April 22, 2025 • 45 mins
In this inspiring episode, Will interviews Angie McGilvrey, a visionary physical therapist who’s upscalling the industry with her primary care PT model. Angie shares her journey of building a practice that focuses on direct access, self-pay, and serving the “athlete-minded” individual. She discusses how she transitioned from a traditional insurance-based practice to a model that empowers patients and provides access to elite technologies. Angie also shares her powerful story of leading her team through a devastating hurricane, emphasizing the importance of purpose, vision, and building a strong team culture.
Key Takeaways:
- The power of vision and purpose in building a successful business.
- The importance of niching down and serving a specific target audience (the athlete-minded).
- The benefits of a direct access, self-pay model in physical therapy.
- How to create a strong team culture through branding, communication, and shared purpose.
- The importance of leading with questions and empowering your team.
- The power of combining your passion and purpose to create a larger impact.
- The importance of branding in creating a culture.
- The importance of language in creating a culture.
Virtual Rockstars specialize in helping support or replace all non-clinical roles.
Learn how a Virtual Rockstar can help scale your physical therapy practice.
Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Rock stars.
Thanks for tuning in.
This is an important episode.
This is a game changing episodewith Angie McGilvery and I
don't say that lightly, angie.
To put it into context, I'vecoached and worked with over 300
physical therapy businesses inthe last five years.
I would put her at the top 1%of the best leaders I've ever
worked with.
She is such a beautifulcombination of challenge and
(00:32):
support.
I once coached their team wherewe did this exercise and asked
who's the best leader thatyou've ever worked with?
And usually people talk aboutone of their parents or Jesus or
whatever.
Everyone in that room saidAngie.
So we're going to talk abouthow she has completely changed
the game and disrupted physicaltherapy in her own world and her
vision for changing it down theroad.
However, we're going to betalking about purpose and how
(00:53):
vision and purpose can not onlybe tactically applied to your
business to get you unstuck andget you more profitable, but how
it actually changes people'slives.
She is a revolutionary athleterecovery specialist.
She's worked with the USAGymnastics man.
She's just done so manydifferent things.
But I really want you to payclose attention to this episode
and listen to it repeatedly andshare it with anyone who owns a
(01:15):
business.
Enjoy the show.
Okay.
So, angie, you've got a lotgoing on.
Let's get an update on yourphysical therapy practice and
all these new things that you'redoing.
Give me an update.
Speaker 2 (01:28):
Well, well, we are disrupting the industry.
That's what we're doing overhere.
Speaker 1 (01:33):
Simply put, angie's disrupting the industry.
Yes, you are, absolutely.
Speaker 2 (01:38):
We are building a model in the physical therapy
industry primary care, PT andthis is where the profession
needs to go.
This is where the professionshould have started going back
in 2020.
And, yeah, we are creating amodel in which we are the first
(02:01):
point of contact formusculoskeletal pain injury
prevention and optimization andthat the consumer can come
directly to, versus more of theinsurance-driven approach where
(02:31):
we really have shackles and arereally limited by what we can do
and what we can provide forthem.
And those are the big twopieces of how we're disrupting.
Speaker 1 (02:43):
Yeah, it's huge.
I think what's powerful, too,is this vision of primary care,
pt, because that's so clear tome when I think about this is
the idea that I see when you saythat people getting hurt and
going, oh I need to go see mydoctor, and they're talking
about their PT, like, oh, I hurtmy shoulder, I need to go see
my doctor about it.
So they go to their physicaltherapist, who's an expert in
(03:03):
that space.
Tim Spooner was a guest on ourshow a couple months ago who
stated how we, as a physicaltherapy industry, should be in
charge of the $600 billionmusculoskeletal space and not
just be over this $34, $36billion PT space that's almost
subservient to all the differentother types of medical services
(03:23):
, and this is one of the mainreasons I was so excited to have
you all the different, you knowother types of medical services
.
So you, more than and this isone of the main reasons I was so
excited to have you in this onthe show is that you're leading
the charge more than anyone Iknow, in terms of application of
this.
You've always had this vision oflike what to do, and so what
you're, as you're disruptingwhat you're doing is you're
eliminating insurance is what Iheard you say or minimizing it,
(03:45):
and you're getting direct accessto the public.
So can you walk me through whatthat model looks like?
Like how are you?
What does that actually looklike If you're a patient with
Apex physical therapy?
What does that look like interms of how I would come
interact with your companyversus a standard PT company?
Speaker 2 (04:00):
Yeah, sure, so you are correct, will that we are.
We operate as an out of networkor self-pay practice, with the
exception of Medicare.
From that standpoint, meansthat they are privileged to any
(04:28):
and all of the services that weprovide in the clinic, which
most of them are not covered byinsurance because they are of an
elite and innovative level, tobegin with.
So we're talking about serviceslike diagnostics, meaning a
musculoskeletal ultrasound,where my team as a primary care
specialist is not justclinically evaluating, but
they're also looking under thehood at the integrity of, let's
(04:50):
say, my patient's shoulder painand finding out exactly what's
going on.
And then, in addition, we haveadopted a few different elite
technologies that are utilizedin the professional athlete
world.
So things like NuFit technologyor in Diba radio frequency, you
know these are things that have, you know, only the elite and
(05:13):
the professionals have beenprivy to.
This is what Saquon Barkleyrehabbed his ACL with, and
that's why you know he's a he'sa Superbowl champ now, and so my
my patients also have access tothe sort of things that you are
not going to find um anywhereelse.
Speaker 1 (05:32):
Yeah, these are very high level elements, like new
fit, for example, like youmentioned there in all these
professional teams.
I just had the CEO of thatcompany on my show last week and
so he's.
He was talking about how hefound this idea and had this
vision very similar to you inthe sense that, like he wanted
to disrupt or change the waythings were being done.
Cause when you hear electricalstimulation and physical therapy
(05:52):
, if you're a PT owner or aleader, you're like, oh,
whatever you know, like you justall these modalities right that
don't, that are like band-aidsor give you some temporary
relief, but these things arechanging the game.
Like and that's kind of thephysical therapy model that
you're talking about too We'vebeen doing insurance-based
forever.
Am I right to hear that youraudience, the people you're
(06:13):
serving, isn't general?
Like it sounds like you'retargeting athletes in your
business, now more so than thepast.
Is that?
Is that accurate, or am I wrongon that?
Speaker 2 (06:27):
No, that that's definitely true, definitely true
.
We like to think of it aseither the athletes or the
athlete-minded?
Speaker 1 (06:30):
Oh okay, so tell me about that.
What's the athlete-minded?
Because athlete I get.
What's an athlete-minded person?
Speaker 2 (06:34):
Yeah, so our athlete-minded person is that
person who understands the valueof constant betterment and
wants to continue to optimizetheir performance in whatever
that is that they're doing intheir life.
And so sometimes that can belike an executive athlete.
Sometimes that can be, you know, a golfer who you know is he's
(07:00):
75.
And so he's not like my 25 yearold CrossFit athlete, but he
still wants to go out and do hisbest, still knows that he can
optimize and get better andstill wants to be able to make
his own choices on how he cancan better his life.
Right, like, like.
He still wants to be autonomousand take control of of what.
(07:23):
What do these next years looklike and what does my life look
like?
And so those folks who want tohave control of being better all
the time and not have aninsurance company, tell them
well, you can have two visitsand you can see your PT for 15
minutes or whatever.
That is right.
So those are my athlete,athlete minded folks.
Speaker 1 (07:44):
Yeah, they get it.
You know, I think this was sosuch a big point.
Rock stars, when you hear this,angie is defining this phrase
called the riches are in theniches.
We hate the word riches when itcomes to healthcare, but the
concept being that the value iswith when we specialize.
That's the more healthcareappropriate way of saying that.
So, as Angie has gotten reallyclear in her vision for what she
(08:06):
wants to see in terms of theimpact in the industry, she's
been able to step that back towho can she serve?
Because we, as Angie and youknow this we can either help
everyone a mile wide or we canhelp a select few of people go a
mile deep.
And it sounds like once youcreated this vision, you were
able to scale that back to avery specific persona, and
what's so brilliant about itfrom my perspective is that you
(08:28):
didn't fall into the trap ofthinking, well, I just want to
serve athletes.
You were able to identify amindset which is still hyper
niche but also has a largermarket potential.
How did you come up with that?
By the way, what was it aboutthe athlete-minded thing that
like, how are you able to seethat?
And maybe you don't know, butI'm curious if you know.
Speaker 2 (08:51):
Yes, so it started with, as you said, the riches
and the niches, right.
It actually started back in2018 when I got hyper-focused on
we are going to serve theCrossFit athlete, and that was
the avatar, that was the mission.
I mean, put up rigs in thespace, made it look like a
(09:13):
CrossFit, like we're serving theCrossFit athlete.
And what I found as we startedon that journey is that I didn't
just have the CrossFit athletecoming in, even though that was
where you know we were puttingall of our attention on.
I started having runners comein, and I started having the
high school football player comein and I started having, um,
(09:37):
you know, high school soccerplayer and college volleyball.
I started having, you know,more of these athletes come in.
And I took a step back andthought to myself why is it that
I marketed to the CrossFitathlete but I'm having these
other folks coming into thepractice?
How is this happening?
And, um, that's where westarted coining the athlete
(10:00):
minded phrase, right, that theysaw the oh, if they can serve
this person, then they thinklike me, they do like me, they
can serve me as well.
And, just to take one more stepback, the way that that all
(10:20):
happened was back in 2017.
I didn't realize this washappening at the time, but in
2017, I was at the gym as aCrossFitter and my coach said to
me one day hey, ange, do youthink you could help me with my
shoulder?
