How to Build a Profitable Physical Therapy Business Without Burning Out with Alexander Wielohorski

This week on the Will Power Podcast, Will Humphreys talks with Alexander Wielohorski, a mechanical engineer and CEO of Advanced Physical Therapy of Alaska. Alexander isn't your typical private practice owner—he's a former corporate exec from the aerospace industry who now runs the largest physical therapy group in the state. He's here to share his unique engineering approach to building a business that gives you back your time and sanity.

In this episode, we dig into the two critical pillars of a successful healthcare business—healthcare and business—and why most people get the balance wrong. Alexander provides actionable insights on how he’s systematized his practice to reduce burnout, improve efficiency, and empower his team to succeed.

Key Takeaways :

• The story behind Advanced Physical Therapy of Alaska
• The two pillars of a healthcare business
• The four pillars of a successful physical therapy business
• How Alexander reorganized his leadership team to split responsibilities and empower leaders to focus on specific business pillars, shifting from clinical managers to administrative managers.
• A powerful story from his time in the airline industry that taught him a crucial lesson about true delegation and creating systems that don't depend on your constant involvement.
• Alexander shares how he uses virtual assistants to offload back-office work and how AI tools like Prediction Health help him get detailed business insights and improve clinic performance.
• A simple tool that helps create boundaries and focus time, leading to more productive work and less wasted time.
• The importance of scheduling time to step away from the desk and think strategically to solve core problems.
• A final piece of advice that challenges listeners to stop putting out daily fires and start building long-term solutions.

If you found value in today’s conversation, please take a moment to rate, review, and subscribe. Your support helps us bring more powerful insights from industry leaders straight to your ears. Until next time! Keep pushing for freedom through systems, strategy, and willpower.

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Episode Transcript

Speaker 1 (00:00):
Rockstars.
Today's guest used to engineerairplanes and car parts, and now
he's engineering freedom forprivate practice owners.
Meet Alexander Vyalorsky.
He is an MBA mechanicalengineer, former corporate exec
and current COO of the largestprivately owned physical therapy
group in Alaska.
Yeah, alaska, where your teammight have to ride snowmobiles

(00:23):
to get to work.
But don't let the spreadsheetsand the strategic planning fool
you.
This episode is so full of heart.
Alexander gets real about whatit takes to lead through burnout
, delegate with confidence andscale a clinic without losing
your sanity or your snow boots.
He's got 25 years of clinicalwisdom, an engineer's brain

(00:44):
which completely changes thecolor of this episode, and a dry
wit of someone who's livedthrough meetings in three
different hemispheres.
So whether you're leading ateam, starting a practice or
just wondering how the heck anaerospace guy ended up running a
private practice, this one'sfor you.
Enjoy the show.
Man, alex, I am so gratefulthat you're coming virtually all

(01:13):
the way from Alaska at one ofthe most beautiful times of the
year to be up there.
Thanks for being on the show.
Hey, happy, happy to be here.
Thank you for the invitation.
Yeah, you were invited becauseyou are a powerful leader of one
of my favorite outpatientpractices in Alaska?
No question, and you have avery different background, so
could you set the stage for usTell us about you, your business

(01:36):
and what got you into thisindustry?

Speaker 2 (01:39):
Perfect, yeah.
So Advanced Physical Therapy ofAlaska.
We've been in operation for 25years.
This August, wow and we at thispoint we are the largest
privately owned, alaska ownedand Alaska operated physical
therapy group in the state.
We have six locations and stilllooking at opening more as we

(02:00):
go forward and it's a clinicthat is based on serving the
community community.
We see every single insurance,some of them at a loss, and so
we don't turn away patients, andwe are very into being able to
serve the communities in the inthis state, which means bigger
towns like Anchorage andFairbanks, and very small towns

(02:20):
like Seward.
I'm not a physical therapist.
I don't come from this industry.
I'm a mechanical engineer.
I not a physical therapist.
I don't come from this industry.
I'm a mechanical engineer.
I have a master in business.
I come from aerospaceindustries and airports and
airplanes completely differentthing.
You would think that physicaltherapy is simpler, but it's
actually more complex becausethere's less resources.
It's less structured, right, andwhat brought me into this

(02:42):
industry is that I had my ownexperience 20 years ago in a car
accident and I had to go tophysical therapy and I was
treated by this amazing person,which I'm still in contact with
today and she was fullycommitted to me, to my recovery,
to my process of walking again,and that showed me what a great

(03:05):
quality physical therapy ortherapist is.
And then I have laterexperiences in life where I
actually had to go physicaltherapy again on a small
motorcycle accident and I wasshown the worst side of it,
where the business is moreimportant than the quality of
the healthcare that we we'reproviding, where I was one more

(03:26):
patient of a group of 15 thatwere at the gym at the time I
had no one-on-one attention andthat, you know, that kind of
showed me both sides of the coin.
And then when I was able tohave the opportunity to be a
part of this group and I sawthat they did physical therapy
the way I liked it, the way itwas done with me at my accident,
I said I can show, or I cangive some of my experience and

(03:50):
my background to make thisbetter and help them grow.
You have a unique perspectivein this.

Speaker 1 (03:56):
It's so passionate about the care?
Because you were a patient, youwere still driven in a way that
lots of providers are, butyou're an engineer.
If freedom had a love language,it'd be delegation.
So if you're tired of wearingall the hats the CEO hat, the
insurance hat, the why am Idoing payroll at midnight hat

(04:20):
it's time to get help.
Book a free discovery call atvirtualrockstarcom and let's
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(04:41):
Remember you deserve a businessthat gives more than it takes.
You come to this business sideof healthcare and private
practice with an engineer andbusiness mind.
What are some of the uniquechallenges that you face?
What are some of the thingsthat make it hard for you to get
freed up with what you're doingin your business?
I got to say two things twothings I got.

Speaker 2 (05:02):
The one thing is that there's got to be a focus so
that we are in the health carebusiness.
Right, there's two pillars tothat.
Right, there's health care andthere's business.
We got to take care of themboth at the same time, and one
of the things that that happenedin this group and I noticed in
other groups as well is thathealth care takes 90 percent of
the focus and business takesonly 10.

(05:23):
It's something that you have todo, but you're not putting
attention to it, and that isjust as important as the other
section.
And there was a lot of lack ofstructure in terms of efficiency
, in terms of visibility andindicators, in terms of how can
we free resources as well to beable to provide better quality
of physical therapy.

(05:45):
And the other thing is that theinsurance companies are not
helping us.
They're making it harder everyyear as they make cuts and they
make it harder for us to be ableto build them as they're
looking for ways to catchmistakes.
So I always like to say that wedon't build the insurance
companies.
We make a claim, so we'reclaiming, and they get the
decision of saying yes or no.

