May 20, 2025 • 37 mins
In this episode of Will Power, host Will dives deep into virtual assistants (VAs) and how they can support multi-location private healthcare practices. Kayla Pollack and Tone Williams from Virtual Rockstar, a company specializing in placing VAs, share their invaluable insights and experiences, revealing the key differences between successful VA implementation in large vs. small practices.
Key Discussion Points:
- The Power of Teamwork: Discover why multi-location practices that embrace a team approach to VAs, rather than individual hires, experience greater success and smoother integration. Learn how a support system and shared learning environment contribute to better outcomes.
- Setting Your VA Up for Success: Understand the critical role of training and onboarding.
- Who Isn't Ready for a VA: Tone provides clear indicators of individuals who might not be a good fit for a virtual assistant, emphasizing the need for some level of organization and established processes before bringing on remote support.
- Hiring for Specific Skills: Learn why the "jack of all trades" VA is a myth.
- The Top 5 Most Successful VA Roles in Healthcare: Get a breakdown of the most impactful VA roles for multi-location practices.
- Hiring for Culture: Discover why cultural fit is paramount when hiring VAs. Learn how one successful multi-location practice prioritized personality and alignment with their team and patients during the interview process.
- Two Models for Multi-Location Practices: Explore two distinct approaches to integrating VAs: the "all-in" approach for established practices and a more gradual "scaling as you grow" model. Understand the pros and cons of each.
- Saving Money & Improving Lives: Hear a real-world example of a multi-location practice saving over $250,000 annually while experiencing improved results and fostering a strong connection with their VA team in the Philippines.
- The Importance of Onboarding & Ongoing Support: Understand the crucial role of structured onboarding and ongoing communication in building successful long-term relationships with your virtual assistants. Learn about Virtual Rockstar's hands-on approach to support.
- The Impact Beyond Business: Discover the profound impact that hiring VAs at a fair wage can have on families and communities in the Philippines, going beyond mere cost savings.
- Advice for 20+ Location Practices: Get tailored recommendations on which VA integration model might be best suited for large, established healthcare organizations.
If you enjoyed this episode, please subscribe, leave a review, and share it with your colleagues who could also benefit from the power of virtual assistants. We love hearing from you and appreciate your support in making healthcare a little less stressful and a lot more impactful.
Follow Virtual Rockstar on Social Media
- Facebook - facebook.com/virtualrockstar01
- LinkedIn - https://www.linkedin.com/company/virtual-rockstar/
- Instagram - https://www.instagram.com/virtualrockstar_/
Virtual Rockstars specialize in helping support or replace all non-clinical roles.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Welcome back to the Willpower Podcast, guys.
Today's episode is an awesomeone.
We have Caleb Pollack and TonyWilliams, both from Virtual
Rockstar, talking about virtualassistants.
So if you're a multi-locationprivate practice owner, this is
your primary episode, becausewe're going to talk about models
that work and the differencesof owners of private practices
(00:29):
that implement virtualassistants well that scale the
dozens or those who just have acouple, or those who don't
really fit the model at all.
It's a very entertainingdiscussion and it was so cool
listening to Kayla and Tony justtalk about all that they've
learned over the last two yearsto help people do it right.
Enjoy the show.
Well, welcome to WillpowerPodcast.
(00:50):
I'm so excited to have TonyWilliams, who's our VP of Growth
, over at Virtual Rockstar, aswell as Kayla, our VP of
Operations at Virtual Rockstar.
Guys, welcome to the show.
Speaker 2 (01:00):
Thank you, Thank you Will.
We're super stoked.
Speaker 1 (01:02):
Yeah, thank you.
Thank you, will.
We're super stoked, yeah, andwe're super excited about
today's episode because this isgoing to be all about virtual
assistance in multi-locationprivate practices in healthcare.
We've been doing this now forquite a bit.
How many people have we hiredover the last year and a half,
two years?
Oh my gosh, we have a hundred.
Speaker 3 (01:17):
Total VAs.
Speaker 1 (01:19):
Current active.
Speaker 3 (01:20):
We're at 160 virtual assistants within our company
right now.
Yeah.
Speaker 1 (01:23):
We're at 160 virtual assistants within our company
right now, yeah, and we havewell over 100 physical therapy,
occupational therapy, allmedical private practices in our
industry.
How many do we have?
Speaker 2 (01:31):
Yeah, partners, we have 110.
I think so Right around 110.
Speaker 1 (01:34):
Yeah, it's been great , and I think one of the things
that we were talking about, thatwe wanted to focus on in this
episode, is the difference thatwe've seen when we're working
with a large multi-location youknow, private practice versus a
small individual one.
So what are like right when Isay differences, what would be
some of the glaring differencesthat you see from a virtual
(01:55):
assistant perspective, from alarge company to a small company
?
Speaker 2 (01:59):
Team like working with a team, rather than than
shouldering everythingthemselves, coming in and trying
to figure it out Like you're.
You're doing it with a team andyou have a support system and
you're all learning the samesystems and software and things
like that.
That's what I would.
The first thing that wouldglare out at me.
Speaker 1 (02:13):
Cause instead of hiring one person you're hiring.
Speaker 2 (02:15):
You're hiring a team.
Speaker 1 (02:17):
I see.
Very cool, kayla, what can youdo?
Speaker 3 (02:19):
Yeah, and I just think with larger scale partners
of ours, they just have morecapacity and bandwidth to put
into training, onboarding theirVA, making sure that they set
themselves and the VA up forsuccess.
So it's hard when you're asingle practice owner to have
that bandwidth to invest in yourVA and that's where we kind of
see things go a little awry.
Oftentimes they can figure itout and work through those
(02:42):
growing pains, but there'sdefinitely some growing pains
initially when you are trying toinvest in your VA and it's just
everything's kind of on yourshoulders.
Speaker 1 (02:50):
Yeah, I love that.
Tony.
What would you describe as likesomeone who shouldn't hire a
virtual assistant, regardless ofsize?
Like who's the person thatyou're like?
No, they're just not a fit.
If they come across a call, youknow it's not a fit.
Speaker 2 (03:09):
When they just have you know it's not a fit.
Um, when they just had you knowthey're, they feel very
scatterbrained, they don't know,um, how they they're like, I
can figure it out, I'll figureout how to train somebody, but
they don't even have anythinglike written out or any
processes in place.
Like whenever you don't haveanything organized or you're not
quite sure how you would beeven training someone in person,
you're, I would say that you'renot ready.
I usually will sit and have aconversation with that person
and help them kind of gathertheir thoughts on what they're
looking for and where they doneed to be freed up, and it's
(03:31):
like, okay, let's start here andstart making lists of things
that need to be taken off yourplate and then go step by step
on what you need to do so thatyou can start hitting that one
by one rather than trying to doit all at once, because that's
when you'll make.
That's when you'll make stridesis whenever you do things one
at a time, one thing at a timeyeah, these are smaller
practices, maybe not peoplewho've never really hired and
(03:51):
trained before.
Speaker 1 (03:52):
Is what you're referring?
To, because there is adifference between someone who's
never worked with a virtualassistant, not knowing how to
bring them on, versus someonewho just doesn't know how to
hire and train at all, and and Ithink that's the delineation,
because everyone who's who'sstarting with virtual assistants
have to start somewhere, andthat's where we support them.
Speaker 2 (04:09):
Right, absolutely.
And I and I want to be clearbecause I want to go back to
what Kayla said there are someprivate practice owners that
come and get one VA with us andthey start out.
They are, they might be alittle bit scattered, but
they're like like, I need to doit because I don't have any
other help.
Right, I'm going to figure thisout, but they are the person
that will fit.
They figure it out right thereare a few of those people that
(04:30):
come in.
They're like, tell me what todo and I'm going to do like I'll
figure it out.
They're trainable, they'recoachable because, absolutely,
absolutely.
But if you're coming in and, um, it's something that you, maybe
you, you don't have your handson and you're not quite sure if
you want to adjust or be able tobe, to learn new processes, to
be able to bring someone in,usually you're not quite ready
(04:53):
and you just need to step backand start organizing it.
You might need a little bit ofcoaching, like a little coaching
to get your work with a coach,so that you can get things
organized to be able to takethat step, to get the help that
you need.
Speaker 1 (05:05):
I love that.
So yeah, as we're focusing onthis episode more of
multi-location private practices, I think it was good just to
highlight, hey, who's not a fitfor virtual assistants in
general.
And then you have thisdelineation of the differences
between small private practicesthat are doing well with their
one to three virtual assistantsversus your like seven to 20 or
(05:25):
larger private practices thathave multiple locations and how
they implement that.
So I like that.
Tony, you were talking aboutteam being one of the main
things that has delineated that,so let's talk a little bit
about what that looks like.
If someone's listening to thisepisode and they have multiple
locations, what do we, what doyou guys tell them Like when
they're just kind of exploringthe space, what do you tell them
(05:46):
that helps them understand andgive an idea of what that could
even look like Like.
What does it look like withsome of your clients that have
dozens of virtual assistants?
Like how, how does that lookfor them?
Speaker 3 (05:59):
I don't know if this will necessarily answer your
question, but I think wherewe've seen larger private
practice teams be successful isthey really hone in on specific
skills for their VAs and kind ofbuild a team around that.
So instead of hiring somebodyto handle a broad range of tasks
that they may or may not beproficient in, I think where
(06:20):
we've seen a lot of success withthese larger teams is that
they've kind of put theirteammates in silos and kind of
given them specificresponsibilities to handle and
like that's where they want themto be proficient, and not
trying to be kind of a jack ofall trades.