Very nonchalant, I was like ohyeah, sure, like like that would
(10:46):
be great.
I'd love to Um.
At that point I had just gottencertified in a STEM therapy,
and so I thought to myself, yes,great, I have something I know
I can do to this CrossFitter.
That's not something that healready knows Like he already
knows how to work out and liftand do all these things but I
have, like a very special toolthat he can't get someplace else
(11:08):
.
So let me leverage that and I'mgoing to help him with his
shoulder, and that kind ofstarted the journey and the
light bulb went off in my headof oh my gosh, these are the
people I'm supposed to beserving.
Because they think like me,they do things like me, I can
(11:28):
help them the most.
This is it, this is what I needto do, and that's how it started
, and I didn't realize that forabout three or four years, until
this was all moving and goingand looking back and saying,
wait, how did I get here?
Speaker 1 (11:43):
Yeah, it's interesting because it feels
organic when you're goingthrough it.
But the thing that you've doneand this is a key element that
we're going to hit on hard inthis episode is that you were
able to catch the vision of itLike it's you know, there was
something about it in thatmoment.
It didn't like occur to youthat you're going to hyper
specialize in this athletemindset.
You were just working with thisCrossFitter going.
(12:06):
I have something special tooffer them and I'm passionate
about it.
I think those are the keyelements passion and power.
I'm very powerful in this thingbecause I got certified and I'm
very passionate about it.
So I'm saying this rock stars,as you're listening, because
Angie is a literal example ofhow to get unstuck.
Pay attention to what's goingon around you.
(12:28):
What are you doing that feedsyour soul, that gives you energy
, that you're really good at andthat will start to unlock the
population that we should befocusing on.
And then we shut down thesecreative thoughts, angie, all
the time and we're like, well,but I can't build a business on
CrossFit and I need insuranceand that's where most people die
.
But what you did, that'sdifferent and this is the key
(12:48):
thing I want to get across tothe audience in this episode is
that you caught the vision, youwere able to see it and then you
trusted yourself to startacting in that place.
So in my mind I wonder did youget the vision of disrupting
healthcare later, or was thatbefore?
Was that just for me?
From your experience, did thathappen before or after you
(13:08):
started, like recognizing thepopulation you wanted to serve?
Speaker 2 (13:12):
I think that was after um, because I started
seeing, uh, you know what wewere doing, the results that we
were getting, and I startedhearing, uh, the, the.
The feedback of this isdifferent here.
Speaker 1 (13:28):
Yeah.
Speaker 2 (13:29):
This is different.
You guys don't do physicaltherapy like other people do.
This is different.
And just for some context, mymarket is Southwest Florida, so
we have a large Medicare andaged demographic here, right,
and so most physical therapypractices here and mine was in
(13:52):
the beginning as well are builtaround mostly serving this
demographic right.
And so later on, as I startedlooking at and hearing feedback
about how we were different youknow, we look different, we feel
different I realized that froma disruption standpoint, you
(14:12):
know, one of those keyingredients is that you are
serving an underserved marketmany times.
And so I didn't realize I wasdoing this until after the fact.
But and until after parents andafter patients had said to me
thank you so much for havingthis place, because we don't
have a place to go Like wedidn't have this and and and and
(14:37):
.
Thinking back on that, you knowI then I had realized we did
create something where thismarket was underserved.
Those folks, those athletes orthose athlete minded individuals
, only had kind of yourtraditional physical therapy
place in Southwest Florida whereyou were being treated next to,
(15:01):
most likely, a hip replacementand watching that process with
the walker and the and that sortof a thing Um and again.
Nothing against.
I mean that that is veryvaluable service we provide here
in Southwest Florida.
Speaker 1 (15:17):
But as an athlete, it doesn't speak to that person.
Speaker 2 (15:19):
Correct.
As an athlete myself, I'mthinking if I want somebody to
fix my shoulder, that's not thesame environment I feel like I'm
going to get help in.
Speaker 1 (15:30):
Yeah, it's interesting because recently my
son was in Florida gettingtreatment for a head injury and
we were super excited because alot of professional athletes go
to this place in northernFlorida, but it was in the
middle of this majorly wealthyretired community.
So, like you know, my 21 yearold son is in a room filled with
retirees with gray hair, which,again, we're not trying to like
(15:51):
bash any group of people.
What we're talking about hereis understanding who were meant
to serve.
So like if he had walked inthere on the day where all the
professional athletes were there, he would have felt very
differently about the experience.
And it's so funny that yourpeople were like, wow, we don't
have a place like this when theyknow there's lots of other PT
practices.
So by standing out, you startedto catch the vision is what I'm
(16:12):
hearing?
You started like, okay, I'mfollowing this trail of
breadcrumbs around people beingexcited about things that I'm
excited about, that aredifferent.
And then you just kept goingdown that road and then at some
point you could see thepotential of how what you were
doing was going to shift theindustry at large, because
somewhere in the middle thereand this might be hard to answer
and maybe we don't get there inthis episode, but somewhere
(16:35):
between serving that CrossFitCrossFit person and doing a stem
and recognizing that you havesomething very unique to give a
very specific population,somewhere along the lines that
started, growing to the pointwhere now you're, you're
something very unique to give avery specific population,
somewhere along the lines thatstarted growing to the point
where now you're taking verylittle insurance, you're
building a brand new buildingwhere you are going to be
servicing multiple health andwellness type services that are
(16:56):
needful, that are really gearedfor this athlete-minded person.
Right Somewhere in there yougot this realization of its
potential to shift the industry.
Was that a gradual process?
And if it wasn't, was there adistinct moment where it was
like, oh aha.
Speaker 2 (17:15):
That is a great question.
The first thing that comes tomind is that, as I started
serving that population, ofcourse there's a very different
way that those people get intothe clinic.
Right, like this is not a faxreferral from a physician, this
(17:38):
is like direct to consumermarketing, right.
And I think there was a switchwhen I saw that I could control
how these people got to me.
Versus I can go market andbuild rapport with a physician
(18:01):
or an attorney or whatever thislike third party, or take an
insurance company and hope that,because I'm in network, or hope
that because I bring somebody alunch, they send me somebody.
Versus hang on a second.
You mean I can serve thisperson that I'm super excited to
do.
Plus, I can completely controlthat process because there's no
(18:24):
red tape, there's no other,there's no barrier in between me
and that person.
So I think that was like.
I think that was a big piece ofit.
Speaker 1 (18:36):
Yeah, the power of not being limited by insurance
or the traditional model Like itwent from being something
really powerful to being like oh, traditional model, like it
went.
It went from being somethingreally powerful to being like oh
I, there's this, all this newthing I can do.
You felt super empowered by it.
So, okay, let me, let's go backthrough this process, because
you go through, you get to thisvision of of recognizing that
now I love that you brought upthat step, angie, because now
(18:57):
you're like I can reach thesepeople directly if I'm not
limited by insurance, I don'thave to go through a doctor, I
can do whatever I want, which iswhat every other business owner
outside of healthcare gets todo is pursue Facebook ads,
whatever else we even feel likedoing.
There's so many differentcompanies you can hire to help
you find people in that world.
So you open up that realization.
(19:18):
Now the big question I have foryou is, now that you're
developing this vision andyou're following that trail of
breadcrumbs, how do you startgetting a team to buy into this?
Because I'm imagining youbought your team into an
existing vision of a verytraditional PT model,
insurance-based elderlypopulation.
So what did that process looklike for you to communicate this
(19:40):
to your team?
Speaker 2 (19:50):
communicate this to your team.
So, in that piece of knowingthat we could control who we
brought in and how we did this,it became very much like oh, you
just mean direct access, right,and I knew it was so much more
than no, we're not just.
We're not talking about directaccess, right.
We're talking about that's acomponent, right, Like we have
to be able to go directly to theconsumer, but we're talking
(20:11):
about something bigger.
And so I think one of the firstthings we did is I had to name
it.
I had to name what I was doing,and that's where primary care
physical therapy came from.
And so being able to name thatand define what that is for my
team, I think that's where itstarted.
Speaker 1 (20:30):
You named the movement.
It's like, hey, we're going tomove over here and let's make it
like a purpose-driven movement,and you gave it a branding name
.
This is such a greatmasterclass on branding Like
it's almost.
Vision is the overarching topic.
For sure, catching the visionand by being really clear on
your purpose and your power.
But then there's this elementof like, you know, branding, how
(20:53):
, the power of messaging andbranding and giving it a title.
Did you get any resistance?
Speaker 2 (20:59):
No, um, not from my team.
No.
Speaker 1 (21:04):
Did you get resistance from anyone?
The public, patients?
I don't know.
Speaker 2 (21:10):
As you may imagine, we've had some resistance from
other folks in the medicalcommunity who have told us to
stay in our own lane.
Speaker 1 (21:19):
Are you being serious ?
Other PTs or doctors or MDs?
I mean or Physicians Physphysicians to stay in your own
lane, oh because maybe they feltthreatened that you were maybe
pulling away from the populationdirectly, versus like going to
them with, you know, your hat inyour hand.
Please, sir, can I get areferral?
Speaker 2 (21:36):
Yeah, yeah.
So yeah, that that was yeah,that's been something.
That was yeah, that's beensomething.
What a wonderful disruption.
Speaker 1 (21:43):
I don't think we're doing anything disruptive until
we offend people Exactly, and Iknow that personally in my world
as well.
I've been talking to my coachesrecently and being shocked
about some of the things thatI'm working on and people who I
thought were like friends ofmine are, like you know,
threatened by it and causingsome problems.
So I think that when we aredoing things differently, we do
need to be prepared.
(22:03):
That's the trade-off.
You follow the system.