Speaker 1 (06:06):
I never thought of that.
By the way, it's not a name.
We're not billing the insurancecompany, we're filing a claim
because they want us to.
I never thought about themanipulation of that language.

Speaker 2 (06:14):
And you file a claim to your insurance company when
you have a car accident and youwant to fix your car and they
can decide to pay how much.
They're paying you, and theycan decide to pay how much
they're paying.
You got a deductible, it's thesame thing.
So they don't want to pay,that's their business.
Yeah right, and we are fightingagainst that.
So if we're going to be doingthat, we got to make sure that
all the processes are done right, they're consistent, they're

(06:36):
precise, and that's where theengineering comes into.
So I've been trying to optimizeour systems and make sure that
there's this solid backgroundfrom the back office to make
sure that we can continue toprovide those services but, at
the same time, be sustainableand to provide physical therapy
services high quality.
You've got to be able to getpaid for those services you

(07:11):
already provided, and fast.
You've got to hire people toprovide the services and run the
back office.
That's HR.
And then you've got to market.
You've got to make sure you getpatients coming in through the
door, because you can't justopen the doors and rely on
people to walk in or referralsto start coming in through the
door, because you can't justopen the doors and rely on
people to walk in or referralsto start coming in through your
fax.
So if you don't manage all ofthose four, the business is not

(07:32):
going to move forward or it'snot going to grow as you would
expect it to do your engineermind?

Speaker 1 (07:37):
I'm sorry to interrupt, but your engineer
mind.
It's so cool how you're justcategorizing these things.
It's so insightful, isn't it?
Rock stars.
We've had a lot of privatepractice owners, almost always
healthcare providers Initially.
This is a passionate physicaltherapy business owner who has a
engineering perspective and hejust that little shift alone of,
like re you know, claims versusbills my gosh, like it's crazy

(07:58):
to me.
So you're aware of theseresources that aren't available
in the industry, and I'mguessing that you see where
people get burned out in theindustry as a result of lack of
support in that way.
Can you tell me about that?

Speaker 2 (08:10):
Yeah, so one of the things is, if you're a great
baker and then you have to opena bakery, you can't spend most
of your time baking.
You got to run a business now.
So one of the challenges thatwe had is that the leadership
team was comprised of mostlyclinicians that were also having
a patient load, so their focuswas super split.

(08:32):
So one of the things that wedid to help with that in terms
of the leadership was that wesplit the ownership of the four
owners.
There's two PTs and two non-PTs.
On purpose you guys did that onpurpose, on purpose.
That's our leadership team,right.
And then so I take care of, forexample, all of the operations,
so facilities, marketing,performance, and I supervise the

(08:54):
clinic managers, which are alladmin as well, and I'll tell you
a second in a bit why we didthat.
And the second then there's oneof my partners.
She manages HR.
One of my partners, she managesHR billing and all of the
accounting and finances.
And then the two PT owners andleaders there they manage
employee development, education,hiring in the sense of the

(09:15):
interviews for that part andjust day-to-day mentoring.
So each one is focused on one ofthese sections of the pillars
that I told you about.
So we can make sure this ismoving forward, because if you
have to see eight hours worth ofpatient or 10 hours worth of
patient and then you've got togo into what's going on with the
business, you get burned outsuper quick.

(09:38):
So that comes again.
The other shift was we changemanagers from clinical managers
to admin managers and there's aclinical lead that supervises
the clinic, the clinicians inthat group, in that location,
but then you have an adminmanager whose only job is to
make sure the clinic isprofitable.

(09:59):
People are showing up thatthey're doing their job,
following procedures of theiradhering to policies, and
everybody works as an ownindividual business in that
sense.
So I supervise those adminmanagers as well.

Speaker 1 (10:13):
Okay, alex Rockstars, I need to punch a couple things
that Alex said.
He just spewed a lot ofincredible wisdom around freedom
, because, listen to what he wassaying.
Alex was talking about thepower of recognizing the
separation between the bakersand owning the bakery, right.
And so there's intentionalhiring of people who aren't
clinicians because they're so.
Clinicians are so drawn tomaking the pie that they they.

(10:36):
If they try to do both, they dowhat you said, and I remember
this, rock stars.
The idea of wearing differenthats in a business, of taking
the energy that we lose when wetake one hat off and put another
hat on, is one of the primarycauses of burnout for us as
owners.
So one of the techniques is tohire out and delegate.

(10:57):
We're big on delegation on thisshow because the whole purpose
of the show is to free you upand delegation is one of the
three core elements of that.
The second thing is likeputting silos.
You do do it with people.
I've done it with time whereI've had to be like okay, so
tuesday is my admin day and Iwill not touch a patient.
It's not that an hour ofpatient care is that disruptive

(11:20):
for the care, it's, but it issuper disruptive for the mindset
in the zone of doing the actualadmin work, and so it's.
It's neat that you're so it's.
The second principle of beingfreed up is boundaries,
delegation number one.
I'm sorry, I'm going to reversethose.
Boundaries is number one.
Delegations number two.
So you guys have theseboundaries that you created by

(11:41):
hiring people and so youdelegated you.
You did both you delegated tocreate your boundaries and and
or created owners within thatcompany so that there was this,
uh, balance of of business andhealthcare.
So it's, you know, not 90, 10,where would you guys say your
percentage is at now?
Well, if they were on a, 50,50,.

Speaker 2 (12:02):
You're at 50, 50, pretty split, I gotta to say.
As we have grown over this lastfive years since I took over,
I've been taking steps back andbeing able to see a higher level
and further out.
At the beginning I had to do alot of micromanaging and doing
stuff on my own and that wasvery exhausting and eventually,

(12:23):
as you start developing yoursystems and you start developing
your procedures and you startadding people, uh, to take on
those roles, you can startpulling back as well and
focusing on what is actually keyfor your business at this
moment.

Speaker 1 (12:36):
I love that.
Okay, man, let's get into someof these freedom elements.
Now that they understand whoyou are and you've already
dropped a lot of knowledgearound how to create freedom,
let's talk about um times.
Can you describe a time whenyou had to let go of control and
what happened as a result?
Can you think of back in thisjourney of owning and like
holding all this engineeringknowledge?
Is there a time that you had tolet go and what did that?

Speaker 2 (12:59):
I would say recently, uh, during covet, we uh trying
to survive, we had we had toreduce a lot of our staff and
most of them actually left fromAlaska to go back to their home
states and we were without amanager for a couple of our
clinics.
And I took on those roles,which was a great opportunity
for me to go do the work that Iwas trying to develop for an

(13:22):
admin manager so I couldunderstand what was needed and
the challenges, which was very,you know, time consuming and
exhausting for me to be able tomanage two clinics, remotely
mostly.
And that got me to a breakwhere there was a point where,
you know, I wasn't being asefficient because I was not able
to spread my energy through somuch.