Speaker 1 (06:35):
Yeah, it's funny because I think a lot of times
you know people forget that it'sjust like hiring another human
being just like hiring anotherhuman being, Like if I hired an
American to come in my clinicand to be a little bit front
desk and a little social mediaand a little bit of that, they
are going to not succeed nearlyas well as hiring specifically
for one hat.
What were you gonna say?
Speaker 2 (06:52):
Ty.
Well, these VAs come in andthey have expertise in a
specific area.
Like we have whenever we talkto clients and potential clients
on our calls or on my discoverycalls.
It's like these are the fiveareas that you know we go and
find these expertise in Right.
Um, I would say I'm going to goback a little bit and talk a
little bit about one other thingthat's important to come in,
(07:13):
like cause it's going to touchon what Kayla just said um, that
won't work.
Like, people come in and theywant someone that can do all of
the things right, they wantsomeone that can not only verify
insurance but they can dosocial media content creation.
Speaker 1 (07:27):
Answer the phones and do a little bit of billing.
Speaker 2 (07:29):
Yes, and billing full-cycle billing that
typically doesn't work becausewe don't find those unicorns
often.
Can you find someone that'sreally good at medical billing,
has a knowledge of verification,that's trainable, that might be
younger and want to help outand learn those things?
Yeah, it's rare, but they would.
(07:49):
They have to be like oh yes, Iwant to learn this, or I can
help you out with posting socialmedia, too, as well.
That's one other thing that wedo have an issue with.
Is people coming in expectingthis unicorn to be found?
when we can't find that evenhere in the States, right?
So I have to be able to explainthat to people that we are
going to find experienced VAs inthe main daily tasks that
(08:13):
you're looking for.
So again, going back to thoseteams, so you may need help with
your social media growing andyour marketing to get your brand
out there and get your privatepractice out there more.
That's a VA, that's one VAright, and then having someone
come in and work the front deskthat's doing phones and
(08:33):
verifications and you'retraining them up on
authorization.
Speaker 1 (08:35):
That's another VA.
Yeah, what are the main VAs?
Let's get that over, becausemaybe someone who has 10
locations has never hired asingle VA, so they might not
even know what VAs can do.
So what are the teams youtalked about?
Hiring in silos?
Better said is like thatspecific role, you guys hire for
specific roles.
Speaker 2 (08:50):
What are the?
Speaker 1 (08:50):
most successful roles that you've hired VAs for,
especially in multi-locationpractices.
Speaker 2 (08:56):
So one would be front desk and we kind of group that
together with just answeringphones, verifications,
authorizations, usually patientintake things like that.
Speaker 1 (09:08):
All things I mean we patient facing and non-patient
facing both, it sounds like forthat one front desk role Correct
.
Speaker 2 (09:15):
And then there's the full cycle medical billing.
So that person comes in withexperience being able to, you
know, do all things full cyclemedical billing.
They typically aren't ones thatwant to be patient-facing.
Speaker 3 (09:25):
I was just going to say those are two separate.
They are Because a lot of thesemedical billers are so used to
just kind of being on the backend.
They don't want to bepatient-facing.
Speaker 1 (09:33):
Yeah, and isn't it true that the front desk roles
are more of a sales position?
You want that higherpersonality.
Speaker 2 (09:38):
It is For sure.
How do?
Speaker 1 (09:38):
you scan for that Because you're over ops, so
you're the one who's overseeingall of the details of finding
the peeps, and you've got anincredible background of helping
multi-location practicesdirectly before you join Virtual
Rockstar.
So how do you find that idealfront desk role?
Speaker 3 (09:54):
Yeah, so I think it comes down to somebody that
maybe does have some salesbackground in them or customer
service.
Oftentimes we'll look for peoplewho have been a CSR with other
BPO companies Client relationsspecialist.
Is that what that is?
Customer service rep?
So yeah, so they're coming inand they already have that
ability to you know kind ofdiffuse, you know situations to
(10:15):
handle, you know things withgrace.
Um, so oftentimes like that'slike the big thing that we're
after, if it's a patient facingposition, is somebody who has
great customer service, somebodywho's got a great personality,
very bubbly, very passionateabout what they're doing.
Speaker 2 (10:34):
So that kind of fits that mold.
The other three areas that wehire virtual assistants in, so
we said front desk medicalbilling.
We do bookkeeping.
We actually have a fewbookkeepers on staff that, just
that, are phenomenal with theirclients.
We do social media andmarketing.
So we've got a lot of VAs thathave come in and worked with
some of our partners thatliterally run and grow their
(10:55):
social media.
Speaker 1 (10:56):
That's been big for me, if I can jump in, like for
me having this podcast.
For example, we're posting fourshort videos every day across
every channel, in addition toemail marketing and all the
things, because that, to me, isone of the least tapped in the
private practice space.
It's one of the least tappedopportunities that virtual
assistants can just explode.
They've been so big for us,haven't they?
Speaker 2 (11:17):
Yeah.
And then the final one is apersonal or executive assistant,
which I think and challenge mehere if I'm wrong in this I
think that that executive andpersonal assistant can bleed
into those other roles, whereasthe other ones can't bleed into
certain roles.
So you can't do social mediamarketing with a front desk
person because they're not goingto be able to verify insurance
(11:39):
and do social media at the sametime because they're two
completely different roles, butthe executive and personal
assistant can bleed into thoseother roles.
Speaker 3 (11:51):
yeah, yeah, absolutely, absolutely.
Yeah.
Oftentimes it's likeadministrative tasks, kind of
back-end things, and justtalking to them and seeing their
willingness to step in and kindof take on other
responsibilities just to helpstreamline operations, and
someone that's truly anexecutive assistant and has
experienced it being anexecutive assistant.
Speaker 2 (12:07):
They're used to coming in and flexing and doing
whatever it is that the personthat they are are working for
needs right.
Speaker 1 (12:13):
That's probably the most significant like personal
hire that I've had over cause weworked.
You know, I hired over 50medical billers for my old
medical billing company directlyoverseas, um, which is what
started the foundation ofvirtual rockstar.
But it wasn't until Kim camealong and started managing my
emails and my calendar.
(12:34):
That was such a personal thingbecause and by the way, it
elevates the brand whensomeone's reaching out to an
owner and they have somebody asan intermediary.
It takes some training therethat we provide, but it's one of
those things that like havingthat in place is like the best
secret that no one even knowsthat they need is a personal
assistant who controls yourcalendar and your email.
Speaker 2 (12:49):
That's actually one of the fastest growing calls
that I've been dealing withlately is people coming to me
wanting to be freed up, and I'veactually heard yesterday.
I don't ever want to touch orlook at an email again.
Speaker 1 (13:02):
I haven't gotten to that point, but it's gone from
three hours to 30 minutes.
That's what I said.
Speaker 2 (13:07):
That's what I said.
I was like well, what if Icould get you down to maybe 30
minutes?
They were like I'll take it,I'll absolutely take it.
Speaker 3 (13:15):
So yeah, that's actually one of the fastest
growing discovery and I'llchallenge that executive
assistant is one of the harderones for us to be really
successful with.
Yes, because they're soinvolved in, you know, the, the
partner's daily lives andcommunication and it's it's.
It's a tough one to get rightand I think just our, our
(13:35):
listeners, our potentialpartners, just have to be
understanding that like it maytake a couple of times to get it
right, but once you find yourperson, like once you find your
Kim um, I mean it will change,change your life.
Speaker 1 (13:47):
Yeah, it reminds me of Avatar, where you have that
person riding the horse andtheir hair connects to the yes.
It's like you have to have thatright match, yeah, otherwise it
doesn't fit.
And that's where it's so funny.
When people are looking atvirtual assistant companies and
they're trying to save money,they make the mistake of trying
to go with the company that'spaying the charges the least.
You know, the company that'spaying the charges the least.
(14:12):
You know, that company that'scharging anywhere between eight
and $11, they're high.
That means they're payingpeople between one and three,
maybe $5, an hour, whereas youguys are paying your people
anywhere between six and 10,actually seven to seven, seven
to nine or 10.
So you, guys are in thatposition, so tell me, what does
it?
So what's?
Let's look.
Let's look at the end in mind.
You have a multi-locationpractice that you're working
with and you have a number thatyou work with currently.
Let's start with how do youstart working with those owners
(14:35):
on helping understand what thatlooks like, what the vision is
of hiring?
Speaker 2 (14:40):
Truly, it honestly starts with that call, the
discovery call with me and I sitdown and I find out what
they're looking for and whattheir needs are, and then that's
where we collaborate with them.
We find out, um, you know what,how they're set up right now,
like, how are you currently setup?
Um, for instance, we have acurrent partner that has the
largest number of VAs with us.
(15:00):
They have six locations.
Uh, hired 15 virtual assistantswith us all at once.
Speaker 1 (15:06):
So they hired 15 virtual assistants in one pop.
Speaker 2 (15:10):
One go.
Speaker 1 (15:11):
How long did it take for you guys to hire for that?
Speaker 3 (15:15):
It was a few round of group interviews, but I think,
when all was said and done, ittook us two to three weeks to
Two to three weeks to hire 15people?
Speaker 1 (15:22):
Yeah, okay.
Speaker 2 (15:23):
And this is where the success came in this partner.
Already they had their how theywanted to train these people.
They already knew how they weregoing to bring this team on
right and they're fully virtual.
They don't have any front deskteam members, nobody in person.
Speaker 1 (15:39):
So they were already using kiosks.
They were already using kiosksand those types of things for
people to run with it.
Speaker 2 (15:43):
Correct, so they did have that aligned no-transcript
(16:15):
in going.
Speaker 1 (16:16):
Okay, we know how to hire for these roles.
Speaker 2 (16:19):
And with us going back to the avatar, where we
want to find the right fit right.
That's where this team wasdifferent, during their hiring
process as well.