There's not a lot of upside,but you'll keep everyone pleased
Not you and your family, buteveryone else will be really
happy versus a disruptive leaderwho has a team that's dedicated
and willing to move forward.
There's going to be some amountof disruption that's going to
happen on the back end of thatand then okay.
(22:25):
So how long did this processtake for you to transition from?
It sounds like you still mighteven be in it.
How long would you say thatprocess has taken you?
From the time that you made afirm decision that you were
going to start taking directaccess, cash pay and start
minimizing your insurance, towhere you are now?
How long of a process has thatbeen?
Speaker 2 (22:53):
It is a continual process, that is for sure.
So this has probably beenreally hyper-focused over the
last year to year, and a half sogoing from again, going from a
practice that you know.
My practice started in 2005,going from something that was
built on in-network insurance,all of this right.
Like you know, we had tounravel all of that.
You know, I think that's awhole other conversation.
(23:14):
Yeah, how we unraveled all ofthat and got to where we are now
and, didn't, you know, let thebottom drop out.
Speaker 1 (23:23):
In addition, you had hurricanes happening.
Angie, I remember working withyou when you had more than once
a devastating hurricane inFlorida, just like pause your
operations while you were intransition.
That was devastating.
Speaker 2 (23:35):
Yeah, yeah, that was, that was.
That was something From aleadership standpoint.
There's something to touch on.
There will, if you want, pleaseyou, if you want me to, for a
second, because that that's Imean, that's a huge, that's a
very like that even makes meemotional to talk about that
hurricane, like that was a huge,huge, um, you know, uh, when we
(23:57):
look at the timeline right,like that's a big marker on the
timeline of like this wholeprocess and, um, you know we
were in the um, you know we werein the thick of that was 2022
and we were in the thick of,okay, like starting this primary
care PT journey, right, andthen, like we're doing all these
things where we're going tostart really being different,
and then, like that, I mean,that devastated our, our
(24:18):
community.
Um, but from a leadershipstandpoint, I think this is
where it gets so important.
If I can go back to the onething like that, I think every
leader, I don't care what thebusiness is, can really do to
grow and scale and create.
The greatest impact is to makesure that you are super clear on
(24:41):
your purpose and you lead withthat purpose, no matter what.
And so, um, our purpose is tochange lives and that is super
clear throughout our entirepractice.
And after that hurricane hit, um, I mean, I, I, what do you do
(25:04):
other than you look back and yousay what is our purpose?
And you stay true to that.
And so the way that we overcamethat was my team continued to
those who could get to me,continued to come in.
I mean, we had no power, we hadno water, we had nothing but
continued to come in because Iknew I had to still give them
purpose and we still had to gochange the lives in our
(25:26):
community.
So we were cutting down trees,we were cleaning up debris, we
were, we were taking patients todoctor appointments when the
doctor's office reopened becausetheir car had floated away in
the hurricane.
We were, um, like it, it, it, itwas, it was insane, but I knew
(25:47):
that I still had to.
We were taking supplies to theIsland by boat.
Every day we would come to theoffice and donate a pile and
they'd get taken to the Islandby by boat.
Um, we were doing this and Iwas paying my people that they
were getting paid to go cut downtrees in in in the community,
because that was that's mypurpose, right, and?
(26:09):
And so I just think that ifthere is one thing that I feel
like as a leader that like hasjust really gotten me clarity
and gotten me through like themost adverse of times that I've
had up till this point in mycareer and I mean I've been
through full-blown Medicareaudits, I've been through COVID,
just like everybody else, butthis hurricane was definitely
like the most adverse ourcommunity had faced.
(26:31):
It's leading with purpose.
Speaker 1 (26:35):
Wow, it's amazing, the correlation between purpose
and vision.
I was so touched by your storyand I was very lucky to be
working with you in a B2B formatand getting to meet with you,
um on a regular basis duringthat timeframe, and I just
remember thinking about whatwould I even do in my if I was
(26:55):
in your shoes.
Just this, cause it wasn't.
You were shut down for a longtime.
How long were you completelylike?
How long before you were up andrunning back to normal?
From the time that it shut tothe time that you felt like you
were back to normal?
Cause there's stages of howlong was that period?
Speaker 2 (27:09):
Yeah, so if you just look at like census, um in the
in the clinic, uh, it was abouttwo months.
Speaker 1 (27:16):
Oh, my gosh.
I mean, you were just totallycut off at the knees and you
dove into your savings to keeppaying your team to live their
purpose.
I just the vision.
You know, the purpose is thewhy, it's the thing that got you
through it, and then vision iswhat you're building towards,
you know, in retrospect now Iwonder and I don't want to put
(27:37):
words in your mouth, but Iwonder did that that inflection
point with that hurricane?
Did that help you get closer toyour vision somehow?
Or was it just a huge delay?
Speaker 2 (27:48):
No, I like.
In looking back now, Iabsolutely believe it was
something that that helped usget closer to it.
A hundred percent.
I do because, in seeing thepower of, of when you can lead
with that purpose and know thatthat's driving your vision and
driving your mission forwards,and to see that you can overcome
(28:11):
the most adverse of times thatI had ever experienced by doing
that, it just it was just thatmuch more impactful to me that
you have to do this, like Ange,this is your calling, you have
to do this.
Speaker 1 (28:27):
So yeah, it's amazing how our vision and our purpose
is always met with greatresistance, and the greater the
purpose, the greater theresistance.
But I don't think many peoplewill go through what you went
through when it comes to thathurricane, because even COVID
not to minimize that, that wasdevastating.
But there was PPP money, therewere other support structures.
When those hurricanes hit,there was nothing.
And I remember you telling me,like you know what, well, I've
(28:48):
decided we're just going to liveour purpose and the way I was
inspired by that that you weregoing to pay your people to go
out there and cut down trees andtake patients to their
appointments and donate supplies, and that you were going
through your savings, notknowing what the outcome was, in
the middle of a pivot of yourbusiness model.
I mean you're very successful.
During that time frame thoughit was scary, I remember just
(29:11):
from a sure book of businessperspective if the hurricane
hadn't hit, your volume ofbusiness was going to shrink
dramatically.
You were offending some of yourreferral sources.
When we say disrupt, we're nottalking about comfortable change
, we're talking about massivediscomfort in the dream, in
their vision of a better futurefor all.
(29:34):
So now you're kind of in.
I mean, you're definitely, likeyou said, still there.
Entrepreneur's work is neverdone but from where I'm sitting,
you're there.
Look at your business now.
It is an inspiration to see notjust what you've overcome but
how your purpose and your visionhave helped you develop
something that's so differentthat I believe it's a model for
the industry.
(29:55):
I'm listening to, I alwaysthink about it from my rock
stars perspective.
What are?
What they're thinking andasking is how?
How did you develop leadersthat that, like shared your
purpose and vision and like areso dedicated?
Cause, honestly, your group ofleaders are some of the best
dedicated leaders I've seen ofany company I've coached with,
(30:17):
and I've worked with over 300practices in the last five years
.
So what?
What do you do to help thoseleaders become the leaders they
are?
Speaker 2 (30:27):
So I love that question right.
Speaker 1 (30:31):
I love that question.
Speaker 2 (30:32):
I have to like compartmentalize this for a
second, because there'sdefinitely lots of steps.
So, first off, I think we goback to the branding piece,
right?
Um, not only did we brand atheme, but I also branded who we
are, and we're a physicaltherapist of tomorrow, and we
(30:53):
abbreviate that as a PTOT, andso this is a very PTOT, p-t-o-t.
Physical therapist of tomorrow.
Speaker 1 (31:02):
Oh, sorry, ptot.
Oh, you're giving me theacronym Sorry.
Thank you, ptot.
Speaker 2 (31:06):
But that's what we call ourselves, right, we are
pioneers and we are PTOTs, andso that is a huge piece in
culture too, right?
Like developing your ownlanguage and having your own
culture and having this teamthat surrounds you and can help
push you forwards, right?
(31:26):
So I think, from a brandingstandpoint, like that's super,
that's super important, becausenow they belong to this, to this
elite group of of P?
Tots and pioneers, and there'sonly certain people that we let
in into that group, right tothat group right.
Right, we, from a strategicstandpoint, we have quarterly,
(31:49):
down to monthly, down to weekly,down to daily touch points with
my team.
So, like daily, it looks likeyou know something as easy as
there's a 15 minute huddle everyday.
You know, quarterly, it's a twoand a half hour meeting, right,
yeah, in each and every one ofthose pieces, there's always
(32:12):
some way that we are touching onpurpose or vision.
Always, what does that looklike?
Speaker 1 (32:22):
Yeah, Give me just one example.
I'm sure you do it lots of ways, but give me an example of that
, because that's huge.
Speaker 2 (32:26):
Daily huddle when we're checking in.
This is a very small strategiclike what's the production?
What do we need to do?
Right, like there's just likethat daily touch point, what's
happening?
The language.
So again we go back to likelanguage as a piece of culture.
Right, the language is.
If I'm the leader, like thisisn't me saying this, this is
(32:48):
one of my leaders.
Saying that I've taught them isokay, matt, how many lives do
you get to change this week?
Speaker 1 (33:00):
Yeah, I love that.
Speaker 2 (33:02):
It's very different than okay.
Matt, how many patient visitsare you seeing this week?
Wow, it's very different.
Speaker 1 (33:13):
It's not even the same thing.
You talk a lot.
You're even using this examplepre-record where I said, as an
example, this mindset of peoplestepping into leadership
full-time versus I'm steppingout of treating because it's
like, oh, I'm leaving, I'malienating my patients to chase
money, versus I'm stepping intoleadership to make sure the
patients get a better experienceand, by the way, so do you.
(33:35):
So you know how many lives areyou touching this week versus
how many patient visits are yougetting in.