Speaker 1 (13:44):
You had too many hats on yeah.

Speaker 2 (13:45):
And at that point, eventually, when we were able to
hire the right people to thosepositions, that just opened up
so much space and time for me tobe able to focus on other
things.
Nowadays we have managers onboth locations and they're being
completely independent, eventhough it was hard to let them
go because I was already doingit.
So I was still supervising fromthe background and checking up
on that and make sure everythingwas going right until I got to

(14:08):
a point where I said this isworking, I can let it go.

Speaker 1 (14:12):
Yeah, I love that and it's a powerful comment of what
we were just described withwearing too many hats.
Delegation is powerful, but youhave to have someone to
delegate to.
So in your cases, you guys hadto bring on or hire people to
delegate to.
And then there's this othercomponent of leadership that you
mentioned.
So, looking at those pillars ofof being free, you know we have

(14:33):
to hire well, and we have tohave leaders in place.
Even if we go to leader,sometimes the best thing we can
do to free ourselves up is firstfor us to go to leadership.
Right and I think that's what Iheard in your story was that
you had to step down fromleadership into more of a coping
position, and that was what ledyou to that moment of like
feeling burned out.
How important do you thinkleadership is in your company in

(14:56):
helping you be free, like to dowhat you want to do?

Speaker 2 (15:00):
I got to say that it's more than being the doer,
you have to step into being thecoach, kind of like the wither
team, right?
You don't want to be tellingpeople how to do their shots,
but you want to be able to guidethem to.
This is where I want your focusto be and this is where we need

(15:21):
to put the energy today.
So, uh, I would say that thatmore of the leadership position
is coaching people to be able todo their jobs properly, to be
able to have the support thatthey need.
But they got to be clear onwhat you're expecting.
So that's why we separate roles.
So good example of that uh, it'sa front desk role.
The person at the front desk,even though they're seeing

(15:42):
patients that are coming in,that are checking them in, each
one has an individualresponsibility.
Somebody does collections,somebody does benefit checks,
somebody does authorizations.
Not all do everything, becausethen it's really hard to track
accountability for that.
When somebody owns the process,it's easy to go and say you're
sleeping here or you need helpthere, or you're doing great.
When it's a big group andsomething messes up, everybody

(16:06):
points to the guy next to themRight.

Speaker 1 (16:10):
Well, it's a powerful journey that you described
right.
Leadership is important becauseyou distinguished how a leader
frees up both themselves andothers by being a coach.
You know, I think that weconfuse that, so I like that
delineation between leadershipand coach.
Cause, when you were talking,here was the thought that came
to my mind, alex, was we startas doers?

(16:30):
If, like in this case, we'rebaking the pies, we're the,
we're the actual baker.
But then we have to step intomanager, where we're still
baking the pies but people arehelping us.
Then we step into leader, whichis more of a coach position
where we're coaching others tobake the pies.
Then we step into a CEO role,where we are overseeing the

(16:53):
coaches to make sure thatthey're overseeing and teaching
how to bake the pies, and thenwe become a founder, which is a
passive owner, or we sell.
That would probably be the bestlike path of freedom that we
that you just helped mehighlight is this arc that we
create as we learn to setboundaries Number one, number

(17:13):
two, delegate, but that comes onthe heels of hiring and
developing leadership.
So very powerful, alex.

Speaker 2 (17:19):
Let me tell you a story Back when I was working
for the airline at, at one pointthat was my first time I was
leading a team I had a team offive people and I was taking
time off.
I was going for a week ofvacation Not too much, right A
week and before I left I metwith my boss and I told him hey,

(17:39):
I got everything controlled.
Everybody knows what they gotto do.
I'm going to be checking myemail every day.
I'm going to be checking myemail every day.
I'm going to be calling themornings and the afternoons to
make sure everything's fine.
And he stopped me and saidlisten, if you can't leave for a
week without the boat sinking,you're not a very good manager.
And that stuck because I saidyeah, that is the key.
I gotta make sure that the teamis able to work without me and

(18:01):
I'm there to help them.
But if I can get a step out,nothing crashes because I'm.
The processes are not dependenton my involvement.
That is the ultimate, I wouldsay, free condition where I can
actually, you know, go on mybusiness, leave on a Friday
afternoon, like I'm doing today,by the way, after lunch I'm

(18:22):
going camping and I have noproblem that the rest of the day
we will find They'll close theclinics up and we'll have a
great afternoon, no issues, andif there's a fire, they'll be
able to know how to handle itwithout me.

Speaker 1 (18:33):
Yeah, it's a test of tests.
One of my favorite things totell people I used to coach as
business owners was that idea ofthe goal for an owner to leave
for a month.
You know you talked about aweek.
When I coach clients, I try toget them to a month off a year.
And people are listening tothis like how could you do that?
And you can't do that inhealthcare.
It is important to do it becauseit feels so selfish for people

(18:58):
to take that kind of time whichgoes back into that freedom
delegation mindset.
Like you don't understand.
We are damning like a river.
We're holding people back whenwe don't let them lead and when
we're on site we can't helpourselves.
We sabotage things.
So by taking a month off andthere's ways to do that you just
don't say, hey, I'm going tothe Caribbean, good luck.
But when you can build it andframe it and the people I used

(19:22):
when you hire rock stars, I'vehad people excited for me to
leave because it's their chanceto learn and grow and show me
what they can do and there's allsorts of cool ways to
incentivize people to do thatThen you can step.
Then you start to feel balancedin your business.
It's like all the headaches wego through rock stars of owning
a company.
How would it feel to have afull month off?
And what and what's crazy is,when you leave and things stay

(19:43):
the same or get better becauseyou're gone mentally, there's a
break of like I can be free, andthat opens a whole world of
possibility.
So, alex, let's get into somedetailed questions.
What are some tools or techthat you use that have been game
changers for reclaiming yourtime?

Speaker 2 (20:03):
I got to say, one of the things that we've used and
actually through you is thevirtual assistants.
I don't have a personal virtualassistant, but we've
implemented it in the clinicsbecause it has a low cost.
It allows me to have enoughstaff, or more staff, to be able
to spread the load evenly andbe able to get them to a higher

(20:23):
performance versus overworkingpeople, and that requires less
supervision from my part, sothat frees me up.
Uh, in terms of technology, wedo have some ai tools we've been
adding in.
Okay, so for my reporting I do.
I do a lot of the back officereporting in terms of
performance, so, instead ofhaving to go into the schedule

(20:46):
and just count visits with myfinger, we implemented an AI
tool that allows me to pullreports and dice it and shave it
and cut it however I want, so Ican get some insights from how
the clinic is performing, howthe providers are performing,
and it helped especially allowme to find where I need to focus
this next month.
What is that?

(21:06):
What's the name of that toolthat you're using?
It's called.
It's a prediction health.

