High-Performance Practice Series, Ep. 4: How To Renegotiate Payer Contracts (And When To Just Drop Them)

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High-Performance Practice Series, Ep. 4: How To Renegotiate Payer Contracts (And When To Just Drop Them)

Quick heads up for all the private practice owners who are tuning in. If you've been tuning in to the show for a while, it took me at least ten years of grinding in my own clinics before I finally figured out how to scale and sell my four practices for seven figures and about three times the national average. The biggest shift wasn't some secret marketing hack. It was how I thought about profit systems and my role as the owner. That's exactly what we're going to be working on together with you at the High Performance Practice Conference this fall in San Antonio, Texas.

From October 15th through 17th, Adam, Robin, and I are hosting a three-day hands-on event for PT, OT, speech, mental health, Peds, pelvic floor, and medical practice owners who want to build clinics that are profitable, scalable, and best of all, do not depend on them 24/7. We'll dig into simple profit and KPI frameworks, real leadership and culture work, and practical systems you can take home and plug in with your team.

 

If you're doing roughly 6 to 7 low figures a year and you want your clinic to feel more like a real business and less like a job/cage, I'd love to see you there. Frankly, I'd love to see you bring your leadership teams as well, since we will have breakout sessions for them, too. You can get all the details and grab your seat at the link in the show notes. All right, let's get into the episode.

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Welcome to the show. I've got my partner Adam Robin with me. How are you doing, man?

I'm doing good.

Do not lie.

That was the best cover-up I could come up with.

It's a little sluggish, right?

Yes, it's one of those things where physically I'm tired, but mentally I'm charged up. I am trying to just.

I do not think I have that disparity, that disconnect in my body. If I'm slow physically, I'm slow mentally too. We'll push through because we've got some cool stuff to talk about. When I brought it up, you're like, “Yes, let’s talk.”

I love talking about a topic that I'm actively studying, because now I've got all the ideas. I feel like there's some value that I can add here. That's exciting.

This is episode four of the High Performance Practice Series for our show. All leading up to our high-performing practice conference for the Private Practice Owners Club in San Antonio, October 15th through 17th. Go to PPOClubEvents.com to register. Bring your leadership team. We're going to have multiple tracks so they can get value as well. You can divide and conquer, get a ton of value for your clinic, but that's going to be all about how to make things more efficient, how to be a better practice owner, how to run things more efficiently, how to make it more profitable, and gain freedom in your clinic.

For episode four, we're going to be talking about contract negotiations and payer relationships. I like how you brought it up. We had a coaching call, our group call, and someone was talking about their issues with recruiting, and everyone's having issues with recruiting. Probably 90% of the country is having issues with recruiting providers.

They said that they had lost the provider because they could not provide similar benefits to a local hospital, and you flipped the conversation from a recruiting conversation. I like how you did that. Frankly, I'd like you to revisit that and take us through your thought process. Maybe give us a little backstory if you have some behind why you would flip that conversation from recruiting to increasing cashflow, but just go down the same path you went through this morning.

The first thing was, the story was, listen, we lost a PT. We lost a good candidate. They may have extended an offer or whatnot.

The salary was a little bit higher, but the healthcare benefits were not correct.

The healthcare benefits did not quite match the hospital one, so they declined.

Do you think that's a per instinct?

It’s very common, and going to continue to be more common. It's not going away. It's going to get worse, which is why you need to come to the conference so you can learn how to adapt and build your model so that you can get out of that curve. Rightfully so, this person's instinct was to say, “Maybe I can double down on LinkedIn, or I can spend more time on recruiting, I can hustle more.” I was like, “What if you just figured out how to pay more?” If you just figured out how to pay them more, and that way, you could just have a better offer. Let's go back to the top, which is what's your average reimbursement per visit?

Let's highlight that. The restraint isn't the health benefits package. The benefits package. That's not the restraint.

It's the symptom.

Finding The Real Bottleneck In Recruiting

The higher-level restraint. Let's look at the real bottleneck, that is you cannot justify, because of your current revenue streams, affording and paying for a better healthcare package. I just want to highlight that.

That's what it was. It's like, “Let's fix the main thing.” It’s literally probably the biggest cost in your business, focusing on the wrong constraint. She would have spent an entire quarter focusing on, let me shop around all these healthcare plans, and let me get creative with this. It's like, “What if you just spent that energy on the primary thing, which is learning how to make more money in your practice so that you can afford the thing that actually attracts great candidates?” That's where that conversation landed.