It's so hard for them tocomplain to you later and be
like you're all about the money.
You just want to work me to thebone.
You're all about the money.
I'm like because I want you totouch more lives.
Hmm, explain to me how that'spossible.
Like they won't even go therebecause it's such an obvious.
(33:59):
But you know, I just thinkthat's such a beautiful example
again of vision and purpose andhow they come together.
There's a distinct overlap,right, like if purpose is the
why, vision is the where youknow why we exist, but where we
want to go with that purpose.
And so having that connection,connect in the way that you use
language for culture, is huge.
So developing your leadersbranding is, branding is a big
part of your experience is whatI'm realizing, like how you
(34:21):
message things and how youpresent them to people.
Is your team super honored tobe PTAPs?
Speaker 2 (34:28):
Absolutely.
Speaker 1 (34:30):
Because they are.
They are the PTs of tomorrow.
Speaker 2 (34:32):
Yeah, absolutely, and um, they will too.
Like they will when we have,you know, folks that are on
board with us, like A playerswant to be with A players, right
, and so if we do have somebodyon board and that, you know,
they'll come to me and they'llsay this one's not working, like
this is not, this one's not aP-top, this one's not working,
(34:55):
you know, and it makes it I willsay it makes it more
challenging in a verychallenging industry.
Already, you know, but that'sit, you know.
From going back to yourquestion, though, will, I'm like
how do you build the leaders?
Because this is something that,like, I want to, you know, I
(35:18):
continuously want to get betterat, because I think this is
important across most allbusinesses is that, you know, as
the CEO, as the owner, as thefounder, you know, we do like to
, at least I know in my case, wedo like to control a lot of
things.
Yes, and we do like it when it'sdone our way, right.
Speaker 1 (35:39):
Oh yeah.
Speaker 2 (35:41):
And so I think that is one of the things that I
really really continue to workon.
Very, I really really continueto work on very, very hard on
myself, on being able to stepback and take the time to when
somebody comes to me or when Isee something happening that I'm
(36:02):
like, oh my gosh, like we needto do this.
Not to jump in and say, hey, weneed to do this right To lead or
so-and-so, but to pause andeven though it's going to take
more time and I know this is sohard and I'm not perfect at it
but to stop and say let's talkabout what's happening here.
(36:24):
Why are you doing this, or whydo you think we might want to
change this, or where else doyou think we could go with this
and lead them with questions,right, like, like, instead of
telling this is just thestrategy that I've used instead
of telling, trying to back up asecond and just let me start
asking you the why and manytimes I already know the answer
(36:48):
that I want them to get to orsometimes they surprise me and
they come up with something thatI'm like, oh wow, I didn't even
think about that, that's whatwe should do.
Speaker 1 (36:56):
You thought you knew and then come up with something
better.
Speaker 2 (36:58):
Yes, that's what we should do.
That's exactly right.
But you know, I think thatthat's also that's been a
mindset and a behavior shift forme, where I had to wrap my
brain around that you don't knoweverything, you don't have to
control everything, you don'tneed to always be the one Let
(37:21):
your people do it, becauseyou're not being a great leader
if you're not developing theminto leaders.
Speaker 1 (37:26):
That's a great comment and what a wonderful way
of showing trust, the Speed ofTrust being my favorite book of
all time.
When you allow, like whenyou're modeling, of asking them
questions and letting them takeownership of it, it opens the
possibility of something better.
But even if it doesn't, itopens the reality of their
capability and so how cool thatyou were able to build those
leaders.
But it starts with a vision, itstarts with a purpose.
(37:49):
Excuse me, it starts with apurpose, it gets reinforced with
a vision, and branding is theconnecting thing between the two
is my takeaway from today'sepisode is that it starts with
that purpose.
Why I do what I do?
Right To change lives.
In your case, the visiondisrupt the industry, become the
PT, the primary PT, and then inthe middle, is this branding of
things like the PTATs and allthe other language that we use.
(38:12):
That's what gets people boughtin, in addition to these other
wonderful things that youmentioned.
So, angie, this has been such aphenomenal episode.
I know people are going to wantto get a hold of you Before we
get to your calls to action.
We would be remiss if we didn'tmention PT the dog.
Pt the dog is a very specialdog.
You've written a children'sbook about your three-legged
(38:36):
rescue dog that you've owned foryears.
You have a website calledptthedogcom.
Would you mind sharing with theaudience a little bit about
what PT the dog represents foryou and what you're doing with
that children's book?
Speaker 2 (38:49):
Oh, thank you so much for asking.
Yes, he is my heart.
So I had heard on a podcastmany years ago like you know,
we've been talking today a lotabout passion and purpose, right
, that if you can combine yourpassion and your purpose in your
career as well as personally,like it's a home run.
(39:10):
And so PT the dog for me iscombining my again going back to
my purpose of changing lives,and it's combining my purpose of
doing that through my communitywith with Apex, but also doing
it to save and help more rescuedogs.
And so I was able to bridge thegap and bring them both
together, which happenedcompletely organically when I
(39:33):
saved this dog, petey, fiveyears ago from a pound in Miami
and his name was Petey, like thelittle rascals, p-e-t-e-y with
the eye patch, you know and tookhim to the veterinarian's
office to fix his leg.
And I said I don't know, justcall him Petey, I don't know, we
(39:55):
just rescued him, just help fixhis leg.
And they literally wrote thewords Petey on his intake
paperwork.
Speaker 1 (40:03):
Come on.
Speaker 2 (40:04):
No, Petey the initials.
Speaker 1 (40:07):
And later Not knowing that you're a physical
therapist, not knowing that'swhat you sign your name on
hundreds of times a day.
Speaker 2 (40:12):
No, no, said pd.
They heard pt and this is howhis story got started.
Um, so I was like he's gonna bemy mascot.
He's going to be like this ishow I'm gonna bring both of
these worlds together.
So, yeah, um, he's a tripod, he.
He's amazing.
He comes to the office with usevery day and we started taking
(40:34):
him out into the community toteach kids about kindness and
rescue dogs.
And in doing that long storyshort, somebody caught wind of
it and said I need to help youwrite a book about him so you
can read his book to the kids inthe community.
And so a friend of mine helpedme write and illustrate his
(40:56):
story as a children's book.
That we began then going intothe community, going to YMCAs
and churches and summer campsand whatnot, and we take PT, we
take his book, and his book isall about teaching kindness and
his message is to never givekindness and his messages to
never give up, and teaching thatpowerful message to to our
young folks.
And so so, yeah, it's, it's.
Speaker 1 (41:20):
What a wonderful thing.
On your website you can booktime to have PT, the dog, come
visit you as well.
Speaker 2 (41:25):
That's right.
That's right, you can.
And all of his books go to goto.
So when the hurricane came, wecan go back to the hurricane.
Speaker 1 (41:36):
That's right, connecting the dots.
Speaker 2 (41:38):
Yeah, this book had.
Just it was like August thatthe book was done.
The hurricane came in Septemberand this was a huge, like
pivotal, of OK, we can use thebook to help the community.
So we need to release the booknow and we need to start a
charity.
And so we started a charity inhis name and so all the proceeds
(41:58):
from the book went and helpedall the displaced animals and we
gave to various shelters in ourarea after the hurricane and
then that has just, you know,has just grown.
And you know, last year,through the sales of his book
and through the things that myhusband and I do, we were able
to donate um a little over$25,000 back into the animal
rescue community last year.
Speaker 1 (42:20):
So rock stars.
Are you paying close attentionto this?
When we're clear on our purposeand we know what our passion is
, and if you combine those, weopen the possibility of what can
be.
Angie could have very much,very much, just put her head
down and grinded through thathurricane, but because of her
love, because of her passion andher purpose, she produced
something that is almost likehow in the world could you even
(42:41):
think of that?
You wouldn't have thought of it, angie, if you weren't just
trying to answer one questionhow can I live my purpose?
That's the only question weshould ask.
Question how can I live mypurpose?
That's the only question weshould ask, because, as I'm
watching you as a student, I'mjust going wow, that's all I
need to ever ask myself is okay?
What would living my purposelook like in this situation?
And now in this situation, itlooked like we're adopting a dog
(43:03):
that probably most peoplewouldn't want.
That dog, who had very littleto live for, very little reality
of ever being adopted, beingadopted into a beautiful home
where not only did he live andthrive, but became an example to
inspire all of these otherpeople and help endless and
countless number of otheranimals.
(43:23):
I mean.
The power of purpose is justsuch a humbling thing to observe
and that we get to be tools inthe hands of God or the universe
, whatever we believe.
To be able to make those thingscome to bow is just such a
blessing.
So, angie, thank you for such awonderful episode.
How do people get ahold of youif they want to work for you, if
(43:44):
they want to, if they're, ifthey're a PTAT.
If they're not a PTAT, don'tapply.
But if you think you might be aPTAT, definitely apply.
If you're another businessowner who just wants to learn,
how do they get hold of you,angie?
Speaker 2 (43:55):
Yeah, please.
So LinkedIn is a greatconnection for me personally,
angie McGilvery, and I thinkyou'll link to that in the
episode, right?
Yep, so that's a great contactfor me personally.
If you want to follow whatwe're doing, uh, and the cool
things, instagram is a greatplace to go to.
Um, apex, uh, physical therapySWFL, I believe, is Instagram
(44:25):
handle.
Um, our website,apexptfloridacom, has all of the
all of the things on there onthere as well.
Speaker 1 (44:27):
Thank you, Angie, for being on the show.
Speaker 2 (44:29):
Thank you Will my pleasure.
Speaker 1 (44:35):
Thank you for listening rock stars.