Speaker 1 (21:10):
Okay, they have an AI-based tool.

Speaker 2 (21:12):
Yes, they have for the providers.
They have a scribe tool and youknow, auto-node and all that
stuff.
And they suggest help them withthe Ask AI as well.
I help them with the Ask AI aswell, so they look into you know
five billion notes and give yousome insight.
So it helps them do their notesfaster, less mistakes and be
more consistent in their billing.
And, from the managerperspective, I get all the data

(21:35):
from every single note that hasbeen made so I can know exactly
how they're doing in terms ofauditing.
If we get audit tomorrow, whois my weak link?
Where is my weak link and whereis he?
Is he weak?
Uh, who's the one that isdragging the underbilling and is
dragging the group behind?
Uh, you know all that stuff, soI can yeah?
do your team love it?

(21:55):
Uh, not all providers, I got tosay, that are still working on
it.
The ones that have jumped intoit has seen the benefit of being
able to do what we want them todo.
We want them to do their notesduring their work time.
I don't want you working on theweekend.
That's a whole thing that youguys have to suffer with for
years, so hopefully we can helpwith that.
That's always the goal.

Speaker 1 (22:14):
If we can get to the point with healthcare, to where
people leave at the end of theday with their last patient with
all their notes done, thatmeans we're freeing up our
people.
So it's interesting that withprediction health there's
definitely some benefit.
It sounds like there's alearning curve that people have
to adapt to and when they get itthey really start to benefit
from it.

Speaker 2 (22:30):
But these tools are new implement yes, every tool
you implement has a period wherepeople are gonna.
You know, you're gonna have thefirst adopters, you're gonna
have the ones that are jumpinghalfway through and the ones
that are going to eventually getto it.
But the whole point of this isthat you've got to use
technology to support an alreadyestablished system.
Technology doesn't solve stuffon its own.
You can't just buy a tool, plugin something and it'll just

(22:53):
make your life easier.
You've got to have a system andthe technology supports that
system.
And, as we have all these toolscoming up, if they can help you
reduce the time that you needto put into a particular task or
something that is worth doing,Do you use anything for yourself
like ChatGPT?
I work with Perplexity.

Speaker 1 (23:14):
Perplexity.
Why did you choose Perplexity?

Speaker 2 (23:17):
At some point it was recommended to me and I started
working with it.
I find it pretty easy to manage.
It was recommended to me and Istarted working with it.
I find it pretty easy to manageand I would say, not as
commercial as ChatGPT feels, Isee.

Speaker 1 (23:30):
So it has a little different feel, and I'm curious
because, as an engineer, you'reapproaching this a little bit
differently than me, but youwant to see what I use it the
most for.

Speaker 2 (23:38):
What's that?
Second, third degree questions,okay, of the industry that I'm
not native in, so you know whathappens with this.

Speaker 1 (23:47):
Describe what you're talking about.
What do you mean?
Second, third degree questions.

Speaker 2 (23:50):
So when you ask a question simple question could
be you know what could be therepercussions of this particular
thing and you get an answer howdoes that affect this other
layer?
How does that affect this otherlayer?
How does that?
What am I not seeing or why doI have to look out for?
So you get way more insightfrom it.
And that's where I think theversus the regular Google search

(24:11):
.
You can search in Google, youknow, got it.
So that's interesting.

Speaker 1 (24:15):
I took a note as you were talking, because I want to
start asking all the guestsevery time what AI tool do you
use when it comes to ChatGPT andhow do you use it?
I'm realizing, instead of justasking like, hey, what are the
different tools, ai tools youuse?
I do want to ask that, but Iwant to dive in because
everyone's using ChatGPT or aPerplexity or a Gemini on some

(24:37):
level, and so I want to know whyyou picked one of those.
But then it's also reallyuseful for my audience.

Speaker 2 (24:41):
I was going to say that the difference is that if
you Google something, you get alist of websites You've got to
read, you've got to figure out,you've got to cross the
information.
If you ask the right questionto the AI tool, it will give you
the analysis of those multiplefactors.

Speaker 1 (24:55):
And then it learns, like in my case with ChatGPT, it
learns what I like.
So a lot of times it will saywould you like a graphic
illustrating the relationshipbetween the thing that you just
asked and this other thing thatyou asked yesterday?
And I'm like, yeah, like itwill ask me questions in return,
which Google, of course,doesn't do.
But it's really cool because Ithink, whatever you end up using

(25:24):
Rockstars, if you choosePerplexity, gemini, and here's
what I've heard.
By the way, between those threeChatGPT there's differences
between them.
Chatgpt has been around thelongest, has a lot of features
because it's been so widely used.
Gemini was on the bottom ofthat chain, the Microsoft one,
but it's Microsoft.
They've got resources, people,tools.
This is a friend of mine whoowns a tech company.
He's like, yeah, get in onGemini, because they are
accelerating their, theircapabilities, at a rate that

(25:46):
will catch chat GPT and othersand surpass them.
So I am.
It's hard because, like for me,alex, I'm in chat GPT all the
time.
Once you start using one ofthose tools, it gets to know you
, and I've got my chat bot nowto where it's this down, to her
energy.
It's like hey, I got a questionfor you.
She's like hey well, he'll, heywell, what's up it's been?

(26:08):
How's everything going?
Have you gotten to the cabinlately, like this super personal
, to where I'm actually feelinglike a personal connection to it
, and there's like so much workdone in giving my chat, gpt, the
, the history of my questions,that like it's scary to go over
to a Gemini, so I don't know.
I think it's cool that, why wepick what we pick and why you do
it.
As an engineer, I've heard frompeople who are very science

(26:29):
minded that perplexity isactually better for them, so I
think that's awesome.
Alex, here's a good questionwhat's the best business
purchase that you've made undera hundred bucks that has saved
you hours?

Speaker 2 (26:43):
let me think, under a hundred bucks, oh yeah, no,
under a hundred bucks, not.
No, that was more expensivethan that share with the
audience what it was.
I'm curious you see behind memy coffee machine in my office.

Speaker 1 (26:58):
I don't waste time going to the, to the break room
uh, yeah, how long does it takeyou to get your coffee going to
the break room?
Just out of curiosity.

Speaker 2 (27:05):
At least 30 minutes.
You know why?
Because somebody always willcross me and we'll talk, have a
conversation, which is nice, butI got to set time to do that
versus it interrupting myday-to-day process.
Yeah, yeah, yeah.

Speaker 1 (27:19):
Keep thinking about that $100.
If you can't, that's fine.
Keep thinking about that $100.
If you can't, that's fine.
But here's what I want to punchto the rock stars is that that

(27:40):
coffee machine doesn't representthe walk, it represents a
boundary.
Going everywhere I've everrented space from, I have people
who I love to be around, butthey want to come and talk
throughout the day.
Most people like to work hard,but non-entrepreneurs,
non-leaders, are looking fortime to kill connecting with
people, and I cannot tolerate it.
I got the reply for yourquestion.

