna really, you know, benefit me.
And then there's a point whereI think we just have technology
(20:12):
overload and it's just too muchfor the team to try to adopt.
Maybe it's too fast or too many things.
And, um, and I love Chad howcontrarian you typically are.
And I, I think I was standing with you,if not you, it was two other PDA doctors.
Just, it's Liam, not sorry.
I distinctly remember being at aworkshop and, and a couple of alumni
doctors were like, they did this.
(20:34):
They go, don't, don'tget a membership plan.
You can just make your own.
You can DIY it.
So there's an inflection point whenDIYing it becomes, uh, too much of a
burden and it it sends you backwards.
So, Chad, from your perspective, itsounded like you did do a DIY model
for a while, and then there came apoint where you were like, you realize,
and you're such an engineer too, Iknow how you do your spreadsheets.
(20:56):
So can you walk us through thatprocess of like when you realized.
I, I, this is, this is not,this is not beneficial.
I need to have a, a solution inplace like, like Smile advantage.
Dr. Chad Johnson (21:06):
What that looked like was, I talked with my team
about it and um, Ryan was very,uh, compassionate to my DIYing.
Like, he was like, no, I get it.
Instead of like, oh, well, I don'tknow if you know this, but this
company we're way better at it andyou are probably royally sucking
(21:28):
at it, so you need to give that up.
So like there was, he was very amenableto just being like, no, I get it.
I mean, like, 'cause here's thefact, Ryan, you, you'd probably, I
don't wanna put words in your mouth,but you'd probably agree with this.
People can DIY and that'spart of the problem.
And it's, and, and yet, youknow, sometimes that can work.
What mattered for me was I, Isimply actually asked my team.
(21:51):
I was like, do you guys want to givethis a try and see if this doesn't help
with our, uh, administration of it?
And, uh, Kate on my adminteam, uh, was like, absolutely.
And like, and so basicallythis is what it came down to.
She wanted it.
And so I said, let's give it a go.
(22:13):
Let you know.
Um, I. Feel like we could havekept DIYing it fine enough and,
um, Ryan, I think she's right.
I mean, in the sense that when, wheneverwe sent over our, you know, data and
stuff, we are probably pretty quickto get it done versus the average
(22:34):
office and getting communicationand details sent back and forth.
Um.
But you know, so we're on the ball aboutthat, but at the same time I was like, it
seems like you've brought it up before.
The critical mass idea of if we have ahundred people on this, how do we get it
to 500 and do we want to be spending time?
With like doing 50 people, no big deal.
(22:55):
So like I and I, I, I hate to, you know,say this with Ryan on, but if an office
has 20 people that they're doing, uh, youknow, a, a an A program for an in-office,
um, in insurance alternative program.
20 people.
Okay.
Do that yourself.
Administrate it fine.
You know, like, I know SmileAdvantage would still win.
(23:18):
Like it still is great to consider,but I get it, you have 20 people, fine.
You have, then you grow it to ahundred and it's just like, now
are you wanting to pay someone?
Maybe you do.
I don't, uh, you know, toadministrate it and it's really cool.
Then like the transaction was, was easy.
And then I get an email that updatesme on, you know, uh, where the.
(23:40):
The dashboard is and everything like that.
It's, it's pretty slick.
And so for that regard, I think becauseI was open to what my team wanted
to try, that's, that's also whatmade a big, big difference for me.
It wasn't, it wasn't top down driven.
I just said, Hey, uh, Dean,you know, was, uh, in charge of
(24:01):
like, looking at the details.
So he did a little bit ofinvestigating on the details.
He presented it to our, our management.
Leadership team, um, meeting.
And I was like, what do you think, Kate?
And she's like, I actuallyreally want to give it a try.
And I was like, well, blow me over.
I thought maybe she'd be like, nah.
And so, but, but she waslike, yeah, I really do.
And I was like, okay, then let's do,and that's, that's all it came down to
(24:25):
was I was just like, I don't see whywe shouldn't give it a try and see how.
Uh, see how either it growsthe membership and, or it
reduces our head space for that.
Mm-hmm.
That's all.
Oh, Reagan, let me also let you mow onthat and say, Ryan, you wouldn't hear
(24:46):
the, the, the heart of this, but I wantto thank you because our program, we
had someone that had a heart attackand the doctor's protocol she wanted.