And if you're one of the manymedical professionals and
leaders who have had it dealingwith the drama of hiring and
training people that you thinkare overpriced, then let's think
about how virtual assistantscan offload you to do what you
love, which is changing people'slives.
In the show notes there's alink to jump on our calendar so
that we can show you why.
Linkedin shows that virtualassistance is the second fastest
growing trend in healthcare,next to artificial intelligence.
(44:56):
At no obligation, we'll see ifthis is a fit for you.
I hope to talk to you soon.
Rock stars.
Thanks for tuning in.
This is an important episode.
This is a game changing episodewith Angie McGilvery and I
don't say that lightly, angie.
To put it into context, I'vecoached and worked with over 300
physical therapy businesses inthe last five years.
I would put her at the top 1%of the best leaders I've ever
worked with.
She is such a beautifulcombination of challenge and
(00:32):
support.
I once coached their team wherewe did this exercise and asked
who's the best leader thatyou've ever worked with?
And usually people talk aboutone of their parents or Jesus or
whatever.
Everyone in that room saidAngie.
So we're going to talk abouthow she has completely changed
the game and disrupted physicaltherapy in her own world and her
vision for changing it down theroad.
However, we're going to betalking about purpose and how
(00:53):
vision and purpose can not onlybe tactically applied to your
business to get you unstuck andget you more profitable, but how
it actually changes people'slives.
She is a revolutionary athleterecovery specialist.
She's worked with the USAGymnastics man.
She's just done so manydifferent things.
But I really want you to payclose attention to this episode
and listen to it repeatedly andshare it with anyone who owns a
(01:15):
business.
Enjoy the show.
Okay.
So, angie, you've got a lotgoing on.
Let's get an update on yourphysical therapy practice and
all these new things that you'redoing.
Give me an update.
Speaker 2 (01:28):
Well, well, we are disrupting the industry.
That's what we're doing overhere.
Speaker 1 (01:33):
Simply put, angie's disrupting the industry.
Yes, you are, absolutely.
Speaker 2 (01:38):
We are building a model in the physical therapy
industry primary care, PT andthis is where the profession
needs to go.
This is where the professionshould have started going back
in 2020.
And, yeah, we are creating amodel in which we are the first
(02:01):
point of contact formusculoskeletal pain injury
prevention and optimization andthat the consumer can come
directly to, versus more of theinsurance-driven approach where
(02:31):
we really have shackles and arereally limited by what we can do
and what we can provide forthem.
And those are the big twopieces of how we're disrupting.
Speaker 1 (02:43):
Yeah, it's huge.
I think what's powerful, too,is this vision of primary care,
pt, because that's so clear tome when I think about this is
the idea that I see when you saythat people getting hurt and
going, oh I need to go see mydoctor, and they're talking
about their PT, like, oh, I hurtmy shoulder, I need to go see
my doctor about it.
So they go to their physicaltherapist, who's an expert in
(03:03):
that space.
Tim Spooner was a guest on ourshow a couple months ago who
stated how we, as a physicaltherapy industry, should be in
charge of the $600 billionmusculoskeletal space and not
just be over this $34, $36billion PT space that's almost
subservient to all the differentother types of medical services
(03:23):
, and this is one of the mainreasons I was so excited to have
you all the different, you knowother types of medical services
.
So you, more than and this isone of the main reasons I was so
excited to have you in this onthe show is that you're leading
the charge more than anyone Iknow, in terms of application of
this.
You've always had this vision oflike what to do, and so what
you're, as you're disruptingwhat you're doing is you're
eliminating insurance is what Iheard you say or minimizing it,
(03:45):
and you're getting direct accessto the public.
So can you walk me through whatthat model looks like?
Like how are you?
What does that actually looklike If you're a patient with
Apex physical therapy?
What does that look like interms of how I would come
interact with your companyversus a standard PT company?
Speaker 2 (04:00):
Yeah, sure, so you are correct, will that we are.
We operate as an out of networkor self-pay practice, with the
exception of Medicare.
From that standpoint, meansthat they are privileged to any
(04:28):
and all of the services that weprovide in the clinic, which
most of them are not covered byinsurance because they are of an
elite and innovative level, tobegin with.
So we're talking about serviceslike diagnostics, meaning a
musculoskeletal ultrasound,where my team as a primary care
specialist is not justclinically evaluating, but
they're also looking under thehood at the integrity of, let's
(04:50):
say, my patient's shoulder painand finding out exactly what's
going on.
And then, in addition, we haveadopted a few different elite
technologies that are utilizedin the professional athlete
world.
So things like NuFit technologyor in Diba radio frequency, you
know these are things that have, you know, only the elite and
(05:13):
the professionals have beenprivy to.
This is what Saquon Barkleyrehabbed his ACL with, and
that's why you know he's a he'sa Superbowl champ now, and so my
my patients also have access tothe sort of things that you are
not going to find um anywhereelse.
Speaker 1 (05:32):
Yeah, these are very high level elements, like new
fit, for example, like youmentioned there in all these
professional teams.
I just had the CEO of thatcompany on my show last week and
so he's.
He was talking about how hefound this idea and had this
vision very similar to you inthe sense that, like he wanted
to disrupt or change the waythings were being done.
Cause when you hear electricalstimulation and physical therapy
(05:52):
, if you're a PT owner or aleader, you're like, oh,
whatever you know, like you justall these modalities right that
don't, that are like band-aidsor give you some temporary
relief, but these things arechanging the game.
Like and that's kind of thephysical therapy model that
you're talking about too We'vebeen doing insurance-based
forever.
Am I right to hear that youraudience, the people you're
(06:13):
serving, isn't general?
Like it sounds like you'retargeting athletes in your
business, now more so than thepast.
Is that?
Is that accurate, or am I wrongon that?
Speaker 2 (06:27):
No, that that's definitely true, definitely true
.
We like to think of it aseither the athletes or the
athlete-minded?
Speaker 1 (06:30):
Oh okay, so tell me about that.
What's the athlete-minded?
Because athlete I get.
What's an athlete-minded person?
Speaker 2 (06:34):
Yeah, so our athlete-minded person is that
person who understands the valueof constant betterment and
wants to continue to optimizetheir performance in whatever
that is that they're doing intheir life.
And so sometimes that can belike an executive athlete.
Sometimes that can be, you know, a golfer who you know is he's
(07:00):
75.
And so he's not like my 25 yearold CrossFit athlete, but he
still wants to go out and do hisbest, still knows that he can
optimize and get better andstill wants to be able to make
his own choices on how he cancan better his life.
Right, like, like.
He still wants to be autonomousand take control of of what.
(07:23):
What do these next years looklike and what does my life look
like?
And so those folks who want tohave control of being better all
the time and not have aninsurance company, tell them
well, you can have two visitsand you can see your PT for 15
minutes or whatever.
That is right.
So those are my athlete,athlete minded folks.
Speaker 1 (07:44):
Yeah, they get it.
You know, I think this was sosuch a big point.
Rock stars, when you hear this,angie is defining this phrase
called the riches are in theniches.
We hate the word riches when itcomes to healthcare, but the
concept being that the value iswith when we specialize.
That's the more healthcareappropriate way of saying that.
So, as Angie has gotten reallyclear in her vision for what she
(08:06):
wants to see in terms of theimpact in the industry, she's
been able to step that back towho can she serve?
Because we, as Angie and youknow this we can either help
everyone a mile wide or we canhelp a select few of people go a
mile deep.
And it sounds like once youcreated this vision, you were
able to scale that back to avery specific persona, and
what's so brilliant about itfrom my perspective is that you
(08:28):
didn't fall into the trap ofthinking, well, I just want to
serve athletes.
You were able to identify amindset which is still hyper
niche but also has a largermarket potential.
How did you come up with that?
By the way, what was it aboutthe athlete-minded thing that
like, how are you able to seethat?
And maybe you don't know, butI'm curious if you know.
Speaker 2 (08:51):
Yes, so it started with, as you said, the riches
and the niches, right.
It actually started back in2018 when I got hyper-focused on
we are going to serve theCrossFit athlete, and that was
the avatar, that was the mission.
I mean, put up rigs in thespace, made it look like a
(09:13):
CrossFit, like we're serving theCrossFit athlete.
And what I found as we startedon that journey is that I didn't
just have the CrossFit athletecoming in, even though that was
where you know we were puttingall of our attention on.
I started having runners comein, and I started having the
high school football player comein and I started having, um,
(09:37):
you know, high school soccerplayer and college volleyball.
I started having, you know,more of these athletes come in.
And I took a step back andthought to myself why is it that
I marketed to the CrossFitathlete but I'm having these
other folks coming into thepractice?
How is this happening?
And, um, that's where westarted coining the athlete
(10:00):
minded phrase, right, that theysaw the oh, if they can serve
this person, then they thinklike me, they do like me, they
can serve me as well.
And, just to take one more stepback, the way that that all
(10:20):
happened was back in 2017.
I didn't realize this washappening at the time, but in
2017, I was at the gym as aCrossFitter and my coach said to
me one day hey, ange, do youthink you could help me with my
shoulder?
Very nonchalant, I was like ohyeah, sure, like like that would
(10:46):
be great.
I'd love to Um.
At that point I had just gottencertified in a STEM therapy,
and so I thought to myself, yes,great, I have something I know
I can do to this CrossFitter.
That's not something that healready knows Like he already
knows how to work out and liftand do all these things but I
have, like a very special toolthat he can't get someplace else
(11:08):
.
So let me leverage that and I'mgoing to help him with his
shoulder, and that kind ofstarted the journey and the
light bulb went off in my headof oh my gosh, these are the
people I'm supposed to beserving.
Because they think like me,they do things like me, I can
(11:28):
help them the most.