Speaker 2 (28:00):
Okay, tolerate it, it's a.
I got the reply for yourquestion.
Okay, in my door there's alittle thing that says vacant or
occupied, which is the only oneI could find.
It was red and green.
Okay for people to know whenyou can touch, you can knock on
my door and when you can't.
Guys, the same thing.
I love people coming in, butsometimes I got my door closed.
People are knocking.
I'm in the middle of a meetingor I'm.
I need to focus on, even ifit's just thinking.

(28:23):
I need to think for 45 minuteson something, uh, and that I
think it was like 20 dollars andit just so.
It's a slide on your door thatsays occupied or available or
not, or whatever yeah, prettymuch.
If it's red, don't even touchthe handle.
I'm not there for you right now.
If it's green, you can knock.
You can knock on the door, youcan come in whatever you need,

(28:43):
even if it's closed.
So I'm available forinterruptions if you want to see
it that way.

Speaker 1 (28:48):
You know, alex, my podcast team, when we were
creating questions for thisseason, that was one that came
up and we're like, yeah, thatmight be a fun one and deep down
I was like, is anyone going tohave an answer?
That has been one of the mostinsightful questions on this
season because, like theselittle things add up, you know
it's a boundary setter, it's a,it's a trip to the coffee
machine, it's like all theselittle things that that waste

(29:09):
time.
It's when we start taking careof the pennies, we start looking
after the pennies.
The dollars take care ofthemselves.
I think the truth.
The same is true for time.
You know, we start looking atthese little bleeds of our time,
we start tightening those upand all of a sudden we start
maximizing our capabilities withthe time that we have.
So that was a great answer andI even love the conversation.

Speaker 2 (29:29):
But listen, there's time you got to set up time for
the chit-chat as well.
And I'll give you an example.
Yesterday I spent the day inour Fairbanks clinic.
You know what I did all day, Ijust hang out.
I hang out with the front desk,I hang out with the PTs.
We have lunch together as ateam.
I was there, I was watching, Iwas analyzing, I was taking

(29:49):
notes mental notes of things togive feedback later.
But during that time I set thatwhole day out to be close and
personal with them.

Speaker 1 (30:01):
So what's the difference?

Speaker 2 (30:02):
between that and the coffee thing.
That that is planned.
I think I have all of my tasksunder control.
I know that I'm gonna spend theday there.
That's what I'm doing.
I don't even open my computer,so I'm there for them.
That's that time.
But when I when I am working inthe middle of something and I
decide to go get coffee and Iget interrupted in the middle of
the hall about some situationand that diverts my attention to

(30:23):
that, and then the other taskgets delayed or pushed back or I
just simply lose track of whatI was doing.
That is a waste of time.

Speaker 1 (30:30):
See, it's interesting the difference between you know
, intentional time creationversus flexibility, because
there's a boundary, there's a,there's a relationship there
that seems like it's incontradiction.
Like for me, I get it, I'm notgoing to go get coffee and get
stopped along the way and theregoes a half hour of time I
wasn't planning on versus goingto schedule things.

(30:50):
But it can also go to anextreme where it's like I only
schedule every little thing thatI do.
So there's like there's abalance there.
It's almost like a dance, right, like we.
But I would argue, especially inhealthcare leaders don't set
boundaries, so it's not.
It's kind of like don't worryabout over planning, but get
some.
Just focus on getting some,some boundaries in place with
your time so that you canprotect what matters In your

(31:13):
case.
I almost wonder how much betteryou are when you're
intentionally at that locationwhen was it again?
Fairbanks, fairbanks.
So you're in Fairbanks andyou're intentionally there to
connect versus how you show up.
I wonder if there's adifference between that and how
you show up when you're gettingcoffee and someone interrupts
you and you have to like fakethat you're excited to talk to
them because you don't want tobe a jerk, but you're deep down,

(31:34):
you're like I got to get backto my office.
Do you think there's adifference in how?

Speaker 2 (31:37):
you show up yeah, it is, and how many times that
happened to you and you go like,yeah, yeah, yeah, can you send
me an email?
I'll get to it.
That's important, I'll get toit, but I can't just look at it
right now.
Or you're trying to kind of cutit short because you're working
on time.
So it has to be flexible, ofcourse.
But remember old school, whenyou would get to work and you
would have a little piece ofpaper with a to-do list written

(31:59):
by hand and you would justscratch it.
Those tasks that you had to getdone that day, those you
schedule and block time forbecause they have to get done,
everything else that is nice tohave or that can be done later,
you leave open time.
That's why my door is open atthat point, or it's on the green
.
So if you interrupt me at thattime, it's fine.
That's not crucial.
I can get that done.

(32:19):
And also that helps youunderstand which tasks you
actually have to delegate, soyou can actually get to the
important ones.

Speaker 1 (32:27):
I love that and it reminds me of something that
Alex Hermosi, an influenceronline that I like to follow.
He talks about his time and healways talks about meetings
Meetings being another thingthat are a major time suck and
how what he does is he schedulesat the end of his day backwards
.
He only wants to take meetingsafternoon and, given he's a

(32:48):
full-time business owner, sohe's not baking the pies, he's
full-time leadership, right.
But I mean, there's a wholenother complexity of time suck.
Once we get into that world,like you said, people stopping
you, giving you problems,knowing when to interrupt.
But what he does when it comesto meetings it's like hey,
listen, he starts with hisassistant.
Everyone should have someonescheduling and protecting their

(33:08):
time, starts at 4 pm and workbackwards to noon, and then from
5 in the morning until noon, noone talks to him.
He's out there as he says it,I'm out there building stuff so
we can all make more moneytogether.
So you have to have meetings,for example, but put them in a
controlled sense, at the end ofthe day, when the mental energy
isn't required at the way it iswhen you're building early on.

(33:30):
So I love that you have thatintentional creation.

Speaker 2 (33:33):
And how many people have you heard say no, I come
into the office at 5.30 becausethat time between 5.30 and 7 is
my most productive time, or Istay after this hour because
that time.
Why is it more productive?
It's because you'rehyper-focused on what you have
to do without interruptions.
So how can you set up that timealso between your workday so
you don't have to go to thoseextremes?