That's what led us to this conversation. What are some of those levers we can do to increase our average reimbursement per visit?

To be clear, there are not that many.

Maybe one hand?

There are not that many. It's not that complicated, but we have to assume that at least most people, if you've been tuning in to this and if this is not your first show, already know that we are going to talk about over-the-counter collections. We are going to talk about billing. Those are the basics. We are not even going to talk about additional revenue streams until you have the foundational elements of financial management cleaned up and buttoned up really tight.

If you were interested in this show’s episode because it said something about contract renegotiations, trigger warning. We're not going to talk about it until you've got other crap fixed first. I will find you bringing it up until you improve some other things.

Fixing Revenue Cycle Basics First

I'm going to put you in a headlock, and you're not going to escape until you do what we tell you to do. Over the counter collections, make sure you're maximally billing and coding at the provider level, and make sure your revenue cycle is super clean from verification authorizations to billing in your AR. That has got to be so perfect before you even talk about messing with contracts.



Can I give a real-world example?

Yes.

Unlocking Cash Flow With Over-the-Counter Collections

I had a conversation with an owner yesterday who said, “I just want you to know, you and Adam have been harping on over-the-counter collections and making sure you collect every dollar.” We noticed that we had a patient outstanding balance on our AR aging of $30,000. We are in a small rural town, and we want to play the nice guys. These people are not coming back and paying their bills. We made a significant change because you guys have been harping on it, and he said they collected more over-the-counter collections in June of 2026 than combined April and May. July is going to be significantly more than June. We are only three weeks into July, and it is just because he finally put his foot down and made a significant change.

I can promise you, he did not say it explicitly, but I can promise you his bank account looks significantly better than it did in May. Doing some of the things that we were talking about makes significant changes to cash flow and will increase your revenues by ten percent. If you have less than average management of these three areas, you will increase cash flow by ten percent just by doing those things without even renegotiating a single contract. Let's clean up our house first before we go elsewhere looking for reimbursement.

There are so many reasons to do it that way because chase two rabbits you catch none or something like that, right? It's like, you cannot do too many things at one time. You do not have, you're not smart enough, you're not skilled enough. You do not have the operational capacity. You're human. You have to be focused. Getting really good at over-the-counter collections is going to take systems building, spreadsheets, tracking, and accountability, and you are going to have to change behavior and have hard conversations with your team and your patients.

It is going to kill you. You got to go to the providers and be like, “We got to bill better. We got to do that.” We got to change all that behavior and create accountability. You got to learn the whole revenue cycle, and you got to button all those things up. Once those things are buttoned up, the systems are built, and you have at least one person in each of those seats who owns a key metric and who is owning that performance, and it is in the green every week. Now you can free yourself up to have the bandwidth to focus on the next thing

A good place to start is analyzing your contracts. That is going to require another system, another process, and another chunk of bandwidth that is going to be required for you to actually execute. If you jump into this thing too quickly and you're over the counter and everything else starts slipping, you are just going to be spinning. You're going to be working. You're going to have another job, right? You're going to be broke and more stressed. Hopefully that lands and you guys get the point at this point.

Four Core Financial Metrics To Track

Let's look at it in real time where if you are thinking about contract negotiations first and trying to increase your average reimbursement with a particular insurance company, it is good to start with a clear understanding of what your average reimbursement is for that particular insurance first. You need to know exactly where you are coming from, and you need to know your cost per visit, which, frankly, many owners do not know, to understand if what we are negotiating for is good or bad, whether it is worth it or not.

When they come back at you and say this is our last and final offer, are you willing to drop at that point, or are you just going to say yes? You will not know if you do not have these measures to base that decision off of. A hundred percent, you have to, so that goes back to cleaning up your billing collections department so that they are optimally collecting every dollar. If they are, and you have good metrics, based on this three-month history, this is our average reimbursement for this particular payer.

We know our cost per visit. We know we need to ask for another $15 per visit at a minimum. That's like our baseline. If they cannot get up another $15, then it is worth dropping them. We just cannot justify it. It is important to have your ducks in a row before you even start these negotiations, not just by having the data, but knowing that your back-end systems are really good at giving you what we can maximize with this contract.