They wanted to make sure thateach and every virtual assistant
they brought on was going to bea culture fit for their team to
make a difference with their,with their patients at their
clinics.
Speaker 3 (16:37):
So it was a completely different interview
process than anything I'd everdone before, because they asked
a couple questions about theirtechnical skills, but they
really honed in on like is isthis person going to be a good
culture fit for our team?
Are they going to mesh wellwith our providers?
Speaker 1 (16:51):
Yes.
Speaker 3 (16:52):
And I just was like blown away by the way that they
structured like their questionsand how they engaged with the
candidates.
It was unbelievable.
Speaker 1 (16:59):
Yeah, because normally we help provide that
gap right.
You know, at Virtual Rockstar,you guys are in that process of
filling in that gap culturallyspeaking.
Virtual Rockstar, you guys arein that process of filling in
that gap culturally speaking.
So this is something I think isa lesson for anyone who's
listening is that Rockstars, ifyou're hiring a virtual
assistant, you have to treatthem like you'd hire any
American.
I think that's a big gap inpeople's understanding.
Is they're just people, they'rejust on a screen, versus
physically there.
(17:19):
There's very little differenceotherwise.
And when we hire for culture,we hire for success, we hire for
mindset, we train on skill set.
What you guys do is so amazingbecause you find the best skill
set, align people and even somecultural.
But that's where the owners Ithink in this group, obviously
from what you're saying, kayladid so well is that they hired
based on culture and screenedthem in that way.
Speaker 2 (17:47):
When you hire that way and you hire based on
culture and you are focusing onfinding a fit that matches with
your team, that you currentlyhave longevity, that you're
going to have longevity thereand those VAs that are on the
other side of the world, youknow, it helps them feel like
they are a part of your team.
So that I personally feel likeis such a huge thing, especially
working with us at VirtualRockstar, because we're so value
orientedoriented and we live byour values and these VAs
(18:09):
represent us.
We want them to be placed withpartners that we're working with
that feel the same way.
That's what's a good fit for us.
That's amazing.
Speaker 3 (18:17):
I think the other really neat thing that this
particular partner did was theykind of grouped their teams
together, their teams of VAs.
They grouped them togetherbased on, like their personality
.
They took into considerationthe personality of the providers
at the particular clinic thatthey were working with, the
patients that they would beengaging with.
So they really went the extramile to make sure that they were
(18:39):
placing each of their VAs in aposition to be successful and to
really feel like they were apart of that team and feel like
they fit in.
Speaker 1 (18:46):
Awesome.
Speaker 2 (18:47):
And they also did pods.
So they had the team that wasfront desk patient facing
basically, so they were on thekiosks.
They were the ones that are theteams in each location because
they had four different pods.
I believe it is for the sixlocations that they had that
would be answering the check-insfor all the patients and having
fun getting to know theirpatients coming in.
(19:07):
And then they had that would beanswering the check-ins for all
the patients and having fungetting to know their patients
coming in.
Speaker 1 (19:09):
And then they had the teams that are verifications
and authorizations, and thenthey had a team lead from the
Philippines as well, which is adifferent angle, I'm guessing,
because obviously, whensomeone's hiring two or three,
they're not looking at hiring aleader of a team.
Speaker 2 (19:23):
So they didn't just hire teams, tony, they hired a
leader for the team, absolutelyyeah, so they do have a leader,
which is also through us, andshe helps manage the whole team
just to make sure the efficiencythings are flowing.
If issues pop up or ifsomeone's out sick, that team
member steps in and helps out.
Speaker 1 (19:42):
That must have been the biggest game changer from my
perspective, because thatleader is in the position of
like helping bridge the gap ofthis company.
Learning how to it's not a hardmuscle, but it is a different
muscle to develop.
Learning to work with VAs.
So, this, when they're hiringthat many especially because
this company had worked with VAsbefore having a leader I'm sure
was wonderful, because not onlywere they hiring this person to
(20:03):
oversee that team, but theywere also kind of that like gap
in that train onboarding processof helping bridge for both
sides.
Hey, this is what we need inthis slightly different scenario
of being virtual.
Yeah absolutely, how did youguys?
Speaker 2 (20:16):
find the leader.
They were actually already onour team, so they were a part of
another client and they were ina position where they wanted to
grow and wanted to be a leader,and she was phenomenal.
She was one of our top VAswithin the company.
Speaker 1 (20:33):
So that was neat because you already had a proven
leader of leaders that wasvetted through the company, so
you weren't finding an unknownentity, which makes a lot of
sense.
I love that idea because itprovides, obviously, that
virtual assistant growth pathswithin virtual rockstar.
So they're not just like but.
But the only concern I have islike, how did that handle for
the person who was?
Speaker 2 (20:51):
you know, I'm guessing that it was a smaller
practice that had that VA.
Speaker 1 (20:55):
Did that feel like a kick to them, Like what was that
like for them?
Speaker 2 (20:58):
You know what?
Um, probably, initially theywere a little bit bummed, but at
the same time we found them akick butt replacement.
Speaker 3 (21:05):
And she's fully happy .
The replacement that we hiredwas a referral from the VA she
was losing.
Speaker 1 (21:13):
Oh so the person you had promoted found her own
replacement.
So is that relationship stillactive?
It is, and it's great, oh mygosh.
It is, and that's great, oh mygosh.
So what?
So what a wonderful thing thatthere's this opportunity for
growth and um allowing the VAsto scale without causing any
problems for this smaller clientthat is one thing that we that
I feel like we do a little bitdifferently at Virtual Rockstar
(21:34):
Our team is our family, likethey are our VAs.
Speaker 2 (21:36):
We love each and every one of them and they know
that if they wanted, you know,bigger opportunities and to be
able to grow and become a leaderthat, as we bring on other
partners and that have theselarger, have multiple clinics
that are going to be hiringmultiple VAs at once, then they
have the opportunity tointerview for something like
that If the, if the partnersagree to it, so Okay.
Speaker 1 (21:57):
This is awesome.
Before we, before we go intomore implementation cause, I
think multi-location practicesare listening, really taking a
lot out of this.
Let's cut right to the end.
That client how long have theybeen in the?
How are things going with thatclient?
Like a current status update?
How is that client doing nowthat they've been with the
company for months and months?
The larger client right, yes,okay, the one we're using is
(22:18):
kind of a case study.
Speaker 2 (22:19):
Really, really well.
You know, there's, there arealways.
Nothing's ever perfect, Nothingis ever like.
This is a people business.
Speaker 1 (22:28):
So every single person who was hired initially
is still on team the majority.
Speaker 2 (22:31):
Yes, like all of their patient patient facing
team members are there andthey've done a wonderful job
with them.
Um, we had to um replace a few.
Speaker 3 (22:41):
we've had to replace a few on the verifications team,
but it was all for the betterand yeah sometimes it was due to
, like, performance issues butand sometimes it was just
personal things where the VA hadto step out.
So yeah, I mean that's gonnahappen regardless if you're
working with a VA or if you'reworking with somebody on-site.
It's just kind of part of partof the deal and so.
(23:02):
But it's never like deterredthem and like thought that they
made a mistake and kind of goingthis direction.
They understood and they're likeall right, let's just, let's
find our next VA and just moveforward.
Speaker 2 (23:12):
And the other thing is we've spent so much time in
the beginning getting to knowthe partners.
We knew exactly what they werelooking for, so the process to
find a different VA for one thatdoesn't work out is much
quicker at that point because weknow what they're looking for.
We know what they want.
We go out, we source and find acouple of rock stars that are
(23:35):
amazing and schedule one-on-oneswith the partners and that's
also efficient as well andthey're not having to spend as
much time.
They trust us because they knowwe know what they're looking
for at that point.
Speaker 1 (23:46):
Yeah, that's neat.
You have such a broader ordeeper relationship with these
larger clients, so it makes iteasier for you to pivot.
It's interesting that you Iwould thought it would have been
harder to hire that many VAs,but it was actually easier,
because it's about 80% of thelifting to get to one person
that it does to get to 10.
And, you know, not everyonestarts this way, of course, and
we'll talk about that.
(24:06):
But let's continue to talkabout, like, how things are
going.
Obviously, I'm interviewingboth of you because you're, you
guys are are running, you know,virtual rockstar, but from his
perspective, the owner of thecompany, do you have an idea of
how much money he's saving?
Speaker 2 (24:20):
Oh my gosh, I do.
That's the part of the businessthat I know.
Speaker 1 (24:24):
So he is saving over a quarter of a million dollars a
year.
He's saving a quarter of amillion and how are his results?
Are they the same as havingAmericans worse or better?
Speaker 2 (24:34):
Oh better.
They absolutely love their VAs.
All of their patients get toknow each one of them.
Something cool that they dothey put bios up of all of their
VAs for each one of thelocations, so their patients are
involved.
Speaker 1 (24:50):
This company was such a great company to do this with
because they understand culture.
They really brought these VAsin, yeah Like introduced them as
equals and family members.
Speaker 3 (24:59):
Yeah, yeah, yeah, it's very cool.
And I think the great thingthat you did is so, tony, and
even Will, I think, initiallydid like weekly meetings with
this team just to make sure thatthey were comfortable, you know
, with this new system and justmaking sure, yeah, that they had
our support and like we werethere to jump in if they needed
to pivot in any way, and so Ithink that was huge as well,
(25:22):
just to kind of build thatrelationship and that trust
between the partner and virtualrockstar, our leadership team.
Speaker 1 (25:28):
Let's talk about that .
What was the onboardingdifferential between this
multi-location business comparedto like a single location?
What additional things did youdo or consider?
Speaker 2 (25:37):
So we did weekly meetings with them.
For how long Leading?
And we're still doing meetings,but they're not weekly anymore,
they're monthly, just becausewe have such a wonderful
relationship with them.