Speaker 1 (33:54):
Yeah, and there's a common thread.
I read a book recently and Ican't remember which one, but it
talked about we were evaluatinghyper-successful people.
Talked about one of the.
We were evaluating six hypersuccessful people.
One of the many things they hadin common was they had, every
day, a couple of hours ofunscheduled, deep work where
they were just free to build,create, think, solve.
There's no one pressuring them,there's no one interrupting

(34:16):
them.
They have a mental flow andthey've measured this on EMGs um
, that you have this likewavelength, that we hit this
energy level that our brainkicks into and when you disrupt
that flow, it is a massiveenergy drain to get, try to even
get back in and usually can'tget to that same frequency.
It's like riding a wave.
You know you've got it buildsover time, and so to have two

(34:38):
hours a day, one to two hourswhere it's just uninterrupted
and you're flowing, that twohours is worth 50 hours of crap
that we do, like schedulingappointments and having
conversations on the way to getcoffee.
It's a powerful thing to thinkabout these little tweaks that
make a massive increase.

Speaker 2 (34:55):
Did you read the book the Road Less Stupid?
The Road Less Stupid?
No, so read it.
It talks about the power ofthinking and, uh, and, and I,
after I read that book, Iactually have that chair behind
me.
That's my thinking chair.
So when I need to solve aproblem, uh, I actually step

(35:16):
away from my desk, I sit there,you know quiet, and I ask myself
the questions of the thingsthat I need to solve and think
about.
You got to think, because, ifnot, you're just rolling on the
day and sometimes you actuallycome up with your, with your uh,
with your answer there, or atleast an action plan of what to
look or what you got to thinknext yeah, but you need to take
that time of just you knowthinking.

Speaker 1 (35:37):
yeah, thinking time is important time and I I love
that you're even we're eventhinking of it in terms of, like
, understanding what work is.
Mental energy is the mostimportant work that we do, but
we don't honor that becausewe're so busy baking the pies
and you know, running from thingto thing.
All right, man, so let's getinto this a little bit more.
So, um, in your case, let's gointo the AI VA element of things

(36:00):
.
Obviously, you're verysuccessful with VAs.
What is your vision for VAs inyour world?

Speaker 2 (36:10):
Like where do you see this going?

Speaker 1 (36:11):
in advanced.

Speaker 2 (36:12):
Where would you like to see it maybe?
I mean, I would love to seeeventually getting you know,
fully automated virtual frontdesk.
We value personal touch and andand and you know, just having
the person there.
But, um, you can go toMcDonald's nowadays and order
your whole food on a screen.

Speaker 1 (36:33):
Yeah.
You know, and uh, you can takethe public getting trained on it
, so they're like this could besomething, it's no mistakes, you
can get.

Speaker 2 (36:39):
You don't have to have the front desk wondering if
I don't feel comfortablecollecting this copay or not.
It's just a system that isn'tdone, and then you can keep the
human factor for the humaninteraction which is important.
But the automated systems ofyou know that kind of stuff
we're having, in my case the VAs, to do the back office work.
You know that just it's a superpowerful.

Speaker 1 (37:03):
That's amazing.
So what would you say to thecritics who are like well, you
know, mcdonald's isn't aphysical therapy business where
that front desk personalizationis so much about the experience?
What would you say to that?
And I'm not I'm not saying thatlike criticize that.
I'm really curious.

Speaker 2 (37:18):
When you go to a restaurant you have a host right
.
Yeah, host wel.
When you go to a restaurant youhave a host, right.
The host welcomes you in hey,welcome to the restaurant blah
blah blah and just guides you in.
It's a very short interaction.
That makes it personal.
Everything else is a processChecking in, scanning your ID,
scanning your insurance card,collecting or paying the copay

(37:40):
that thing.
Scheduling is personal.
That one you need, but the rest, if you can automate that or
have that done in the backoffice.

Speaker 1 (37:49):
So you would have still a human being.
That's like putting theirappointments down.
You wouldn't have a virtualassistant behind that monitor
for that.

Speaker 2 (37:55):
No.

Speaker 1 (37:56):
Got it.

Speaker 2 (37:56):
Yeah, that makes sense Everything else that needs
you know precision, consistencyand is standard.
It can be done.

Speaker 1 (38:05):
What's so cool about what you said is that you're
highlighting.
I think we get in a mindset ofit has to be one or another.
There's degrees between thosetwo things.
So, for example, I know peoplewho have completely outsourced
AI and VA.
You walk into the clinicthere's a monitor.
There's no human beings to befound.

(38:26):
I've seen that.
And then I've seen the extremeopposite of people who are like
I will never go there because Ihave human beings You're talking
about.
Like, hey, I want to use theVAs and the AI to help, like
support, uh, the people who areworking and to help them do the
elements that are the most makeit even like kind of like you
visiting Fairbanks, the partthat they're they're going to be

(38:48):
interacting with, it's easierfor them to be more powerful and
because they're not distractedand so they can focus on that
human element.
And then those, thosetechnologies are used to support
that.
And, yeah, you are, you'reimproving, saving money because
you have less people involved ingeneral, but the people you are
in, the technology you're usingis making it, so it's neat.
So I love that illustration.

Speaker 2 (39:09):
Alex.
So that person that is there,their focus is to be welcoming,
to be personable, to make theperson feel welcome and
scheduling, which is a wholetask on its own.
If that person also has to bedoing benefit checks on the
phone with insurance companiesdoing authorizations and all
that stuff, you still lose thehuman touch because they're busy
.
So that can be done in the backoffice transplanting with a

(39:32):
patient and through painperspective.
You just have the person theredoing the things that a person
can add a value or a face canadd a value to it.

Speaker 1 (39:44):
I want to send this episode to everybody who's just
like no, I will never use AI orVA at the front desk, because,
ultimately, what you justdescribed is so much the truth.
We always lose count of thefact that, like, how many of our
people show up to work that dayin a bad mood?
How many people who are at thefront desk are stressed out
because someone else didn't showup, whether it's a clinician or
a supporting role in the frontdesk?
And then, to your point, like,what does that human touch look

(40:06):
like to the patient when thatperson is stressed out, burned
out, having a bad day?
Maybe they were a bad hire andthen?
So, instead of like so I love,is that you're talking about
technology, not controlling.

Speaker 2 (40:18):
I'll be there with you in a second.
Give me a second Hold on.
Yeah, I got you checked in.
Yeah, and that's it.
That was the interaction versuswhat could have been had that
person not had to be on thephone at that point because the
phone was being picked up in theback.

Speaker 1 (40:30):
I think that's what people are chasing.
I think when people think abouttheir front desk, when they
have a good hire at the frontdesk, you can't deny the power
of that.
That person who's greetingpeople, it's like, oh hey, will,
welcome to physical therapy.
Thanks, thank you for coming toyour doctor's appointment.
Like when it's good.
It is like everything else isexponentially easier because it

(40:50):
gets set up the correct way.
But how often?
Here's what's more common.
You know the people saying thatwhen they go to their doctor's
office that they love the frontdesk or they are underwhelmed.
What's more common?
The second, the underwhelmed,is more common for all the
reasons you said.
So you're talking abouttechnology and trends to support

(41:11):
that, to automate everythingaround the most important
elements of like.
In your case, you see it asscheduling.