This is it, this is what I needto do, and that's how it started
, and I didn't realize that forabout three or four years, until
this was all moving and goingand looking back and saying,
wait, how did I get here?
Speaker 1 (11:43):
Yeah, it's interesting because it feels
organic when you're goingthrough it.
But the thing that you've doneand this is a key element that
we're going to hit on hard inthis episode is that you were
able to catch the vision of itLike it's you know, there was
something about it in thatmoment.
It didn't like occur to youthat you're going to hyper
specialize in this athletemindset.
You were just working with thisCrossFitter going.
(12:06):
I have something special tooffer them and I'm passionate
about it.
I think those are the keyelements passion and power.
I'm very powerful in this thingbecause I got certified and I'm
very passionate about it.
So I'm saying this rock stars,as you're listening, because
Angie is a literal example ofhow to get unstuck.
Pay attention to what's goingon around you.
(12:28):
What are you doing that feedsyour soul, that gives you energy
, that you're really good at andthat will start to unlock the
population that we should befocusing on.
And then we shut down thesecreative thoughts, angie, all
the time and we're like, well,but I can't build a business on
CrossFit and I need insuranceand that's where most people die
.
But what you did, that'sdifferent and this is the key
(12:48):
thing I want to get across tothe audience in this episode is
that you caught the vision, youwere able to see it and then you
trusted yourself to startacting in that place.
So in my mind I wonder did youget the vision of disrupting
healthcare later, or was thatbefore?
Was that just for me?
From your experience, did thathappen before or after you
(13:08):
started, like recognizing thepopulation you wanted to serve?
Speaker 2 (13:12):
I think that was after um, because I started
seeing, uh, you know what wewere doing, the results that we
were getting, and I startedhearing, uh, the, the.
The feedback of this isdifferent here.
Speaker 1 (13:28):
Yeah.
Speaker 2 (13:29):
This is different.
You guys don't do physicaltherapy like other people do.
This is different.
And just for some context, mymarket is Southwest Florida, so
we have a large Medicare andaged demographic here, right,
and so most physical therapypractices here and mine was in
(13:52):
the beginning as well are builtaround mostly serving this
demographic right.
And so later on, as I startedlooking at and hearing feedback
about how we were different youknow, we look different, we feel
different I realized that froma disruption standpoint, you
(14:12):
know, one of those keyingredients is that you are
serving an underserved marketmany times.
And so I didn't realize I wasdoing this until after the fact.
But and until after parents andafter patients had said to me
thank you so much for havingthis place, because we don't
have a place to go Like wedidn't have this and and and and
(14:37):
.
Thinking back on that, you knowI then I had realized we did
create something where thismarket was underserved.
Those folks, those athletes orthose athlete minded individuals
, only had kind of yourtraditional physical therapy
place in Southwest Florida whereyou were being treated next to,
(15:01):
most likely, a hip replacementand watching that process with
the walker and the and that sortof a thing Um and again.
Nothing against.
I mean that that is veryvaluable service we provide here
in Southwest Florida.
Speaker 1 (15:17):
But as an athlete, it doesn't speak to that person.
Speaker 2 (15:19):
Correct.
As an athlete myself, I'mthinking if I want somebody to
fix my shoulder, that's not thesame environment I feel like I'm
going to get help in.
Speaker 1 (15:30):
Yeah, it's interesting because recently my
son was in Florida gettingtreatment for a head injury and
we were super excited because alot of professional athletes go
to this place in northernFlorida, but it was in the
middle of this majorly wealthyretired community.
So, like you know, my 21 yearold son is in a room filled with
retirees with gray hair, which,again, we're not trying to like
(15:51):
bash any group of people.
What we're talking about hereis understanding who were meant
to serve.
So like if he had walked inthere on the day where all the
professional athletes were there, he would have felt very
differently about the experience.
And it's so funny that yourpeople were like, wow, we don't
have a place like this when theyknow there's lots of other PT
practices.
So by standing out, you startedto catch the vision is what I'm
(16:12):
hearing?
You started like, okay, I'mfollowing this trail of
breadcrumbs around people beingexcited about things that I'm
excited about, that aredifferent.
And then you just kept goingdown that road and then at some
point you could see thepotential of how what you were
doing was going to shift theindustry at large, because
somewhere in the middle thereand this might be hard to answer
and maybe we don't get there inthis episode, but somewhere
(16:35):
between serving that CrossFitCrossFit person and doing a stem
and recognizing that you havesomething very unique to give a
very specific population,somewhere along the lines that
started, growing to the pointwhere now you're, you're
something very unique to give avery specific population,
somewhere along the lines thatstarted growing to the point
where now you're taking verylittle insurance, you're
building a brand new buildingwhere you are going to be
servicing multiple health andwellness type services that are
(16:56):
needful, that are really gearedfor this athlete-minded person.
Right Somewhere in there yougot this realization of its
potential to shift the industry.
Was that a gradual process?
And if it wasn't, was there adistinct moment where it was
like, oh aha.
Speaker 2 (17:15):
That is a great question.
The first thing that comes tomind is that, as I started
serving that population, ofcourse there's a very different
way that those people get intothe clinic.
Right, like this is not a faxreferral from a physician, this
(17:38):
is like direct to consumermarketing, right.
And I think there was a switchwhen I saw that I could control
how these people got to me.
Versus I can go market andbuild rapport with a physician
(18:01):
or an attorney or whatever thislike third party, or take an
insurance company and hope that,because I'm in network, or hope
that because I bring somebody alunch, they send me somebody.
Versus hang on a second.
You mean I can serve thisperson that I'm super excited to
do.
Plus, I can completely controlthat process because there's no
(18:24):
red tape, there's no other,there's no barrier in between me
and that person.
So I think that was like.
I think that was a big piece ofit.
Speaker 1 (18:36):
Yeah, the power of not being limited by insurance
or the traditional model Like itwent from being something
really powerful to being like oh, traditional model, like it
went.
It went from being somethingreally powerful to being like oh
I, there's this, all this newthing I can do.
You felt super empowered by it.
So, okay, let me, let's go backthrough this process, because
you go through, you get to thisvision of of recognizing that
now I love that you brought upthat step, angie, because now
(18:57):
you're like I can reach thesepeople directly if I'm not
limited by insurance, I don'thave to go through a doctor, I
can do whatever I want, which iswhat every other business owner
outside of healthcare gets todo is pursue Facebook ads,
whatever else we even feel likedoing.
There's so many differentcompanies you can hire to help
you find people in that world.
So you open up that realization.
(19:18):
Now the big question I have foryou is, now that you're
developing this vision andyou're following that trail of
breadcrumbs, how do you startgetting a team to buy into this?
Because I'm imagining youbought your team into an
existing vision of a verytraditional PT model,
insurance-based elderlypopulation.
So what did that process looklike for you to communicate this
(19:40):
to your team?
Speaker 2 (19:50):
communicate this to your team.
So, in that piece of knowingthat we could control who we
brought in and how we did this,it became very much like oh, you
just mean direct access, right,and I knew it was so much more
than no, we're not just.
We're not talking about directaccess, right.
We're talking about that's acomponent, right, Like we have
to be able to go directly to theconsumer, but we're talking
(20:11):
about something bigger.
And so I think one of the firstthings we did is I had to name
it.
I had to name what I was doing,and that's where primary care
physical therapy came from.
And so being able to name thatand define what that is for my
team, I think that's where itstarted.
Speaker 1 (20:30):
You named the movement.
It's like, hey, we're going tomove over here and let's make it
like a purpose-driven movement,and you gave it a branding name
.
This is such a greatmasterclass on branding Like
it's almost.
Vision is the overarching topic.
For sure, catching the visionand by being really clear on
your purpose and your power.
But then there's this elementof like, you know, branding, how
(20:53):
, the power of messaging andbranding and giving it a title.
Did you get any resistance?
Speaker 2 (20:59):
No, um, not from my team.
No.
Speaker 1 (21:04):
Did you get resistance from anyone?
The public, patients?
I don't know.
Speaker 2 (21:10):
As you may imagine, we've had some resistance from
other folks in the medicalcommunity who have told us to
stay in our own lane.
Speaker 1 (21:19):
Are you being serious ?
Other PTs or doctors or MDs?
I mean or Physicians Physphysicians to stay in your own
lane, oh because maybe they feltthreatened that you were maybe
pulling away from the populationdirectly, versus like going to
them with, you know, your hat inyour hand.
Please, sir, can I get areferral?
Speaker 2 (21:36):
Yeah, yeah.
So yeah, that that was yeah,that's been something.
That was yeah, that's beensomething.
What a wonderful disruption.
Speaker 1 (21:43):
I don't think we're doing anything disruptive until
we offend people Exactly, and Iknow that personally in my world
as well.
I've been talking to my coachesrecently and being shocked
about some of the things thatI'm working on and people who I
thought were like friends ofmine are, like you know,
threatened by it and causingsome problems.
So I think that when we aredoing things differently, we do
need to be prepared.
(22:03):
That's the trade-off.
You follow the system.
There's not a lot of upside,but you'll keep everyone pleased
Not you and your family, buteveryone else will be really
happy versus a disruptive leaderwho has a team that's dedicated
and willing to move forward.
There's going to be some amountof disruption that's going to
happen on the back end of thatand then okay.
(22:25):
So how long did this processtake for you to transition from?
It sounds like you still mighteven be in it.
How long would you say thatprocess has taken you?
From the time that you made afirm decision that you were
going to start taking directaccess, cash pay and start
minimizing your insurance, towhere you are now?
How long of a process has thatbeen?
Speaker 2 (22:53):
It is a continual process, that is for sure.
So this has probably beenreally hyper-focused over the
last year to year, and a half sogoing from again, going from a
practice that you know.