Speaker 1 (25:46):
It's more to say hi.
It's a lot more of this likepersonalized relationship, and
that's me with them yes.
Speaker 2 (25:50):
Yes, but initially we did weekly meetings all the way
up until two months ago and, um, it was check-ins and some of
them were just high and we would.
We would all giggle on thephone and just like catch up
because things were going goinggreat.
And then other weeks, like thislittle issue came up with our
VoIP system or this issue cameup with, um, one of our team
(26:12):
members and we would allcollaborate.
That's where we are.
Different is where we're like,we're we.
We may not do all of thetraining for you, right, but we
are there to support and guideand help you talk through how to
do it and what's the best wayto do it with your VA.
Speaker 1 (26:29):
So it sounds like you guide in strategy, you guide in
customer service on steroids.
It's really a big difference, Ithink, and you can provide that
with those multi-locationbusinesses because you're
effectively influencing dozensof virtual assistants through
those discussions, so that halfhour it provides a lot of
personal hands-on that you justcan't do otherwise.
Speaker 2 (26:48):
Right, and one other thing that we did that was
different is we actually hadsomeone fly out and help out
with implementation.
Speaker 1 (26:55):
Well, that's something, and that's something
I'm happy to do.
So, yeah, I love that.
The day that they launched this,they were they were concerned
about messaging with their teamand so I had the great privilege
of going to New Hampshire and,oops, I can say that I can say
that one part that's not too bad.
But I flew out there and wentclinic to clinic and introduced
the company and the VAs and Idid it in a really fun,
(27:17):
connecting way and I thinkthat's again, that's the kind of
impact I know that virtual rockstars always wanted to make, is
that deep impact and it's, bythe way, it's still there with
smaller practices.
But today's episode is justtalking to differential between
small, one to three locationsversus six to 60, is that you
get to a scalability where theimpact can be big.
So, yeah, I love, I love thatexperience and it personalized
(27:40):
it and, to be honest, it allowsme to have a more personal
connection as well.
I can text the individual andcheck on dozens of VAs versus
you know having to reach out todozens of partners for a dozen
VAs.
Speaker 2 (27:50):
Yeah.
So not only though thesepartners do they love you know
their VAs and are they saving aquarter of a million dollars a
year going this way, but theyhave such huge hearts will like
they are.
They adore and love their teamand they are pulling so many
families out of poverty and theyknow that and they're able to
(28:12):
help all these families in thePhilippines and these team
members of theirs.
They are a part of the family,of that that partner I want to
keep saying that to myself, butyes, they are.
They feel like they're a part ofthat.
That family and um.
These partners literally likeopen.
They have their arms wide opento them so they don't make them
(28:32):
feel like they're on the otherside of the world yeah, one
thing that they've just starteddoing is doing like, uh, monthly
recognitions for their vas.
Speaker 3 (28:39):
so if a va in the last month has gone above and
beyond, they're now doing likepublic recognition of them and
we're sharing that with the restof our team, our 160 virtual
assistants, and so it's justnice for them to feel like
they're appreciated and they are.
They're just one of the team.
Yeah.
Speaker 1 (28:58):
I love it.
You know, almost a year ago Iwas in Africa with my family and
I learned about the differenttypes of poverty, because
there's financial poverty thatwe're all aware of, but there's
social poverty, there'sleadership neglect, there's all
these elements, and so I lovethat this has become a vehicle
for private practice owners toimpact people financially.
I don't think they realize that.
Well, I mean a lot of companiesthat are paying their people $3
(29:21):
to $5 an hour they're helping,but they're not really bringing
them out of poverty.
When that are paying theirpeople $3 to $5 an hour, they're
helping, but they're not reallybringing them out of poverty.
When we're two to three timesthat these people cry when they
get hired, it is such a big dealthat this company they saved a
quarter of a million dollars ofprofit, by the way that's profit
in the owner's pocket per yearfor better results.
But when you ask thisindividual, that's not what they
care about.
No, I mean from a businessperspective, they're like, yeah,
(29:43):
that's logical, but what theylove is the fact that the VAs
that they're hiring they'rechanging those lives in a
dramatic way.
And then the thing that I'veheard from multiple people as
well, is they love how peopleshow up to work like it is
life-changing money and it risesthe tide of commitment and work
ethic across the company, withAmericans and Filipinos.
(30:05):
And so I love that you'recreating this movement mission
and, just to be clear, there'smultiple companies that you guys
work with that have 10, 20 morelocations.
We're just using this as anexample for one case of someone
who just went all in from thebeginning.
Speaker 2 (30:20):
Yeah, I would love to use this as a segue to go into,
like another model that we lookat because there are.
That was that was one example.
Right, they had multiplelocations and they hired them
all at once.
We have another partner, thatum.
They started with two um andnow they have seven.
Seven, and and this was more ofa model where they had two
(30:44):
openings and then, as theynaturally had other positions
become open is how they broughtmore VAs on with us.
Their company has grown, sothey have a new location.
Speaker 3 (30:57):
I think they have another one that's kind of in
the works and so their companyis growing and they're excited
about bringing additional VAs on.
This is another team that kindof goes above and beyond for
their VAs and has tried to lookinto ways that they could
provide health insurance fortheir VAs.
They offer PTO, which not allof our partners do.
(31:17):
So these VAs, they'reaccumulating PTO as they, you
know as they spend more timewith the company and so they're
all in and I love working withthem because they're so bought
in, they're so invested in theirVAs and their VAs are doing
incredible yeah they're happy.
Speaker 2 (31:35):
Talk about retention.
You're saving money and you'recreating an amazing work
environment.
You're getting great supportfor your in-person team because
these larger companies havemanagers that are over these VAs
.
That are the direct reports forthese VAs.
Speaker 3 (31:53):
Yeah, for sure.
Speaker 2 (31:55):
So, taking a lot of these admin tasks and things off
of the plates of your managers,your managers are happier you
know and um, and they, they hadeverything lined up on how they
were, how they would be, um,training these VAs in Right, so
they were prepared ahead of time.
Um, but they, they took theirtime like working on it, and I
(32:17):
would say, within see how longhas that partner been with us.
Speaker 3 (32:21):
Probably close to a year.
Speaker 2 (32:23):
Okay, I mean they started with two and they have
seven Within a year.
Speaker 1 (32:26):
Yeah, and so there's different.
The two models I'm hearing areall in and or scaling as you
grow.
Yeah, you know, what would yourecommend to a company that has
20 locations?
What would you recommendbetween those two models If they
had their systems in place, astrong culture, and they had an
opportunity?
Because here's the thing is.
I know one of the barriers isthat you have a mix of people.
(32:47):
There's people that you like,there's people that you would
replace as an owner, right, butlet's just say that there's an
opening there to do a.
You know they would be flexibleeither way on that.
What would you recommend?
Speaker 2 (32:57):
Honestly, I would say all in at this point, Because
if you have like 20 locations,um, you already have your
systems in place.
You know how you're going to betraining.
Get the teams on at the sametime, train them at the same
time.
You find who's your strengthand you're go into it with a
mindset of knowing that you'regoing to replace a few right,
because not everybody's perfectright.
So you're going to go into it,you, you're training them at the
same time and then if you havea couple stragglers over here,
(33:18):
it's like okay, here we are,we're going to replace and find
and find some people to to topgrade and bring in the ones that
will help with the, theproductivity better.
Speaker 3 (33:27):
So, yeah, yeah, there's benefit in both um I
think that there's benefit inkind of bringing an entire team
together and, like you said, Imean just efficiency with
training.
I mean there's absolutelybenefit with that um, but some
are a little bit more, you knowkind of want to dip their toes
in first and kind of get justget a feel for it and see how
they would manage you know avirtual assistant, and so I
think that there's there'sbenefits and there's pros and
(33:48):
cons to both.
Oftentimes we'll go into groupinterviews and you know they're
looking for one VA and theyvisit with a group of candidates
.
Speaker 1 (33:58):
That happens a lot.
Speaker 3 (33:59):
They're like well, I think I'm going to hire all
three.
I'm like, okay, you know, andthey find a way, because they're
so culture aligned with theseVAs that they're like I could
see every single one of theselike being part of our team, and
so they end up hiring threewhen they thought they were
hiring one.
So that's kind of cool to see,too, where they're like oh well,
they're more strong in thisarea, so they could come in and
(34:20):
be successful here, and I seethis one operating on this team,
and so that's yeah.
Speaker 2 (34:24):
We have a large number too, of of partners that
have started with one and thenthey've come back and said, oh,
this is so great, like we wantto grow and bring on another VA.
Like we had someone naturallyleave right, someone put their
notice in and um, we want toreplace them with a VA, like we
will have a savings and we'regoing to have a great team
member.
So that's something that hasgrown heavily too and, honestly,
(34:47):
we see that a lot often wherewe have partners coming to us
being like oh, tony, we want tobring another person on and we
get super excited.
That's like the number one wayof being, like we are making a
difference.
Speaker 1 (35:01):
Yeah, for sure.
Speaker 2 (35:05):
And they love what we do and they love these VAs,
right.
So that, like just, is such afeel good.
I love waking up and getting anemail from a partner saying
they're ready for another one.
Speaker 1 (35:13):
They're like yeah point I do want to make and I
appreciate you guys saying that,because I think you're right.
I think, based on the size ofthe company and their culture
and their need, there might bean opportunity to do massive
hiring.
I think what's cool is that youguys know how to do that.
Like if you had a 20 locationcompany, you'd probably pilot
first in a couple of locations,but you would also make sure
(35:34):
that there's all these whitegloving elements of like flying
out to the team to help themunderstand and culturally buy in
, because that is a big shift.
And I remember, by the way, asa side note on that, I remember
telling the owner hey,everything we're doing is a
pilot.