You can approach those negotiations from a place of clarity, from a place of knowing what you need, and comfort in knowing that this just does not work anymore. You mentioned two metrics. I just want to make sure we highlight them. One was average reimbursement per visit. I do not know if you noticed, but even one of our clients we asked what her average reimbursement per visit was, she was like, “I had to go back and double-check.” That's literally the number one mistake of practice owners. You do not really know it.

My red flag kicked up, and I said, “You're my coach,” and she said, “I know, I do not know it.”

Why? She needs a provider. She's stuck on the treatment floor. She's busy. I know your average reimbursement per visit. Number two, know your cost per visit. Just have a weekly or a monthly cadence where you're measuring that thing every month. Have a VA or a front desk person measure it for you. Have your biller or somebody measure it for you.

Your bookkeeper, your CPA.

Bookkeeper could do it. Somebody's got to own it. The other two metrics that are important to know here are going to be the percentage of visit volume that you see for each of those contracts. If you can imagine a spreadsheet with Blue Cross, Medicare, Medicaid, United, or whatever, what percentage of total patient visits are you seeing? Lastly is the percentage of revenue. The percentage of revenue that is being generated at each of those contracts. At that point, you have got a pretty good pulse on are they subjectively where those contracts stack up for you.



It is really important to have those metrics because the assumption is that a flat rate payer, like United Healthcare, is going to pay $65 a visit. You might assume that, but when you go through this exercise, what you are not accounting for is denials, drawdowns, or anything like that. When you do the math, it actually might come out to $58.71, which another client of mine figured out and could not drop United Healthcare fast enough. He recognized that that's fifteen percent of my patient load, scary because that number of visits is going to fall off the schedule, but it only represents 8$ or 9% of my financial revenue.

Calculating Administrative Burden And Payer Profitability

I can find other ways to make up 8% or 9% of my finances and not see those visits. Maybe fill in those appointments with higher-paying payers and yada, yada. It is important to have those metrics so you can build off of them, and you also need to consider what the administrative burden is. When I say administrative burden, do they play nice? Are they getting you the authorization in a timely manner and giving you a significant number of visits to treat your patient to a full plan of care?

Are they giving you six initials and then crumbs after that, two visits here, one visit there to continue? In order to get that, there are calls and faxes and reports and re-evaluations and denials and appeals, and that's an administrative burden that has a price tag. Although it's easy to track, it's going to cost you, and especially your administrative team, time and money to deal with. Relieving the team of that headache could be a huge win in and of itself, addition by subtraction. You do need to consider that, and as you are looking at each of these insurances on a spreadsheet, not only are you looking at these key KPIs, but you can also add another column, zero to ten, on how easy it is to get paid by these guys and get the visits that we need.

If that is low and reimbursement is below the cost per visit, highlight them in red because these are the ones we focus on first. It is easy to do this when the schedules are relatively full, and there might even be a waiting list. There is something to be said for keeping a low-paying insurance. If you're having a hard time filling schedules and you still have to meet payroll, either that person is sitting, not seeing a patient, or they're taking a low-paying insurance that's below cost per visit. You could justify keeping that simply because you still have to meet their payroll, and it's better that they see something instead of nothing.

If your visit volume goes down, meaning if your schedules are not already full, and you keep your current payroll expenses, but your total volume goes down, so now your schedules go from 90% full to 80% full, your cost per visit is going to skyrocket. It's going to throw you into a whole different demographic. Ideally, we want to keep our cost per visit baseline, and then pull some of those people off the waiting list who have the insurance that you want to treat, and that way you can create more space between your cost and your revenue.

A conversation we had with this provider was that she does not have to do marketing. They're busy, and they can fill the schedule.

That's a great place to be.

She dropped United Health Care, average reimbursement per visit went up, did not have a problem filling the schedule, and now she's like, “I already know the other two that we're dropping.” Easy enough. I know we're talking about dropping insurance already, when the conversation might drop them. I know I do not own a clinic anymore, so it's easier for me to say, save your time and energy with the negotiation process and just drop them. There are some that are like that, but then there are some that are worth it.