My practice started in 2005,going from something that was
built on in-network insurance,all of this right.
Like you know, we had tounravel all of that.
You know, I think that's awhole other conversation.
(23:14):
Yeah, how we unraveled all ofthat and got to where we are now
and, didn't, you know, let thebottom drop out.
Speaker 1 (23:23):
In addition, you had hurricanes happening.
Angie, I remember working withyou when you had more than once
a devastating hurricane inFlorida, just like pause your
operations while you were intransition.
That was devastating.
Speaker 2 (23:35):
Yeah, yeah, that was, that was.
That was something From aleadership standpoint.
There's something to touch on.
There will, if you want, pleaseyou, if you want me to, for a
second, because that that's Imean, that's a huge, that's a
very like that even makes meemotional to talk about that
hurricane, like that was a huge,huge, um, you know, uh, when we
(23:57):
look at the timeline right,like that's a big marker on the
timeline of like this wholeprocess and, um, you know we
were in the um, you know we werein the thick of that was 2022
and we were in the thick of,okay, like starting this primary
care PT journey, right, andthen, like we're doing all these
things where we're going tostart really being different,
and then, like that, I mean,that devastated our, our
(24:18):
community.
Um, but from a leadershipstandpoint, I think this is
where it gets so important.
If I can go back to the onething like that, I think every
leader, I don't care what thebusiness is, can really do to
grow and scale and create.
The greatest impact is to makesure that you are super clear on
(24:41):
your purpose and you lead withthat purpose, no matter what.
And so, um, our purpose is tochange lives and that is super
clear throughout our entirepractice.
And after that hurricane hit, um, I mean, I, I, what do you do
(25:04):
other than you look back and yousay what is our purpose?
And you stay true to that.
And so the way that we overcamethat was my team continued to
those who could get to me,continued to come in.
I mean, we had no power, we hadno water, we had nothing but
continued to come in because Iknew I had to still give them
purpose and we still had to gochange the lives in our
(25:26):
community.
So we were cutting down trees,we were cleaning up debris, we
were, we were taking patients todoctor appointments when the
doctor's office reopened becausetheir car had floated away in
the hurricane.
We were, um, like it, it, it, itwas, it was insane, but I knew
(25:47):
that I still had to.
We were taking supplies to theIsland by boat.
Every day we would come to theoffice and donate a pile and
they'd get taken to the Islandby by boat.
Um, we were doing this and Iwas paying my people that they
were getting paid to go cut downtrees in in in the community,
because that was that's mypurpose, right, and?
(26:09):
And so I just think that ifthere is one thing that I feel
like as a leader that like hasjust really gotten me clarity
and gotten me through like themost adverse of times that I've
had up till this point in mycareer and I mean I've been
through full-blown Medicareaudits, I've been through COVID,
just like everybody else, butthis hurricane was definitely
like the most adverse ourcommunity had faced.
(26:31):
It's leading with purpose.
Speaker 1 (26:35):
Wow, it's amazing, the correlation between purpose
and vision.
I was so touched by your storyand I was very lucky to be
working with you in a B2B formatand getting to meet with you,
um on a regular basis duringthat timeframe, and I just
remember thinking about whatwould I even do in my if I was
(26:55):
in your shoes.
Just this, cause it wasn't.
You were shut down for a longtime.
How long were you completelylike?
How long before you were up andrunning back to normal?
From the time that it shut tothe time that you felt like you
were back to normal?
Cause there's stages of howlong was that period?
Speaker 2 (27:09):
Yeah, so if you just look at like census, um in the
in the clinic, uh, it was abouttwo months.
Speaker 1 (27:16):
Oh, my gosh.
I mean, you were just totallycut off at the knees and you
dove into your savings to keeppaying your team to live their
purpose.
I just the vision.
You know, the purpose is thewhy, it's the thing that got you
through it, and then vision iswhat you're building towards,
you know, in retrospect now Iwonder and I don't want to put
(27:37):
words in your mouth, but Iwonder did that that inflection
point with that hurricane?
Did that help you get closer toyour vision somehow?
Or was it just a huge delay?
Speaker 2 (27:48):
No, I like.
In looking back now, Iabsolutely believe it was
something that that helped usget closer to it.
A hundred percent.
I do because, in seeing thepower of, of when you can lead
with that purpose and know thatthat's driving your vision and
driving your mission forwards,and to see that you can overcome
(28:11):
the most adverse of times thatI had ever experienced by doing
that, it just it was just thatmuch more impactful to me that
you have to do this, like Ange,this is your calling, you have
to do this.
Speaker 1 (28:27):
So yeah, it's amazing how our vision and our purpose
is always met with greatresistance, and the greater the
purpose, the greater theresistance.
But I don't think many peoplewill go through what you went
through when it comes to thathurricane, because even COVID
not to minimize that, that wasdevastating.
But there was PPP money, therewere other support structures.
When those hurricanes hit,there was nothing.
And I remember you telling me,like you know what, well, I've
(28:48):
decided we're just going to liveour purpose and the way I was
inspired by that that you weregoing to pay your people to go
out there and cut down trees andtake patients to their
appointments and donate supplies, and that you were going
through your savings, notknowing what the outcome was, in
the middle of a pivot of yourbusiness model.
I mean you're very successful.
During that time frame thoughit was scary, I remember just
(29:11):
from a sure book of businessperspective if the hurricane
hadn't hit, your volume ofbusiness was going to shrink
dramatically.
You were offending some of yourreferral sources.
When we say disrupt, we're nottalking about comfortable change
, we're talking about massivediscomfort in the dream, in
their vision of a better futurefor all.
(29:34):
So now you're kind of in.
I mean, you're definitely, likeyou said, still there.
Entrepreneur's work is neverdone but from where I'm sitting,
you're there.
Look at your business now.
It is an inspiration to see notjust what you've overcome but
how your purpose and your visionhave helped you develop
something that's so differentthat I believe it's a model for
the industry.
(29:55):
I'm listening to, I alwaysthink about it from my rock
stars perspective.
What are?
What they're thinking andasking is how?
How did you develop leadersthat that, like shared your
purpose and vision and like areso dedicated?
Cause, honestly, your group ofleaders are some of the best
dedicated leaders I've seen ofany company I've coached with,
(30:17):
and I've worked with over 300practices in the last five years
.
So what?
What do you do to help thoseleaders become the leaders they
are?
Speaker 2 (30:27):
So I love that question right.
Speaker 1 (30:31):
I love that question.
Speaker 2 (30:32):
I have to like compartmentalize this for a
second, because there'sdefinitely lots of steps.
So, first off, I think we goback to the branding piece,
right?
Um, not only did we brand atheme, but I also branded who we
are, and we're a physicaltherapist of tomorrow, and we
(30:53):
abbreviate that as a PTOT, andso this is a very PTOT, p-t-o-t.
Physical therapist of tomorrow.
Speaker 1 (31:02):
Oh, sorry, ptot.
Oh, you're giving me theacronym Sorry.
Thank you, ptot.
Speaker 2 (31:06):
But that's what we call ourselves, right, we are
pioneers and we are PTOTs, andso that is a huge piece in
culture too, right?
Like developing your ownlanguage and having your own
culture and having this teamthat surrounds you and can help
push you forwards, right?
(31:26):
So I think, from a brandingstandpoint, like that's super,
that's super important, becausenow they belong to this, to this
elite group of of P?
Tots and pioneers, and there'sonly certain people that we let
in into that group, right tothat group right.
Right, we, from a strategicstandpoint, we have quarterly,
(31:49):
down to monthly, down to weekly,down to daily touch points with
my team.
So, like daily, it looks likeyou know something as easy as
there's a 15 minute huddle everyday.
You know, quarterly, it's a twoand a half hour meeting, right,
yeah, in each and every one ofthose pieces, there's always
(32:12):
some way that we are touching onpurpose or vision.
Always, what does that looklike?
Speaker 1 (32:22):
Yeah, Give me just one example.
I'm sure you do it lots of ways, but give me an example of that
, because that's huge.
Speaker 2 (32:26):
Daily huddle when we're checking in.
This is a very small strategiclike what's the production?
What do we need to do?
Right, like there's just likethat daily touch point, what's
happening?
The language.
So again we go back to likelanguage as a piece of culture.
Right, the language is.
If I'm the leader, like thisisn't me saying this, this is
(32:48):
one of my leaders.
Saying that I've taught them isokay, matt, how many lives do
you get to change this week?
Speaker 1 (33:00):
Yeah, I love that.
Speaker 2 (33:02):
It's very different than okay.
Matt, how many patient visitsare you seeing this week?
Wow, it's very different.
Speaker 1 (33:13):
It's not even the same thing.
You talk a lot.
You're even using this examplepre-record where I said, as an
example, this mindset of peoplestepping into leadership
full-time versus I'm steppingout of treating because it's
like, oh, I'm leaving, I'malienating my patients to chase
money, versus I'm stepping intoleadership to make sure the
patients get a better experienceand, by the way, so do you.
(33:35):
So you know how many lives areyou touching this week versus
how many patient visits are yougetting in.
It's so hard for them tocomplain to you later and be
like you're all about the money.
You just want to work me to thebone.
You're all about the money.
I'm like because I want you totouch more lives.
Hmm, explain to me how that'spossible.
Like they won't even go therebecause it's such an obvious.
(33:59):
But you know, I just thinkthat's such a beautiful example
again of vision and purpose andhow they come together.
There's a distinct overlap,right, like if purpose is the
why, vision is the where youknow why we exist, but where we
want to go with that purpose.
And so having that connection,connect in the way that you use
language for culture, is huge.
So developing your leadersbranding is, branding is a big
part of your experience is whatI'm realizing, like how you
(34:21):
message things and how youpresent them to people.