This is one of our sellingtechniques at virtual rockstart
is that we say try before youbuy, sign up, there's no long
(35:54):
contracts, you can literallyexit any time.
So let's pilot it and tell theteam we're piloting it and sell
it from a place of like.
Listen, guys, this isn't usoutsourcing to someone who
doesn't speak good English andour customers are feeling a
lesser experience.
We're doing this to bringpeople out of poverty, to
increase our impact and, yes,our revenue, because greater
(36:14):
revenue means greateropportunities for raises.
There's a whole messaging thingthat goes with this when we're
talking about larger scalecompanies to help that adapt
into their culture.
But it's the second fastestgrowing trend in healthcare next
to AI, for a reason.
So people are going to pivot orthey won't.
Thank you so much for taking thetime to listen to today's
episode.
As a thank you, I have a gift.
(36:35):
In today's show notes there's alink for you to join the
Stress-Free PT newsletter.
This is a comedy newsletter foranyone who works in healthcare
and of course, we're going tohave comedy bits.
We're going to haveinspirational stories,
leadership tidbits.
It's going to be a weeklynewsletter just to lighten your
week, to help you do what youlove with more passion.
So click that link below andjoin that newsletter and we'll
(36:57):
see you in our next episode.
Welcome back to the Willpower Podcast, guys.
Today's episode is an awesomeone.
We have Caleb Pollack and TonyWilliams, both from Virtual
Rockstar, talking about virtualassistants.
So if you're a multi-locationprivate practice owner, this is
your primary episode, becausewe're going to talk about models
that work and the differencesof owners of private practices
(00:29):
that implement virtualassistants well that scale the
dozens or those who just have acouple, or those who don't
really fit the model at all.
It's a very entertainingdiscussion and it was so cool
listening to Kayla and Tony justtalk about all that they've
learned over the last two yearsto help people do it right.
Enjoy the show.
Well, welcome to WillpowerPodcast.
(00:50):
I'm so excited to have TonyWilliams, who's our VP of Growth
, over at Virtual Rockstar, aswell as Kayla, our VP of
Operations at Virtual Rockstar.
Guys, welcome to the show.
Speaker 2 (01:00):
Thank you, Thank you Will.
We're super stoked.
Speaker 1 (01:02):
Yeah, thank you.
Thank you, will.
We're super stoked, yeah, andwe're super excited about
today's episode because this isgoing to be all about virtual
assistance in multi-locationprivate practices in healthcare.
We've been doing this now forquite a bit.
How many people have we hiredover the last year and a half,
two years?
Oh my gosh, we have a hundred.
Speaker 3 (01:17):
Total VAs.
Speaker 1 (01:19):
Current active.
Speaker 3 (01:20):
We're at 160 virtual assistants within our company
right now.
Yeah.
Speaker 1 (01:23):
We're at 160 virtual assistants within our company
right now, yeah, and we havewell over 100 physical therapy,
occupational therapy, allmedical private practices in our
industry.
How many do we have?
Speaker 2 (01:31):
Yeah, partners, we have 110.
I think so Right around 110.
Speaker 1 (01:34):
Yeah, it's been great , and I think one of the things
that we were talking about, thatwe wanted to focus on in this
episode, is the difference thatwe've seen when we're working
with a large multi-location youknow, private practice versus a
small individual one.
So what are like right when Isay differences, what would be
some of the glaring differencesthat you see from a virtual
(01:55):
assistant perspective, from alarge company to a small company
?
Speaker 2 (01:59):
Team like working with a team, rather than than
shouldering everythingthemselves, coming in and trying
to figure it out Like you're.
You're doing it with a team andyou have a support system and
you're all learning the samesystems and software and things
like that.
That's what I would.
The first thing that wouldglare out at me.
Speaker 1 (02:13):
Cause instead of hiring one person you're hiring.
Speaker 2 (02:15):
You're hiring a team.
Speaker 1 (02:17):
I see.
Very cool, kayla, what can youdo?
Speaker 3 (02:19):
Yeah, and I just think with larger scale partners
of ours, they just have morecapacity and bandwidth to put
into training, onboarding theirVA, making sure that they set
themselves and the VA up forsuccess.
So it's hard when you're asingle practice owner to have
that bandwidth to invest in yourVA and that's where we kind of
see things go a little awry.
Oftentimes they can figure itout and work through those
(02:42):
growing pains, but there'sdefinitely some growing pains
initially when you are trying toinvest in your VA and it's just
everything's kind of on yourshoulders.
Speaker 1 (02:50):
Yeah, I love that.
Tony.
What would you describe as likesomeone who shouldn't hire a
virtual assistant, regardless ofsize?
Like who's the person thatyou're like?
No, they're just not a fit.
If they come across a call, youknow it's not a fit.
Speaker 2 (03:09):
When they just have you know it's not a fit.
Um, when they just had you knowthey're, they feel very
scatterbrained, they don't know,um, how they they're like, I
can figure it out, I'll figureout how to train somebody, but
they don't even have anythinglike written out or any
processes in place.
Like whenever you don't haveanything organized or you're not
quite sure how you would beeven training someone in person,
you're, I would say that you'renot ready.
I usually will sit and have aconversation with that person
and help them kind of gathertheir thoughts on what they're
looking for and where they doneed to be freed up, and it's
(03:31):
like, okay, let's start here andstart making lists of things
that need to be taken off yourplate and then go step by step
on what you need to do so thatyou can start hitting that one
by one rather than trying to doit all at once, because that's
when you'll make.
That's when you'll make stridesis whenever you do things one
at a time, one thing at a timeyeah, these are smaller
practices, maybe not peoplewho've never really hired and
(03:51):
trained before.
Speaker 1 (03:52):
Is what you're referring?
To, because there is adifference between someone who's
never worked with a virtualassistant, not knowing how to
bring them on, versus someonewho just doesn't know how to
hire and train at all, and and Ithink that's the delineation,
because everyone who's who'sstarting with virtual assistants
have to start somewhere, andthat's where we support them.
Speaker 2 (04:09):
Right, absolutely.
And I and I want to be clearbecause I want to go back to
what Kayla said there are someprivate practice owners that
come and get one VA with us andthey start out.
They are, they might be alittle bit scattered, but
they're like like, I need to doit because I don't have any
other help.
Right, I'm going to figure thisout, but they are the person
that will fit.
They figure it out right thereare a few of those people that
(04:30):
come in.
They're like, tell me what todo and I'm going to do like I'll
figure it out.
They're trainable, they'recoachable because, absolutely,
absolutely.
But if you're coming in and, um, it's something that you, maybe
you, you don't have your handson and you're not quite sure if
you want to adjust or be able tobe, to learn new processes, to
be able to bring someone in,usually you're not quite ready
(04:53):
and you just need to step backand start organizing it.
You might need a little bit ofcoaching, like a little coaching
to get your work with a coach,so that you can get things
organized to be able to takethat step, to get the help that
you need.
Speaker 1 (05:05):
I love that.
So yeah, as we're focusing onthis episode more of
multi-location private practices, I think it was good just to
highlight, hey, who's not a fitfor virtual assistants in
general.
And then you have thisdelineation of the differences
between small private practicesthat are doing well with their
one to three virtual assistantsversus your like seven to 20 or
(05:25):
larger private practices thathave multiple locations and how
they implement that.
So I like that.
Tony, you were talking aboutteam being one of the main
things that has delineated that,so let's talk a little bit
about what that looks like.
If someone's listening to thisepisode and they have multiple
locations, what do we, what doyou guys tell them Like when
they're just kind of exploringthe space, what do you tell them
(05:46):
that helps them understand andgive an idea of what that could
even look like Like.
What does it look like withsome of your clients that have
dozens of virtual assistants?
Like how, how does that lookfor them?
Speaker 3 (05:59):
I don't know if this will necessarily answer your
question, but I think wherewe've seen larger private
practice teams be successful isthey really hone in on specific
skills for their VAs and kind ofbuild a team around that.
So instead of hiring somebodyto handle a broad range of tasks
that they may or may not beproficient in, I think where
(06:20):
we've seen a lot of success withthese larger teams is that
they've kind of put theirteammates in silos and kind of
given them specificresponsibilities to handle and
like that's where they want themto be proficient, and not
trying to be kind of a jack ofall trades.
Speaker 1 (06:35):
Yeah, it's funny because I think a lot of times
you know people forget that it'sjust like hiring another human
being just like hiring anotherhuman being, Like if I hired an
American to come in my clinicand to be a little bit front
desk and a little social mediaand a little bit of that, they
are going to not succeed nearlyas well as hiring specifically
for one hat.
What were you gonna say?
Speaker 2 (06:52):
Ty.
Well, these VAs come in andthey have expertise in a
specific area.
Like we have whenever we talkto clients and potential clients
on our calls or on my discoverycalls.
It's like these are the fiveareas that you know we go and
find these expertise in Right.
Um, I would say I'm going to goback a little bit and talk a
little bit about one other thingthat's important to come in,
(07:13):
like cause it's going to touchon what Kayla just said um, that
won't work.
Like, people come in and theywant someone that can do all of
the things right, they wantsomeone that can not only verify
insurance but they can dosocial media content creation.
Speaker 1 (07:27):
Answer the phones and do a little bit of billing.
Speaker 2 (07:29):
Yes, and billing full-cycle billing that
typically doesn't work becausewe don't find those unicorns
often.
Can you find someone that'sreally good at medical billing,
has a knowledge of verification,that's trainable, that might be
younger and want to help outand learn those things?
Yeah, it's rare, but they would.
(07:49):
They have to be like oh yes, Iwant to learn this, or I can
help you out with posting socialmedia, too, as well.
That's one other thing that wedo have an issue with.