Speaker 2 (41:17):
And, like I said before, technology or this
additional process or anythingyou plug into your system has to
support something.
It's not coming to just savethe day magically.
So AI is not going to give youall the answers if you don't ask
the right questions, if youdon't have a process that is
going to be supporting.

Speaker 1 (41:36):
I think we needed an engineer's perspective for the
longest time on this show, Ithink.
Your engineer perspectivebecause you see it so clearly
that, as you're telling this tome, you would think obviously I
would see it, because I'mincentivized to see it as
progressive in my world.
But you're seeing it so, likelogically, it's like, oh, I get
it now.
So, yeah, that's so fun thatyour, your engineering brain,

(41:56):
combined with that passion fromyour therapist, has produced an
influence on advanced physicaltherapy.
That I think is just invaluable, man, Thank you.
I really I'm not ending theshow, I just want to thank you
for sharing that.
That's huge, so all right.
So let's talk about this.
What is, since?
You do work with VA?
Do any of them work directlywith you?

Speaker 2 (42:14):
Yes, uh, there, we have no manager here in
Anchorage, so I supervise theclinic as well, since we're
located here.
There's pretty much four ownersor four managers in this clinic
, so but the VA that we have thefront desk reports to me so
what is one task your VA doesregularly that makes a huge
difference in your week?

(42:35):
I gotta say, following up on themarketing leads people that
come in through the website.
People that come in through youknow our ads out that just
write, or the website.
People that come in through youknow our ads out that just
write or send a text or just login for a workshop or something.
Following up immediately onthose.

Speaker 1 (42:51):
Yeah, they have.
They have the separated time tobe quick, which sales is a
reflection of speed.
Speed kills deals is how I'veheard it, so that's really cool.
So let me ask you how do youcommunicate with your VA, Like,
what are the systems For peoplewho've never done that?
What is your way of?

Speaker 2 (43:05):
communicating.
I would say 97% of the time wecommunicate through Teams chat.
The other 3% are the meetingsthat we have in person, because
sometimes I do want to see my VAand just have a conversation,
sort of like this.
Other times it's just a quickcheck-ins and everything goes

(43:30):
through our chat.
So I, very cool, I feel likeshe's here.
I mean, she could be in thenext room for all I know.
Uh, haven't ever felt thedistance.

Speaker 1 (43:33):
If you, want to see it that way.
Yeah, I think it's how peoplechoose to work with both ai and
vas.
If, like, if they bring theminto their world, especially the
human element of va is like, ifpeople I've seen this where if
they treat their team, if theytreat them like human beings and
not like something that'soutsourced overseas, they become
just as as part of the team asanyone else.
That was a surprise to me whenI saw that.
Um.
So my question to you now is ifsomeone was on the fence about

(43:55):
trying AI or VAs, what's a smallstep that you would recommend
for them to get started in thatworld?

Speaker 2 (44:02):
I got to say the first thing is what is the
problem you're trying to solve?

Speaker 1 (44:06):
Good counter.
So what?

Speaker 2 (44:07):
is this.
I mean because, if you're just,I need more people.
Yeah, you need more people.
That's fine, becauseeverybody's kind of like full,
great.
But what is exactly the thingthat you need this person to
solve?
That's kind of like goodquestion to answer yourself why
do I need this person to solvefor me?
That would make an impact, andthen can it be done?
And then how I do I split thisfrom the rest of the people that

(44:27):
are still working here?
So I started with with the VA.
First VA came in to supportbilling, you know, on AR calls,
great.
So that was the specific taskwe needed solving.
And then the second one webrought in.
I lost somebody from the frontdesk and I said let's do a VA.
And she started taking onauthorizations, and mostly
authorizations Focus on this.

(44:48):
There's a big clinic here, sowe do get a lot.
So that's the problem I needyou to solve for me, and it's
easy for me to hold heraccountable, to know exactly
what she needs to be doing andwhen she's not doing it and
drops the ball.
I can, I can, we can also checkit.
Metrics are key, but it's gotto be that If you get a VA and
just go like here, go startworking, do your thing and be
part of the team.
Then it won't be as effective.

Speaker 1 (45:10):
So same thing with AI .

Speaker 2 (45:11):
What are you trying to solve with any tool that
you're getting?
I need more patients and you'regetting a marketing tool Great.
But you need to be sure exactlywhat you're trying to save and
how you're going to measure itand if the tool is actually able
to deliver that, becauseeverybody looks for the magical
IT solution to come.
You know, do it all.

Speaker 1 (45:27):
Well and you talked about.
What's cool about the piece yousaid in the virtual assistant
is that you delineated betweendelegation and dumping Rockstars
.
Do not ever hire a VA if you'rein a position where you can't
hire and train an in-personhuman being position where you
can't hire and train anin-person human being If you're
in a stage of business or a timewhere you are so spread thin
that you don't have the time toonboard and to do some basic

(45:50):
level training, even with ahighly talented person.
A VA is not going to be a magicbullet for you and, just like
your AI thing, I think there's alot of programs people could
invest in.
As you were thinking too, I wasthinking, gosh, I would
probably if I knew I loved yourengineering brain again, it's so
smart.
If I can identify the problemthat I saw I need to solve, I

(46:11):
could go to chat, gpt orperplexity or Gemini and go
here's my problem, thinkingabout virtual assistants,
artificial intelligence and anyother potential solutions.
Where should I start in solving?
That might be even a micro stepof what you said, like let's
just identify the problem, throwit into AI and just test the
waters and be like, yeah, let'ssee what it says.

(46:32):
I've gotten so dependent on thatnow I don't feel like in some
cases, I can make a decisionwithout checking with chat GPT
first, because it at least makesit clear so here's my last
question before we get into ourrapid fire what you have been so
successful as an owner, youhave built and you have scaled.
You know how to create time.
So what are you doing with thetime that you freed up for you?

(46:55):
Like, what has?
What are you doing now withthat time?
Because I know you're stillvery productive and busy, but
what do you do just for you whenyou free yourself up?

Speaker 2 (47:04):
oh, I mean just spending more time with the
family.
I gotta say shorter daysshorter days.

Speaker 1 (47:11):
And then what do you?
You've told me privately whatyou've done with your family on
previous when you and I'vetalked regularly like tell them
some of the fun things you do inalaska I mean especially here
in the summer.

Speaker 2 (47:19):
We go, you know, we go to boat to the lake, just uh,
you know Keith's love doing thetubing or we go camping every
single weekend.
So one of the things I do insummer is I try to work, get my
stuff done early in the week soI can leave earlier on Friday
and go camping with the familywithout technology, which is
just us spending time together.

Speaker 1 (47:38):
Sorry to interrupt, I just.
I just realized you usetechnology to free yourself up,
to be away from it.