The doctor wanted her to wait12 months before her next visit.
And she was like, okay,but how's that work?
(25:08):
Like when I have this membership plan?
And I just said, that's fine.
We'll, we'll just honor it.
And it's really cool because it'snot hardcore that it's like, sorry,
your insurance terminates June 31st.
Mm-hmm.
We were, we got to still have a sayin just saying, it's no big deal.
We'll just honor that and that latitude.
Is where the personabilityconnects with the human.
(25:29):
So like you're working on a side that youdon't get to hear some of those stories.
That's awesome.
It is really cool, you know, becauseyeah, he's just thinking, what about
my human, um, uh, factor that's playinginto this that's going to mess up?
And it's just another problem that I have.
And it is like, don't worry about it.
We'll, we'll get you covered.
(25:49):
Like, and for her to be like, oh wow.
Like, okay, out of the a hundredthings that I'm anxious about in life.
This isn't gonna be one of them fake.
And that was really cool.
So kudos to you and you.
Oh, that's awesome.
Isn't that it?
Ryan Corby (26:02):
Yeah, that's really cool.
Yeah.
Our, I, I think has a great.
It's a great usage of that, like, and I'mthinking, I know exactly what that is.
You just change the future chargedate and you're extending it and
renewing without the payment.
And that's the stuff that we hear backfrom people who are coming from another
platform, or if you're just using yourcredit card company to run charges,
you don't have that flexibility.
So in two clicks, she was able to goin there and just future date that
(26:23):
membership to show active until she'sthere and it sort of tracks the activity.
So that's awesome.
Thanks for sharing that.
Dr. Chad Johnson (26:28):
That's great.
Yeah.
Yeah.
I knew you'd like that.
Ryan Corby (26:29):
Yeah.
Yeah.
Yeah.
Regan Robertson (26:31):
I'm curious if you, if you could be like my eyes and ears
Ryan, um, since I'm not a dentist either,but what are some of the questions
that you get, um, from doctors whowould be really in a great position to
take on a membership program or whatare like maybe three things they could
look at, like listeners, if you'relistening right now being like, Hmm,
I don't know if this is for me or not,what's something that, that people
(26:54):
could go and look at to, to help them?
Decide whether, you know, pickingup the phone and making a call
to check this out is a good idea.
Ryan Corby (27:02):
Uh, lots of things there.
And I had a whole bunch of leadmagnets going in my head too as we were
coming up with questions and stuff.
Um, but to, to the point of likepeople that have, uh, you know, offices
that have very few memberships orthey're managing it themselves and,
you know, a lot of it does come downto the numbers and, uh, hours that
payroll hours and things like that.
And we always kind of come back andsay, it only takes missing one payment
when it should be renewed or not tokind of basically pay for a software.
(27:24):
So there's, there's a lot of.
AI generated stats and stufflike that that I can show your
ROI and your time well spent andall that stuff, um, very easily.
So, you know, we have that if, ifan office has a number of patients,
they wanna know what their ROIcould be or whatever, we can kind
of talk through that and sort ofhelp forecast if they're really that
interested in the business side of it.
It's funny, I feel like more dentists are.
Everybody wants to make sure thatthey're not losing money and they're
(27:46):
making more money, but ultimatelythey wanna say what's making this
better and easier for our mm-hmm.
Office and patients.
And patients.
Yes.
Um, and make it working in thebackground and let us do our job,
which is ultimately treat patients.
Um.
So there's a lot, I mean, I'm kinda gonnaskipping past your question a little bit
there, Reagan, but you know what that, Imean that's really the lens that we look
at everything through, like adjusting therenewal dates and um, tracking notes and
(28:10):
having a note system influenced from mydentist partner that said I need to be
able to write basically like a chart notein the membership to say so and so had
a heart attack we're prorating her sevenmonths or so and so went away to college.
So we're gonna pause theirmembership or whatever.
And um, that's the stuff, youknow, thinking about the heartbeat
of a dental practice that that.
We're fortunate that we have reallyclose friends and partners and my
business partners that are dentists,we can get that feedback day to day.
(28:33):
Maybe our development cycles are alittle slower 'cause we're like, I
wanna do all this cool, this new stuff.
But it's like, oh, but we have animmediate need for this little fix
here, so let's do this cool thing.