Is people coming in expectingthis unicorn to be found?
when we can't find that evenhere in the States, right?
So I have to be able to explainthat to people that we are
going to find experienced VAs inthe main daily tasks that
(08:13):
you're looking for.
So again, going back to thoseteams, so you may need help with
your social media growing andyour marketing to get your brand
out there and get your privatepractice out there more.
That's a VA, that's one VAright, and then having someone
come in and work the front deskthat's doing phones and
(08:33):
verifications and you'retraining them up on
authorization.
Speaker 1 (08:35):
That's another VA.
Yeah, what are the main VAs?
Let's get that over, becausemaybe someone who has 10
locations has never hired asingle VA, so they might not
even know what VAs can do.
So what are the teams youtalked about?
Hiring in silos?
Better said is like thatspecific role, you guys hire for
specific roles.
Speaker 2 (08:50):
What are the?
Speaker 1 (08:50):
most successful roles that you've hired VAs for,
especially in multi-locationpractices.
Speaker 2 (08:56):
So one would be front desk and we kind of group that
together with just answeringphones, verifications,
authorizations, usually patientintake things like that.
Speaker 1 (09:08):
All things I mean we patient facing and non-patient
facing both, it sounds like forthat one front desk role Correct
.
Speaker 2 (09:15):
And then there's the full cycle medical billing.
So that person comes in withexperience being able to, you
know, do all things full cyclemedical billing.
They typically aren't ones thatwant to be patient-facing.
Speaker 3 (09:25):
I was just going to say those are two separate.
They are Because a lot of thesemedical billers are so used to
just kind of being on the backend.
They don't want to bepatient-facing.
Speaker 1 (09:33):
Yeah, and isn't it true that the front desk roles
are more of a sales position?
You want that higherpersonality.
Speaker 2 (09:38):
It is For sure.
How do?
Speaker 1 (09:38):
you scan for that Because you're over ops, so
you're the one who's overseeingall of the details of finding
the peeps, and you've got anincredible background of helping
multi-location practicesdirectly before you join Virtual
Rockstar.
So how do you find that idealfront desk role?
Speaker 3 (09:54):
Yeah, so I think it comes down to somebody that
maybe does have some salesbackground in them or customer
service.
Oftentimes we'll look for peoplewho have been a CSR with other
BPO companies Client relationsspecialist.
Is that what that is?
Customer service rep?
So yeah, so they're coming inand they already have that
ability to you know kind ofdiffuse, you know situations to
(10:15):
handle, you know things withgrace.
Um, so oftentimes like that'slike the big thing that we're
after, if it's a patient facingposition, is somebody who has
great customer service, somebodywho's got a great personality,
very bubbly, very passionateabout what they're doing.
Speaker 2 (10:34):
So that kind of fits that mold.
The other three areas that wehire virtual assistants in, so
we said front desk medicalbilling.
We do bookkeeping.
We actually have a fewbookkeepers on staff that, just
that, are phenomenal with theirclients.
We do social media andmarketing.
So we've got a lot of VAs thathave come in and worked with
some of our partners thatliterally run and grow their
(10:55):
social media.
Speaker 1 (10:56):
That's been big for me, if I can jump in, like for
me having this podcast.
For example, we're posting fourshort videos every day across
every channel, in addition toemail marketing and all the
things, because that, to me, isone of the least tapped in the
private practice space.
It's one of the least tappedopportunities that virtual
assistants can just explode.
They've been so big for us,haven't they?
Speaker 2 (11:17):
Yeah.
And then the final one is apersonal or executive assistant,
which I think and challenge mehere if I'm wrong in this I
think that that executive andpersonal assistant can bleed
into those other roles, whereasthe other ones can't bleed into
certain roles.
So you can't do social mediamarketing with a front desk
person because they're not goingto be able to verify insurance
(11:39):
and do social media at the sametime because they're two
completely different roles, butthe executive and personal
assistant can bleed into thoseother roles.
Speaker 3 (11:51):
yeah, yeah, absolutely, absolutely.
Yeah.
Oftentimes it's likeadministrative tasks, kind of
back-end things, and justtalking to them and seeing their
willingness to step in and kindof take on other
responsibilities just to helpstreamline operations, and
someone that's truly anexecutive assistant and has
experienced it being anexecutive assistant.
Speaker 2 (12:07):
They're used to coming in and flexing and doing
whatever it is that the personthat they are are working for
needs right.
Speaker 1 (12:13):
That's probably the most significant like personal
hire that I've had over cause weworked.
You know, I hired over 50medical billers for my old
medical billing company directlyoverseas, um, which is what
started the foundation ofvirtual rockstar.
But it wasn't until Kim camealong and started managing my
emails and my calendar.
(12:34):
That was such a personal thingbecause and by the way, it
elevates the brand whensomeone's reaching out to an
owner and they have somebody asan intermediary.
It takes some training therethat we provide, but it's one of
those things that like havingthat in place is like the best
secret that no one even knowsthat they need is a personal
assistant who controls yourcalendar and your email.
Speaker 2 (12:49):
That's actually one of the fastest growing calls
that I've been dealing withlately is people coming to me
wanting to be freed up, and I'veactually heard yesterday.
I don't ever want to touch orlook at an email again.
Speaker 1 (13:02):
I haven't gotten to that point, but it's gone from
three hours to 30 minutes.
That's what I said.
Speaker 2 (13:07):
That's what I said.
I was like well, what if Icould get you down to maybe 30
minutes?
They were like I'll take it,I'll absolutely take it.
Speaker 3 (13:15):
So yeah, that's actually one of the fastest
growing discovery and I'llchallenge that executive
assistant is one of the harderones for us to be really
successful with.
Yes, because they're soinvolved in, you know, the, the
partner's daily lives andcommunication and it's it's.
It's a tough one to get rightand I think just our, our
(13:35):
listeners, our potentialpartners, just have to be
understanding that like it maytake a couple of times to get it
right, but once you find yourperson, like once you find your
Kim um, I mean it will change,change your life.
Speaker 1 (13:47):
Yeah, it reminds me of Avatar, where you have that
person riding the horse andtheir hair connects to the yes.
It's like you have to have thatright match, yeah, otherwise it
doesn't fit.
And that's where it's so funny.
When people are looking atvirtual assistant companies and
they're trying to save money,they make the mistake of trying
to go with the company that'spaying the charges the least.
You know, the company that'spaying the charges the least.
(14:12):
You know, that company that'scharging anywhere between eight
and $11, they're high.
That means they're payingpeople between one and three,
maybe $5, an hour, whereas youguys are paying your people
anywhere between six and 10,actually seven to seven, seven
to nine or 10.
So you, guys are in thatposition, so tell me, what does
it?
So what's?
Let's look.
Let's look at the end in mind.
You have a multi-locationpractice that you're working
with and you have a number thatyou work with currently.
Let's start with how do youstart working with those owners
(14:35):
on helping understand what thatlooks like, what the vision is
of hiring?
Speaker 2 (14:40):
Truly, it honestly starts with that call, the
discovery call with me and I sitdown and I find out what
they're looking for and whattheir needs are, and then that's
where we collaborate with them.
We find out, um, you know what,how they're set up right now,
like, how are you currently setup?
Um, for instance, we have acurrent partner that has the
largest number of VAs with us.
(15:00):
They have six locations.
Uh, hired 15 virtual assistantswith us all at once.
Speaker 1 (15:06):
So they hired 15 virtual assistants in one pop.
Speaker 2 (15:10):
One go.
Speaker 1 (15:11):
How long did it take for you guys to hire for that?
Speaker 3 (15:15):
It was a few round of group interviews, but I think,
when all was said and done, ittook us two to three weeks to
Two to three weeks to hire 15people?
Speaker 1 (15:22):
Yeah, okay.
Speaker 2 (15:23):
And this is where the success came in this partner.
Already they had their how theywanted to train these people.
They already knew how they weregoing to bring this team on
right and they're fully virtual.
They don't have any front deskteam members, nobody in person.
Speaker 1 (15:39):
So they were already using kiosks.
They were already using kiosksand those types of things for
people to run with it.
Speaker 2 (15:43):
Correct, so they did have that aligned no-transcript
(16:15):
in going.
Speaker 1 (16:16):
Okay, we know how to hire for these roles.
Speaker 2 (16:19):
And with us going back to the avatar, where we
want to find the right fit right.
That's where this team wasdifferent, during their hiring
process as well.
They wanted to make sure thateach and every virtual assistant
they brought on was going to bea culture fit for their team to
make a difference with their,with their patients at their
clinics.
Speaker 3 (16:37):
So it was a completely different interview
process than anything I'd everdone before, because they asked
a couple questions about theirtechnical skills, but they
really honed in on like is isthis person going to be a good
culture fit for our team?
Are they going to mesh wellwith our providers?
Speaker 1 (16:51):
Yes.
Speaker 3 (16:52):
And I just was like blown away by the way that they
structured like their questionsand how they engaged with the
candidates.
It was unbelievable.
Speaker 1 (16:59):
Yeah, because normally we help provide that
gap right.
You know, at Virtual Rockstar,you guys are in that process of
filling in that gap culturallyspeaking.
Virtual Rockstar, you guys arein that process of filling in
that gap culturally speaking.
So this is something I think isa lesson for anyone who's
listening is that Rockstars, ifyou're hiring a virtual
assistant, you have to treatthem like you'd hire any
American.
I think that's a big gap inpeople's understanding.
Is they're just people, they'rejust on a screen, versus
physically there.
(17:19):
There's very little differenceotherwise.
And when we hire for culture,we hire for success, we hire for
mindset, we train on skill set.
What you guys do is so amazingbecause you find the best skill
set, align people and even somecultural.