If they do not have a ton of administrative burden, and they're closer to your cost per visit, you just need more margin, then let me talk to them. Let's reach out to them. If we're looking at renegotiations, you've had some success with it recently, and you're in the process of doing some more. What have you found that has been successful on your end from soup to nuts? How do you get started? Who do you talk to? What does your conversation look like? Is it a letter? Is it an email? How do you go about it?

How To Locate And Approach Contract Managers

I'll try to paint that picture, but renegotiation is really nothing more than a negotiation you would have with any other person in the world. Every time you hire somebody, you're negotiating a salary. You're just trying to have a conversation with the right person and negotiate your value with ideally a little bit of clarity and composure. First thing you have to know is who the person to talk to is, and I believe there should be somebody at each of the insurance companies who has a title that sounds something like contract manager, something along those lines. If you can find out who that person is, you want to try to email them and keep emailing them until you find out who that person is, and finding out who that person is.

Can I ask, do you find it difficult to find that person at times?

Yes. Everything is difficult when you first start. If you're looking at a spreadsheet and it's blank, you've got to get on the website, get one of your patients, get the contract, the provider number, and get on the call with provider relations. You've got to start there, but once you start collecting these contacts, “Now I have their email, I have their name, I have their phone number,” the second time around it becomes easier, just like everything else. You start building repetition and familiarity with the process.

You've got a spreadsheet with, this is my contact at this insurance company with this email address and this phone number, and you keep track of that. You've got that on file, it sounds like.

You want to keep track of this as the record of our conversation. Here are all our emails that we've exchanged. If you get really sad, you can look at, “Here are the emails that actually led to a positive renegotiation.” You can start pooling those together, and you can repurpose them, probably a good idea to repurpose them.

We're doing a show with a client of ours named Trace, and he was in Tennessee.

I remember Trace.

He was looking to renegotiate with United Healthcare. It took him probably 90 days to find the right person to talk to because there's one person who oversaw a region of 3 or 4 states, and she oversaw United Healthcare Medicare and Medicaid, but there was someone else who oversaw United Healthcare workers' comp and federal programs. He finally figured out he had to talk to both of them, and they're like, “Do you want to get rid of it altogether or just these two plans? If you keep this plan, you have to go to the plan.”

You finally figured it out like, “I can keep the United Healthcare Medicare supplement plan, but I'm going to get off of the UnitedHealthcare VA.” You'd have to go back and listen to the show, but it took him a long time to get to that point. Once you get to that point, now we can have a conversation, and things start moving along rather quickly. I'm just saying, it does take some footwork, and it does take some time. It's not as easy as you might think, because frankly, the players do not want to have these conversations.

It's all hard. Get used to it. Welcome to business. That's why you need to focus. That's why you need time. You need the time. This goes back to the very beginning of the show. It's going to require your energy. It's going to require your effort and your team's effort. Make sure you've got it. Make sure you're in a place where you're ready to deploy that. Focus energy. You will do anything. You're a smart person. You're capable. You'd be surprised at what you can do with twenty hours of work. Just focus on it for twenty hours.

You'll be halfway there. Once you get into it, you find the person, you can send an email with ideally a little bit of data that basically is going to say, “This is who we are, ideally with some type of professional letterhead. We've reviewed our data. We've had a contract for this length of time. Here's the data that we've pulled. Here's the volume of visits that we're currently seeing for you. This is how you rank against some of the competitive contracts in the area. Based on this, we need to have at least X in order to continue to create that even exchange. We'd like to enter into renegotiations. What are the next steps?” Something like that.

Is that the straight-off first-up email that you send off?

Yes. You want them to see that email and say, “They've done their homework.” If the email sounds like, “I'm whiny and I want a free handout.” You're just not going to be a valuable partner for them. Come with a little data, respect the relationship, but also come with something objective that can lead the conversation and not be emotional.

Some of it can be the value that you offer, the services that you do, what it might look like for people to get into your clinic, how long it takes, and what surrounding competition might be seeing or doing. I'm just throwing ideas out there. As you said, you want to provide as much objectivity as possible. You can show the case that when we provide a ton of value, your clients get results when they come to see us. In order to maintain this relationship, we're going to just need a better exchange.