Um, but I think really that's, that'sreally core is what we wanna do is.
Build a tool that's gonna make mostsense for a dentist and our dental
practice and dental team to letthem do their job better, which
is to treat and care for patients.
Um, so as far as like people are looking,uh, you know, want to talk to us about
(28:55):
how we can help or issues that they'rethinking about, how much are you spending?
I am shocked how many times I meetwith, uh, you know, practice owners
at a event or whatever, and theysay, oh yeah, I have a membership.
And I say, how many members do you have?
And they're like, I have no idea.
I'm like, how do you not know?
You know?
Uh, but what Chad mentions earlier isthat our Monday morning huddle report.
You get a Monday, Monday, Monday,Monday morning huddle email that tells
(29:18):
you how many patients you have, howmany are active, what your revenue
is, how many expired are, so it'sliterally a Monday huddle in your inbox,
um, that the team can discuss that.
And so we want everybody to know there,there's no excuse for not knowing
how your membership is performing.
Um, and so we, we try to.
Make that, make everybody aware of that.
So, uh, information about it.
So I think how we can help practicesthe most, if they're curious
(29:38):
about that, let's talk about it.
Give us some of your ideas.
If you're using another system, youwanna know how much efficient can it be?
Is it worth it or not?
I think we spend a lot of timewith our clients and, and our.
Shelly on our team is great at that.
She's a longtime office manager andspent a lot of time in the trenches
with them and knowing that, and she'sjust a ray of sunshine, obviously.
Oh yeah.
And she can talk through that withpractices and, you know, yes, I'm
(29:59):
a tech guy and we're a technologycompany, but ultimately it's that.
And so she speaks that language.
So we're open to all kind of conversationsand, and, uh, practice can ask us if
they're spending too much money, they'relosing too much money or whatever.
We'll, we'll help youthrough all those questions.
Regan Robertson (30:12):
Major shout out to Shelly Dy.
Um, she is incredible.
I've never worked directly with herbecause I'm not in a dental practice,
but every time I see her at an eventor on a Zoom call, she is exactly that.
She is like a ray of sunshine, which, youknow, I mean, I'll get out of the, I'll
end up getting out of the product and talkabout brand and brand experience, but, um,
Dr. Chad Johnson (30:32):
but it's just really, my coach is best friends with Shelly too.
So I know Joanne listens to every episode.
My Kansas City crew, Shelley, Joanne.
Regan Robertson (30:42):
Well, there's a couple of things that have really surprised me just
in the few minutes we've spent together.
One, um, you know, because of ShellyAnn and her disposition and how helpful
she is and in meeting you and thenChad hearing that it's customizable
and it's essentially white labeled.
So it really speaks, um, you know,it speaks to the practice itself and
so the brand isn't disrupted therein any way, I think is phenomenal.
(31:04):
I'm curious Ryan.
Um, I loved Chad's story fromthe office manager's perspective.
So yes, there's always the data, uh,uh, you know, crunching the numbers
and, and doesn't make sense forme to, to put it in and, and what
type of potential growth can I get.
There's that side of it, butthen there's the emotional.
Part of it, which is so important,and especially with AI exploding
(31:24):
and will be continuing to explode.
The human connection part is big.
Uh, I'm, I'm curious if you've heardother stories from offices who have
implemented it, um, and, and beenreally successful, what that success
looks like to them or how they'veexpressed it to you, uh, from that
emotional or office manager perspective.
Ryan Corby (31:49):
You know, I, I think a lot of offices that have a membership
and they're comfortable with it,they, the, the level of anxiety of
having to communicate with patients,I think is really just brought down.
And if somebody's paying for theirmembership, let's say it's an existing
patient that's on an existing membership,the, the, the like, uh, dance around,
you need a crown, it's gonna cost thismuch, or this is not included this much.
I think a lot of that anxietyis really brought down.
(32:10):
For sure on the staff sideand the patient side as well.
So when you remove the, like, uh, youknow, there's still gonna be expensive
dentistry, obviously, but I, I thinkthat the, the concept of the model
of membership is you feel welcome.
You're already here.
We're, we're, I'm, I'm on the team.
I'm in the, you know, um, brandeddentistry family here and, and you're
bringing down a lot of anxiety andemotion, excuse me, between the practice.