But that's where the owners Ithink in this group, obviously
from what you're saying, kayladid so well is that they hired
based on culture and screenedthem in that way.
Speaker 2 (17:47):
When you hire that way and you hire based on
culture and you are focusing onfinding a fit that matches with
your team, that you currentlyhave longevity, that you're
going to have longevity thereand those VAs that are on the
other side of the world, youknow, it helps them feel like
they are a part of your team.
So that I personally feel likeis such a huge thing, especially
working with us at VirtualRockstar, because we're so value
orientedoriented and we live byour values and these VAs
(18:09):
represent us.
We want them to be placed withpartners that we're working with
that feel the same way.
That's what's a good fit for us.
That's amazing.
Speaker 3 (18:17):
I think the other really neat thing that this
particular partner did was theykind of grouped their teams
together, their teams of VAs.
They grouped them togetherbased on, like their personality
.
They took into considerationthe personality of the providers
at the particular clinic thatthey were working with, the
patients that they would beengaging with.
So they really went the extramile to make sure that they were
(18:39):
placing each of their VAs in aposition to be successful and to
really feel like they were apart of that team and feel like
they fit in.
Speaker 1 (18:46):
Awesome.
Speaker 2 (18:47):
And they also did pods.
So they had the team that wasfront desk patient facing
basically, so they were on thekiosks.
They were the ones that are theteams in each location because
they had four different pods.
I believe it is for the sixlocations that they had that
would be answering the check-insfor all the patients and having
fun getting to know theirpatients coming in.
(19:07):
And then they had that would beanswering the check-ins for all
the patients and having fungetting to know their patients
coming in.
Speaker 1 (19:09):
And then they had the teams that are verifications
and authorizations, and thenthey had a team lead from the
Philippines as well, which is adifferent angle, I'm guessing,
because obviously, whensomeone's hiring two or three,
they're not looking at hiring aleader of a team.
Speaker 2 (19:23):
So they didn't just hire teams, tony, they hired a
leader for the team, absolutelyyeah, so they do have a leader,
which is also through us, andshe helps manage the whole team
just to make sure the efficiencythings are flowing.
If issues pop up or ifsomeone's out sick, that team
member steps in and helps out.
Speaker 1 (19:42):
That must have been the biggest game changer from my
perspective, because thatleader is in the position of
like helping bridge the gap ofthis company.
Learning how to it's not a hardmuscle, but it is a different
muscle to develop.
Learning to work with VAs.
So, this, when they're hiringthat many especially because
this company had worked with VAsbefore having a leader I'm sure
was wonderful, because not onlywere they hiring this person to
(20:03):
oversee that team, but theywere also kind of that like gap
in that train onboarding processof helping bridge for both
sides.
Hey, this is what we need inthis slightly different scenario
of being virtual.
Yeah absolutely, how did youguys?
Speaker 2 (20:16):
find the leader.
They were actually already onour team, so they were a part of
another client and they were ina position where they wanted to
grow and wanted to be a leader,and she was phenomenal.
She was one of our top VAswithin the company.
Speaker 1 (20:33):
So that was neat because you already had a proven
leader of leaders that wasvetted through the company, so
you weren't finding an unknownentity, which makes a lot of
sense.
I love that idea because itprovides, obviously, that
virtual assistant growth pathswithin virtual rockstar.
So they're not just like but.
But the only concern I have islike, how did that handle for
the person who was?
Speaker 2 (20:51):
you know, I'm guessing that it was a smaller
practice that had that VA.
Speaker 1 (20:55):
Did that feel like a kick to them, Like what was that
like for them?
Speaker 2 (20:58):
You know what?
Um, probably, initially theywere a little bit bummed, but at
the same time we found them akick butt replacement.
Speaker 3 (21:05):
And she's fully happy .
The replacement that we hiredwas a referral from the VA she
was losing.
Speaker 1 (21:13):
Oh so the person you had promoted found her own
replacement.
So is that relationship stillactive?
It is, and it's great, oh mygosh.
It is, and that's great, oh mygosh.
So what?
So what a wonderful thing thatthere's this opportunity for
growth and um allowing the VAsto scale without causing any
problems for this smaller clientthat is one thing that we that
I feel like we do a little bitdifferently at Virtual Rockstar
(21:34):
Our team is our family, likethey are our VAs.
Speaker 2 (21:36):
We love each and every one of them and they know
that if they wanted, you know,bigger opportunities and to be
able to grow and become a leaderthat, as we bring on other
partners and that have theselarger, have multiple clinics
that are going to be hiringmultiple VAs at once, then they
have the opportunity tointerview for something like
that If the, if the partnersagree to it, so Okay.
Speaker 1 (21:57):
This is awesome.
Before we, before we go intomore implementation cause, I
think multi-location practicesare listening, really taking a
lot out of this.
Let's cut right to the end.
That client how long have theybeen in the?
How are things going with thatclient?
Like a current status update?
How is that client doing nowthat they've been with the
company for months and months?
The larger client right, yes,okay, the one we're using is
(22:18):
kind of a case study.
Speaker 2 (22:19):
Really, really well.
You know, there's, there arealways.
Nothing's ever perfect, Nothingis ever like.
This is a people business.
Speaker 1 (22:28):
So every single person who was hired initially
is still on team the majority.
Speaker 2 (22:31):
Yes, like all of their patient patient facing
team members are there andthey've done a wonderful job
with them.
Um, we had to um replace a few.
Speaker 3 (22:41):
we've had to replace a few on the verifications team,
but it was all for the betterand yeah sometimes it was due to
, like, performance issues butand sometimes it was just
personal things where the VA hadto step out.
So yeah, I mean that's gonnahappen regardless if you're
working with a VA or if you'reworking with somebody on-site.
It's just kind of part of partof the deal and so.
(23:02):
But it's never like deterredthem and like thought that they
made a mistake and kind of goingthis direction.
They understood and they're likeall right, let's just, let's
find our next VA and just moveforward.
Speaker 2 (23:12):
And the other thing is we've spent so much time in
the beginning getting to knowthe partners.
We knew exactly what they werelooking for, so the process to
find a different VA for one thatdoesn't work out is much
quicker at that point because weknow what they're looking for.
We know what they want.
We go out, we source and find acouple of rock stars that are
(23:35):
amazing and schedule one-on-oneswith the partners and that's
also efficient as well andthey're not having to spend as
much time.
They trust us because they knowwe know what they're looking
for at that point.
Speaker 1 (23:46):
Yeah, that's neat.
You have such a broader ordeeper relationship with these
larger clients, so it makes iteasier for you to pivot.
It's interesting that you Iwould thought it would have been
harder to hire that many VAs,but it was actually easier,
because it's about 80% of thelifting to get to one person
that it does to get to 10.
And, you know, not everyonestarts this way, of course, and
we'll talk about that.
(24:06):
But let's continue to talkabout, like, how things are
going.
Obviously, I'm interviewingboth of you because you're, you
guys are are running, you know,virtual rockstar, but from his
perspective, the owner of thecompany, do you have an idea of
how much money he's saving?
Speaker 2 (24:20):
Oh my gosh, I do.
That's the part of the businessthat I know.
Speaker 1 (24:24):
So he is saving over a quarter of a million dollars a
year.
He's saving a quarter of amillion and how are his results?
Are they the same as havingAmericans worse or better?
Speaker 2 (24:34):
Oh better.
They absolutely love their VAs.
All of their patients get toknow each one of them.
Something cool that they dothey put bios up of all of their
VAs for each one of thelocations, so their patients are
involved.
Speaker 1 (24:50):
This company was such a great company to do this with
because they understand culture.
They really brought these VAsin, yeah Like introduced them as
equals and family members.
Speaker 3 (24:59):
Yeah, yeah, yeah, it's very cool.
And I think the great thingthat you did is so, tony, and
even Will, I think, initiallydid like weekly meetings with
this team just to make sure thatthey were comfortable, you know
, with this new system and justmaking sure, yeah, that they had
our support and like we werethere to jump in if they needed
to pivot in any way, and so Ithink that was huge as well,
(25:22):
just to kind of build thatrelationship and that trust
between the partner and virtualrockstar, our leadership team.
Speaker 1 (25:28):
Let's talk about that .
What was the onboardingdifferential between this
multi-location business comparedto like a single location?
What additional things did youdo or consider?
Speaker 2 (25:37):
So we did weekly meetings with them.
For how long Leading?
And we're still doing meetings,but they're not weekly anymore,
they're monthly, just becausewe have such a wonderful
relationship with them.
Speaker 1 (25:46):
It's more to say hi.
It's a lot more of this likepersonalized relationship, and
that's me with them yes.
Speaker 2 (25:50):
Yes, but initially we did weekly meetings all the way
up until two months ago and, um, it was check-ins and some of
them were just high and we would.
We would all giggle on thephone and just like catch up
because things were going goinggreat.
And then other weeks, like thislittle issue came up with our
VoIP system or this issue cameup with, um, one of our team
(26:12):
members and we would allcollaborate.
That's where we are.
Different is where we're like,we're we.
We may not do all of thetraining for you, right, but we
are there to support and guideand help you talk through how to
do it and what's the best wayto do it with your VA.
Speaker 1 (26:29):
So it sounds like you guide in strategy, you guide in
customer service on steroids.
It's really a big difference, Ithink, and you can provide that
with those multi-locationbusinesses because you're
effectively influencing dozensof virtual assistants through
those discussions, so that halfhour it provides a lot of
personal hands-on that you justcan't do otherwise.
Speaker 2 (26:48):
Right, and one other thing that we did that was
different is we actually hadsomeone fly out and help out
with implementation.
Speaker 1 (26:55):
Well, that's something, and that's something
I'm happy to do.
So, yeah, I love that.