Is your team super honored tobe PTAPs?
Speaker 2 (34:28):
Absolutely.
Speaker 1 (34:30):
Because they are.
They are the PTs of tomorrow.
Speaker 2 (34:32):
Yeah, absolutely, and um, they will too.
Like they will when we have,you know, folks that are on
board with us, like A playerswant to be with A players, right
, and so if we do have somebodyon board and that, you know,
they'll come to me and they'llsay this one's not working, like
this is not, this one's not aP-top, this one's not working,
(34:55):
you know, and it makes it I willsay it makes it more
challenging in a verychallenging industry.
Already, you know, but that'sit, you know.
From going back to yourquestion, though, will, I'm like
how do you build the leaders?
Because this is something that,like, I want to, you know, I
(35:18):
continuously want to get betterat, because I think this is
important across most allbusinesses is that, you know, as
the CEO, as the owner, as thefounder, you know, we do like to
, at least I know in my case, wedo like to control a lot of
things.
Yes, and we do like it when it'sdone our way, right.
Speaker 1 (35:39):
Oh yeah.
Speaker 2 (35:41):
And so I think that is one of the things that I
really really continue to workon.
Very, I really really continueto work on very, very hard on
myself, on being able to stepback and take the time to when
somebody comes to me or when Isee something happening that I'm
(36:02):
like, oh my gosh, like we needto do this.
Not to jump in and say, hey, weneed to do this right To lead or
so-and-so, but to pause andeven though it's going to take
more time and I know this is sohard and I'm not perfect at it
but to stop and say let's talkabout what's happening here.
(36:24):
Why are you doing this, or whydo you think we might want to
change this, or where else doyou think we could go with this
and lead them with questions,right, like, like, instead of
telling this is just thestrategy that I've used instead
of telling, trying to back up asecond and just let me start
asking you the why and manytimes I already know the answer
(36:48):
that I want them to get to orsometimes they surprise me and
they come up with something thatI'm like, oh wow, I didn't even
think about that, that's whatwe should do.
Speaker 1 (36:56):
You thought you knew and then come up with something
better.
Speaker 2 (36:58):
Yes, that's what we should do.
That's exactly right.
But you know, I think thatthat's also that's been a
mindset and a behavior shift forme, where I had to wrap my
brain around that you don't knoweverything, you don't have to
control everything, you don'tneed to always be the one Let
(37:21):
your people do it, becauseyou're not being a great leader
if you're not developing theminto leaders.
Speaker 1 (37:26):
That's a great comment and what a wonderful way
of showing trust, the Speed ofTrust being my favorite book of
all time.
When you allow, like whenyou're modeling, of asking them
questions and letting them takeownership of it, it opens the
possibility of something better.
But even if it doesn't, itopens the reality of their
capability and so how cool thatyou were able to build those
leaders.
But it starts with a vision, itstarts with a purpose.
(37:49):
Excuse me, it starts with apurpose, it gets reinforced with
a vision, and branding is theconnecting thing between the two
is my takeaway from today'sepisode is that it starts with
that purpose.
Why I do what I do?
Right To change lives.
In your case, the visiondisrupt the industry, become the
PT, the primary PT, and then inthe middle, is this branding of
things like the PTATs and allthe other language that we use.
(38:12):
That's what gets people boughtin, in addition to these other
wonderful things that youmentioned.
So, angie, this has been such aphenomenal episode.
I know people are going to wantto get a hold of you Before we
get to your calls to action.
We would be remiss if we didn'tmention PT the dog.
Pt the dog is a very specialdog.
You've written a children'sbook about your three-legged
(38:36):
rescue dog that you've owned foryears.
You have a website calledptthedogcom.
Would you mind sharing with theaudience a little bit about
what PT the dog represents foryou and what you're doing with
that children's book?
Speaker 2 (38:49):
Oh, thank you so much for asking.
Yes, he is my heart.
So I had heard on a podcastmany years ago like you know,
we've been talking today a lotabout passion and purpose, right
, that if you can combine yourpassion and your purpose in your
career as well as personally,like it's a home run.
(39:10):
And so PT the dog for me iscombining my again going back to
my purpose of changing lives,and it's combining my purpose of
doing that through my communitywith with Apex, but also doing
it to save and help more rescuedogs.
And so I was able to bridge thegap and bring them both
together, which happenedcompletely organically when I
(39:33):
saved this dog, petey, fiveyears ago from a pound in Miami
and his name was Petey, like thelittle rascals, p-e-t-e-y with
the eye patch, you know and tookhim to the veterinarian's
office to fix his leg.
And I said I don't know, justcall him Petey, I don't know, we
(39:55):
just rescued him, just help fixhis leg.
And they literally wrote thewords Petey on his intake
paperwork.
Speaker 1 (40:03):
Come on.
Speaker 2 (40:04):
No, Petey the initials.
Speaker 1 (40:07):
And later Not knowing that you're a physical
therapist, not knowing that'swhat you sign your name on
hundreds of times a day.
Speaker 2 (40:12):
No, no, said pd.
They heard pt and this is howhis story got started.
Um, so I was like he's gonna bemy mascot.
He's going to be like this ishow I'm gonna bring both of
these worlds together.
So, yeah, um, he's a tripod, he.
He's amazing.
He comes to the office with usevery day and we started taking
(40:34):
him out into the community toteach kids about kindness and
rescue dogs.
And in doing that long storyshort, somebody caught wind of
it and said I need to help youwrite a book about him so you
can read his book to the kids inthe community.
And so a friend of mine helpedme write and illustrate his
(40:56):
story as a children's book.
That we began then going intothe community, going to YMCAs
and churches and summer campsand whatnot, and we take PT, we
take his book, and his book isall about teaching kindness and
his message is to never givekindness and his messages to
never give up, and teaching thatpowerful message to to our
young folks.
And so so, yeah, it's, it's.
Speaker 1 (41:20):
What a wonderful thing.
On your website you can booktime to have PT, the dog, come
visit you as well.
Speaker 2 (41:25):
That's right.
That's right, you can.
And all of his books go to goto.
So when the hurricane came, wecan go back to the hurricane.
Speaker 1 (41:36):
That's right, connecting the dots.
Speaker 2 (41:38):
Yeah, this book had.
Just it was like August thatthe book was done.
The hurricane came in Septemberand this was a huge, like
pivotal, of OK, we can use thebook to help the community.
So we need to release the booknow and we need to start a
charity.
And so we started a charity inhis name and so all the proceeds
(41:58):
from the book went and helpedall the displaced animals and we
gave to various shelters in ourarea after the hurricane and
then that has just, you know,has just grown.
And you know, last year,through the sales of his book
and through the things that myhusband and I do, we were able
to donate um a little over$25,000 back into the animal
rescue community last year.
Speaker 1 (42:20):
So rock stars.
Are you paying close attentionto this?
When we're clear on our purposeand we know what our passion is
, and if you combine those, weopen the possibility of what can
be.
Angie could have very much,very much, just put her head
down and grinded through thathurricane, but because of her
love, because of her passion andher purpose, she produced
something that is almost likehow in the world could you even
(42:41):
think of that?
You wouldn't have thought of it, angie, if you weren't just
trying to answer one questionhow can I live my purpose?
That's the only question weshould ask.
Question how can I live mypurpose?
That's the only question weshould ask, because, as I'm
watching you as a student, I'mjust going wow, that's all I
need to ever ask myself is okay?
What would living my purposelook like in this situation?
And now in this situation, itlooked like we're adopting a dog
(43:03):
that probably most peoplewouldn't want.
That dog, who had very littleto live for, very little reality
of ever being adopted, beingadopted into a beautiful home
where not only did he live andthrive, but became an example to
inspire all of these otherpeople and help endless and
countless number of otheranimals.
(43:23):
I mean.
The power of purpose is justsuch a humbling thing to observe
and that we get to be tools inthe hands of God or the universe
, whatever we believe.
To be able to make those thingscome to bow is just such a
blessing.
So, angie, thank you for such awonderful episode.
How do people get ahold of youif they want to work for you, if
(43:44):
they want to, if they're, ifthey're a PTAT.
If they're not a PTAT, don'tapply.
But if you think you might be aPTAT, definitely apply.
If you're another businessowner who just wants to learn,
how do they get hold of you,angie?
Speaker 2 (43:55):
Yeah, please.
So LinkedIn is a greatconnection for me personally,
angie McGilvery, and I thinkyou'll link to that in the
episode, right?
Yep, so that's a great contactfor me personally.
If you want to follow whatwe're doing, uh, and the cool
things, instagram is a greatplace to go to.
Um, apex, uh, physical therapySWFL, I believe, is Instagram
(44:25):
handle.
Um, our website,apexptfloridacom, has all of the
all of the things on there onthere as well.
Speaker 1 (44:27):
Thank you, Angie, for being on the show.
Speaker 2 (44:29):
Thank you Will my pleasure.
Speaker 1 (44:35):
Thank you for listening rock stars.
And if you're one of the manymedical professionals and
leaders who have had it dealingwith the drama of hiring and
training people that you thinkare overpriced, then let's think
about how virtual assistantscan offload you to do what you
love, which is changing people'slives.
In the show notes there's alink to jump on our calendar so
that we can show you why.
Linkedin shows that virtualassistance is the second fastest
growing trend in healthcare,next to artificial intelligence.
(44:56):
At no obligation, we'll see ifthis is a fit for you.
I hope to talk to you soon.
Popular Podcasts
United States of Kennedy
United States of Kennedy is a podcast about our cultural fascination with the Kennedy dynasty. Every week, hosts Lyra Smith and George Civeris go into one aspect of the Kennedy story.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com