(32:33):
So I think that gives a lot ofless, or brings less, excuse me.
Less anxiety to the teamto have to communicate.
So what does that do?
That creates a deeper relationship.
I think you're, you're, you'reremoving some of those fears
and, and anxiety from them.
And, um, that allows for adeeper emotional connection.
Dr. Chad Johnson (32:49):
Ryan, what's on the horizon for Smile
Advantage the next few months?
Next year?
Ryan Corby (32:54):
We want them to have the ultimate flexibility and then
get in and do as much as they canand need to do with the platform and
the memberships, but we also wantit to run as seamless as possible.
Um.
So a lot of the things that we do, likeif you have, you know, your office,
Chad has a lot of, we're just gonnapay for it one time at a, you know, one
year at a time and not be on Autorenew.
Dr. Chad Johnson (33:12):
Yes.
Ryan Corby (33:13):
Well, if they ignore it, there's bunch of things we,
we figure out a way to sort ofallow the patients to renew it.
They get a lot of communication andsay, oh, I only wanted to pay for one
year, but I do wanna renew it myself.
So it's like this pseudo autorenewand that has, instead of it expiring.
The staff has to reach out.
They have to re run theirpayment again or whatever else.
We've kind of put this middleground where they're only one
time, they're not on autorenew, butthey get enough communication that
(33:35):
they can autorenew it themselvesor they can renew it themselves.
Um, we have that built into place.
So, um, I. That being said, we tryto have it be as flexible as possible
and customizable, but also no humanin the loop is sort of a concept,
um, that it can run by itself.
So to ask the question of what otherthings have we we're working towards,
what other ways and problems that wecan consolidate some other dashboards
(33:58):
is where I was going, uh, to some ofthese other payment tools into our
dashboard, uh, into our platform.
So we are actually.
Beta testing right now, whole officepayments, so all of the payments
that go through your practice,um, can run through our platform.
And, you know, we do memberships now,but we're gonna have payment plans
coming out pretty soon, and that's a$3,000 ortho case and they can make
a hundred dollars payments untilit's paid off and then it kills, um.
(34:20):
All office in, in-office processingwith a terminal tap to pay terminal
and really replace another vendor,uh, to come wholeheartedly.
'cause we have all theinfrastructure to do all that stuff.
And so now with our PMS integration,uh, this is what we were talking about
via email a little bit recently, Chad,about, you know, posting the payment
back to the ledger and the integrationof the payment back payment activity.
And the ledger ultimately is, uh.
(34:41):
Is wanted and is desired by practices.
So we're doing that with membership.
So how can we do thatwith in-office payments?
So we have a whole lot of like otherpayment tools that are kind of coming
down the pipeline to just further servemore things that might cut other vendors
out and simplify anything paymentrelated within the dental practice.
Dr. Chad Johnson (34:55):
Ryan, thanks so much for coming on today and kind
of talking through your product.
I'm a big fan.
I know that Maggie is going tobe, uh, upset that she missed it.
I mean, she wrote and said, butshe wasn't feeling the hottest,
so we'll let her off this time.
She had a little bit of PTObuilt up, so we'll let it go.
Ryan Corby (35:13):
We'll have to do a part two with her on it then now.
That's right.
Yeah.
Yeah.
Yeah.
Awesome.
Well, yeah, thanks for having me on.
I, like you said, it's a passionate thing.
I. I love working with the officesthat are passionate about it.
When you ask the question to officesthat are kind of fun, you know, fumbled
a little bit with memberships, wewill work with anybody, but we really
love to work with offices that arereally excited about the growth and
opportunity and the potential for that.
We like to work with winners, you know,and we like to work with people that
(35:35):
are, that see the opportunity and thenwe can sort of fuel that fire and then
they're successful and very successfuland can help everybody get there.
Dr. Chad Johnson (35:41):
Our podcast is called Everyday Practices Podcast because it's
the the things that you do every day.
And this would be something thatpeople should highly consider
implementing so that way their everydaypractices can be focused on their
patients and also on alleviating theadministrative hassle that the team has.
This is a win-win in that regard.
So Ryan, I'm a big fan of the product.
(36:02):
Thanks for coming on today.
Ryan Corby (36:04):
Thanks for having me.
Thanks, Reagan.
Regan Robertson (36:06):
Thank you too.
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