The day that they launched this,they were they were concerned
about messaging with their teamand so I had the great privilege
of going to New Hampshire and,oops, I can say that I can say
that one part that's not too bad.
But I flew out there and wentclinic to clinic and introduced
the company and the VAs and Idid it in a really fun,
(27:17):
connecting way and I thinkthat's again, that's the kind of
impact I know that virtual rockstars always wanted to make, is
that deep impact and it's, bythe way, it's still there with
smaller practices.
But today's episode is justtalking to differential between
small, one to three locationsversus six to 60, is that you
get to a scalability where theimpact can be big.
So, yeah, I love, I love thatexperience and it personalized
(27:40):
it and, to be honest, it allowsme to have a more personal
connection as well.
I can text the individual andcheck on dozens of VAs versus
you know having to reach out todozens of partners for a dozen
VAs.
Speaker 2 (27:50):
Yeah.
So not only though thesepartners do they love you know
their VAs and are they saving aquarter of a million dollars a
year going this way, but theyhave such huge hearts will like
they are.
They adore and love their teamand they are pulling so many
families out of poverty and theyknow that and they're able to
(28:12):
help all these families in thePhilippines and these team
members of theirs.
They are a part of the family,of that that partner I want to
keep saying that to myself, butyes, they are.
They feel like they're a part ofthat.
That family and um.
These partners literally likeopen.
They have their arms wide opento them so they don't make them
(28:32):
feel like they're on the otherside of the world yeah, one
thing that they've just starteddoing is doing like, uh, monthly
recognitions for their vas.
Speaker 3 (28:39):
so if a va in the last month has gone above and
beyond, they're now doing likepublic recognition of them and
we're sharing that with the restof our team, our 160 virtual
assistants, and so it's justnice for them to feel like
they're appreciated and they are.
They're just one of the team.
Yeah.
Speaker 1 (28:58):
I love it.
You know, almost a year ago Iwas in Africa with my family and
I learned about the differenttypes of poverty, because
there's financial poverty thatwe're all aware of, but there's
social poverty, there'sleadership neglect, there's all
these elements, and so I lovethat this has become a vehicle
for private practice owners toimpact people financially.
I don't think they realize that.
Well, I mean a lot of companiesthat are paying their people $3
(29:21):
to $5 an hour they're helping,but they're not really bringing
them out of poverty.
When that are paying theirpeople $3 to $5 an hour, they're
helping, but they're not reallybringing them out of poverty.
When we're two to three timesthat these people cry when they
get hired, it is such a big dealthat this company they saved a
quarter of a million dollars ofprofit, by the way that's profit
in the owner's pocket per yearfor better results.
But when you ask thisindividual, that's not what they
care about.
No, I mean from a businessperspective, they're like, yeah,
(29:43):
that's logical, but what theylove is the fact that the VAs
that they're hiring they'rechanging those lives in a
dramatic way.
And then the thing that I'veheard from multiple people as
well, is they love how peopleshow up to work like it is
life-changing money and it risesthe tide of commitment and work
ethic across the company, withAmericans and Filipinos.
(30:05):
And so I love that you'recreating this movement mission
and, just to be clear, there'smultiple companies that you guys
work with that have 10, 20 morelocations.
We're just using this as anexample for one case of someone
who just went all in from thebeginning.
Speaker 2 (30:20):
Yeah, I would love to use this as a segue to go into,
like another model that we lookat because there are.
That was that was one example.
Right, they had multiplelocations and they hired them
all at once.
We have another partner, thatum.
They started with two um andnow they have seven.
Seven, and and this was more ofa model where they had two
(30:44):
openings and then, as theynaturally had other positions
become open is how they broughtmore VAs on with us.
Their company has grown, sothey have a new location.
Speaker 3 (30:57):
I think they have another one that's kind of in
the works and so their companyis growing and they're excited
about bringing additional VAs on.
This is another team that kindof goes above and beyond for
their VAs and has tried to lookinto ways that they could
provide health insurance fortheir VAs.
They offer PTO, which not allof our partners do.
(31:17):
So these VAs, they'reaccumulating PTO as they, you
know as they spend more timewith the company and so they're
all in and I love working withthem because they're so bought
in, they're so invested in theirVAs and their VAs are doing
incredible yeah they're happy.
Speaker 2 (31:35):
Talk about retention.
You're saving money and you'recreating an amazing work
environment.
You're getting great supportfor your in-person team because
these larger companies havemanagers that are over these VAs
.
That are the direct reports forthese VAs.
Speaker 3 (31:53):
Yeah, for sure.
Speaker 2 (31:55):
So, taking a lot of these admin tasks and things off
of the plates of your managers,your managers are happier you
know and um, and they, they hadeverything lined up on how they
were, how they would be, um,training these VAs in Right, so
they were prepared ahead of time.
Um, but they, they took theirtime like working on it, and I
(32:17):
would say, within see how longhas that partner been with us.
Speaker 3 (32:21):
Probably close to a year.
Speaker 2 (32:23):
Okay, I mean they started with two and they have
seven Within a year.
Speaker 1 (32:26):
Yeah, and so there's different.
The two models I'm hearing areall in and or scaling as you
grow.
Yeah, you know, what would yourecommend to a company that has
20 locations?
What would you recommendbetween those two models If they
had their systems in place, astrong culture, and they had an
opportunity?
Because here's the thing is.
I know one of the barriers isthat you have a mix of people.
(32:47):
There's people that you like,there's people that you would
replace as an owner, right, butlet's just say that there's an
opening there to do a.
You know they would be flexibleeither way on that.
What would you recommend?
Speaker 2 (32:57):
Honestly, I would say all in at this point, Because
if you have like 20 locations,um, you already have your
systems in place.
You know how you're going to betraining.
Get the teams on at the sametime, train them at the same
time.
You find who's your strengthand you're go into it with a
mindset of knowing that you'regoing to replace a few right,
because not everybody's perfectright.
So you're going to go into it,you, you're training them at the
same time and then if you havea couple stragglers over here,
(33:18):
it's like okay, here we are,we're going to replace and find
and find some people to to topgrade and bring in the ones that
will help with the, theproductivity better.
Speaker 3 (33:27):
So, yeah, yeah, there's benefit in both um I
think that there's benefit inkind of bringing an entire team
together and, like you said, Imean just efficiency with
training.
I mean there's absolutelybenefit with that um, but some
are a little bit more, you knowkind of want to dip their toes
in first and kind of get justget a feel for it and see how
they would manage you know avirtual assistant, and so I
think that there's there'sbenefits and there's pros and
(33:48):
cons to both.
Oftentimes we'll go into groupinterviews and you know they're
looking for one VA and theyvisit with a group of candidates
.
Speaker 1 (33:58):
That happens a lot.
Speaker 3 (33:59):
They're like well, I think I'm going to hire all
three.
I'm like, okay, you know, andthey find a way, because they're
so culture aligned with theseVAs that they're like I could
see every single one of theselike being part of our team, and
so they end up hiring threewhen they thought they were
hiring one.
So that's kind of cool to see,too, where they're like oh well,
they're more strong in thisarea, so they could come in and
(34:20):
be successful here, and I seethis one operating on this team,
and so that's yeah.
Speaker 2 (34:24):
We have a large number too, of of partners that
have started with one and thenthey've come back and said, oh,
this is so great, like we wantto grow and bring on another VA.
Like we had someone naturallyleave right, someone put their
notice in and um, we want toreplace them with a VA, like we
will have a savings and we'regoing to have a great team
member.
So that's something that hasgrown heavily too and, honestly,
(34:47):
we see that a lot often wherewe have partners coming to us
being like oh, tony, we want tobring another person on and we
get super excited.
That's like the number one wayof being, like we are making a
difference.
Speaker 1 (35:01):
Yeah, for sure.
Speaker 2 (35:05):
And they love what we do and they love these VAs,
right.
So that, like just, is such afeel good.
I love waking up and getting anemail from a partner saying
they're ready for another one.
Speaker 1 (35:13):
They're like yeah point I do want to make and I
appreciate you guys saying that,because I think you're right.
I think, based on the size ofthe company and their culture
and their need, there might bean opportunity to do massive
hiring.
I think what's cool is that youguys know how to do that.
Like if you had a 20 locationcompany, you'd probably pilot
first in a couple of locations,but you would also make sure
(35:34):
that there's all these whitegloving elements of like flying
out to the team to help themunderstand and culturally buy in
, because that is a big shift.
And I remember, by the way, asa side note on that, I remember
telling the owner hey,everything we're doing is a
pilot.
This is one of our sellingtechniques at virtual rockstart
is that we say try before youbuy, sign up, there's no long
(35:54):
contracts, you can literallyexit any time.
So let's pilot it and tell theteam we're piloting it and sell
it from a place of like.
Listen, guys, this isn't usoutsourcing to someone who
doesn't speak good English andour customers are feeling a
lesser experience.
We're doing this to bringpeople out of poverty, to
increase our impact and, yes,our revenue, because greater
(36:14):
revenue means greateropportunities for raises.
There's a whole messaging thingthat goes with this when we're
talking about larger scalecompanies to help that adapt
into their culture.
But it's the second fastestgrowing trend in healthcare next
to AI, for a reason.
So people are going to pivot orthey won't.
Thank you so much for taking thetime to listen to today's
episode.
As a thank you, I have a gift.
(36:35):
In today's show notes there's alink for you to join the
Stress-Free PT newsletter.
This is a comedy newsletter foranyone who works in healthcare
and of course, we're going tohave comedy bits.
We're going to haveinspirational stories,
leadership tidbits.
It's going to be a weeklynewsletter just to lighten your
week, to help you do what youlove with more passion.
So click that link below andjoin that newsletter and we'll
(36:57):
see you in our next episode.
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