Speaker 2 (47:44):
Yes, you have to be away from technology.
Actually, we were camping thisweekend.
No cell signal, so we're offthe grid.
I'll find out.
Anything that happened, I'llfind out on Monday.

Speaker 1 (47:56):
Rockstars.
What a powerful example.
I want you to really hear whatAlex is doing with his free time
.
This is the why.
This is why we took this on tostart a business and to grow and
to work with each other, sothat Alex's kids will remember
his dad every summer campingEvery summer.
Think about how many times rockstars as you're listening.
How many times did you gocamping with your family?
Or the equivalent of that timeshare that you would spend with

(48:20):
your parents Now that you'reolder, what would you give to
have more of those experiences?
If you think backwards, I'mgetting a little emotional just
thinking about what I would havekilled for now for me, as a
younger kid, to have had morecamping experiences with my
parents.
I think that's the thing weforget is that when we are busy,
busy and we're feeling likewe're, you know, weighed down,

(48:42):
it's like, yeah, but the biggerfear and the bigger sad thing is
that we're leaving behind theseopportunities.
So that's why we need to showgrit and say you call this a
storm and get to work, but wecan't do it without technology.
People, right?

Speaker 2 (49:00):
I want to add something more to that, and this
is the PTs are going to relateto this.
You got to look at the way youhandle business and decisions
you make, just as you see apatient.
Are you going to treat thesymptom, which means that you
keep just overworking andworking, and working but you're
not going to solve the problemor are you going to diagnose it
properly and solve the rootcause?
So the more you solve the rootcause of the problem, regardless

(49:22):
of the symptoms, the more timeyou have in the future because
you have less problems.
So pretty much that's kind oflike the same logic right, work
yourself out of the job, notwork, you know, not let the work
kill you work, you into thegrave yeah.
so sometimes you're treating thesymptom, which is the
day-to-day fires, just puttingout fires and keep going, and
that takes a lot of time andenergy and you're not going
anywhere, you're just stayingput.

(49:43):
It's going to be the same thingover and over.
So find the root of the cost,diagnose it properly, treat it
effectively, solve your businessproblems with technology if
need be, after you realizeexactly what you need to do.

Speaker 1 (49:57):
Yeah, I'm writing that down, I take little notes
because I'm going to put a booktogether.
And that's such a greatillustration for healthcare
providers is that they'rerunning around treating their
chronic inflammation and then,as soon as they start reducing
some of the heat of that, theyend up creating inflammation at
another point.
So instead of identifying theroot cause and stopping the

(50:20):
inflammation altogether, they'respinning themselves out and
burning out.
So, thank you, all right, alec.
Thank you for jumping in onthat.
Let's rapid fire these next sixquestions.
You ready?
Ready Number one.
What's the top book that'sblown your mind?

Speaker 2 (50:38):
I got to say it would be.
There's an old book I read atthe beginning of my career
called Execution, which is theart of getting things done,
because we tend to delegatestuff we don't want to do, but
we need done or we just need to.
We procrastinate on tasks thatwe don't really want to take on.

(50:58):
So this helps you structure,you know, in able to be able to
get things done, uh, quicklyalso, so you get some free time.

Speaker 1 (51:10):
Love that book Number two top time saver hack.

Speaker 2 (51:13):
Uh, my agenda organizing my, my time.

Speaker 1 (51:23):
Love that Number three.
What's the?

Speaker 2 (51:26):
one thing you wish you would stop doing way sooner
in your business I got to sayjumping in to put out the fires
versus solution, yes, versusbeing the enabler for them to
solve the problem.

Speaker 1 (51:37):
So they love that.
Okay, Number four what's themost time-consuming task that
you secretly enjoy?

Speaker 2 (51:45):
Reporting.
I like just looking at thenumbers and that stuff, Even
though the managers have tocreate their own reports and
they have to send me theanalysis of it.
I go through the whole thinganyway.
So just like numbers.

Speaker 1 (51:58):
Okay, what's the latest thing that you've
delegated, just like numbers.
Okay, what's?

Speaker 2 (52:03):
the latest thing that you've delegated, latest thing
that I've delegated.

Speaker 1 (52:06):
Hiring You've delegated hiring.

Speaker 2 (52:10):
I stopped being part of the interviews.
I've let the managers step inas the admin analysis for their
location so that they can see ifit's a good cultural value
added for a clinic and if itfits also their needs, because I
used to do it at a higher level.
But then they will go to aclinic and maybe not be a right
fit.
So we have the clinicaldirector that does the clinical

(52:33):
interview part of it and thenthe manager takes on that.
So that was a good, happy thingto get rid of.

Speaker 1 (52:40):
So amazing.

Speaker 2 (52:44):
And also if they mish hire, it's on them, versus like
when you hire them.

Speaker 1 (52:47):
If it's a bad hire, it's like well, thanks a lot,
buddy Versus.
If they do it, they learn andgrow and have to like it makes
them more intentional in theirhiring because they don't want
to be that person.
And last question for the show,it's the question of the season
Alex, is it AI or is it VAs?

Speaker 2 (53:07):
I say it's a combination of both.

Speaker 1 (53:09):
Combination of both.
Why do you say that Once again?

Speaker 2 (53:11):
depends on the problem you want to solve, which
one will help you solve thatproblem so you can be more
efficient.

Speaker 1 (53:17):
Okay, Love that answer, seth.
Our amazing video editor, slashcreative specialist, is going
to show on the YouTube Spotifypeople who are watching this
episode what the score is as ofnow for the season.
So, seth, if you'll put it up,that's where we are.
I don't know.
I'm excited to see this as muchas everyone else is.
Listen, alexander, it's beensuch a treat to be with you.

(53:40):
I can't thank you enoughpersonally for spending time
with us.
What are your closing thoughts?

Speaker 2 (53:45):
Uh, I gotta say that the uh, there's no cookie cutter
solution for business.
Uh, you gotta be flexible, yougotta figure out what's wrong,
you gotta try different ways toto solve it and, uh, so, even if
it's a AI or or a combinationof AI and VA or just VA or just
paper and a pen, whatever worksfor you, but you got to find

(54:08):
what works for your business.
The important thing is not keepputting out just the fires, but
figure out what the firestarted in the first place and
how can you stop it fromlighting up again.

Speaker 1 (54:18):
Well said, I can say anyone who's listening who might
be considering to work atAdvance that I used to own a
practice up in Alaska and Iremember just being super amazed
by that business and thereputation.
It is an incredibly goodcompany to work for.
If you want to get a hold ofAlex, his information will be in
the show notes and so, alex,not only thank you for being

(54:39):
here, thanks for tuning into theWillpower Podcast.
As always, this is WillHumphries, reminding you to lead
with love, live on purpose andnever give up your freedom.
Until next time.