Ideally, you want to try to make it about the patient. In order to continue to provide the quality of care that I know that you value for your customers, we're going to need to be able to do this so that we can keep our people retained and maintain our compliance. Keep it like that. That’s going to go back and forth. They might offer you something straight from the email. You're going to say, “No, sorry, that's not going to actually work. We reviewed it with our leadership team.” It's not going to quite cut it. We're going to have to carve out a little bit, and you might have to escalate it to a phone call. Essentially, you're going to continue to push that professionally until they basically say, “This is all we're going to do. If you do not like it, you can drop it.” There you go. There's your line.

You can make a decision.

You bring that to your leadership team, bring that to your data, and you can decide like, “Can we do this? Should we do this?” Does this continue to align with who we want to be as a company?

Do you find that that's taken a number of steps, a number of emails? Is this typically a 2, or 3-month process, or what?

I do not think so. Maybe the first one, probably, but typical timelines that we've experienced are that you can enter into some form of renegotiation consideration every two years. That's a typical timeline. That's pretty standard. If you've been in business for longer than two years, then ideally they should know who you are. You should know who they are. You've been through this process before. The first time's a little bit hard, like everything else, but then again, that process speeds up pretty routinely once you build that system. That should be a quarterly assessment. Every quarter, sit down with your financial department or your VA or whoever's keeping that up for you, and you're reviewing that. You're making real decisions and priorities based on that data and those timelines.

Is someone on your team that carries this out, or is this you personally doing that?

No. Somebody on the team.



You're following up with them weekly, monthly on these interactions?

We'll touch base weekly. It also depends on how urgent it is. If I was somebody who was having a hard time retaining people because of money, that would probably be a pretty important priority, and I might put a little bit more energy on it. Weekly touch point.

How many contracts are you negotiating at one time?

As many as are eligible? Every two years.

We're going at a time. Sometimes it's zero. Sometimes it's one or two.

As soon as that two-year window pops up, we are in the inbox. It is time. Let's go. Give me a couple extra bucks on that revenue per visit. We want to be proactive about that.

Do you find yourself going back to the same insurances year after year or every two years?

Yes. Some like to play nice, some do not. It’s not always about re-negotiations, because sometimes you get to a point where, like we've mentioned, it's time to drop them because we've got the demand, we've got the systems built up, we can absorb the volume loss. It's time to drop them. What you also may find from that as well as if you keep your data together. You're going to see very clearly, like there are 2 or 3 or maybe even four insurance contracts that are really paying you well. It could be some workman's comp stuff going on.

It could be some Blue Cross or whatever it is. You get to say to yourself, “How can we go after more of those patients? What could we do to become a preferred provider for that insurance contract? What can we build marketing plans around that?” If it's workman's comp, can we start doing some workman's comp outbound stuff? You can start really shifting your payer mix. It's not an instant thing, but it's a game that you want to be in.

It's an ongoing game you have to play. As you've noticed, reimbursement rates are going to change year over year, and you do not want to catch it three years after the fact. Let me stay on top of these and make sure that we're maximizing everything that we can and doing everything we can to maximize profit. Remember, this is to, in this case today, it was to, so I can retain better, so I can recruit better, so I can offer competitive salaries and benefits. How many have you dropped recently in the last two years?

We have not dropped any. This year is the first year where we've really had to change. I'm a systems guy. I know how to build systems pretty well. I've always found ways to be more efficient with VAs and technology and to lean things up, but now we're running into the end of that rope. We are making plans to drop probably 2, maybe 3.

What's your biggest fear about dropping them? Do you have any fears?

Of course, I'd say the biggest fear is probably the team. I do not want to lay anyone off. It would be terrible if volume became so low we could not keep people busy because we dropped some of these. That would probably be my biggest fear. Financial impact is always a concern, and if you come to the conference, you'll learn a little bit about it. I've built other revenue streams around me so that I do not depend only on the clinics to feed my family, which is probably a good idea if you're an entrepreneur.

That's less of a concern. It's more about keeping the team together and making sure they feel supported through the transition.

Unifying Practice Messaging When Dropping Payers

Especially as someone is considering dropping a larger payer, like United Healthcare or Cigna, Aetna, whatever that low payer is, the concern is that we're going to exclude this large portion of our clientele, a part of the community, frankly. You didn't express this fear, but I hear it from plenty of other providers. How is that going to be seen by the team and by the providers, the physicians in the community? What I found over time is, number one, get clear on the reasoning, get clear on your numbers, maybe even share your numbers with the team, “This is what we get per visit from this insurance. This is what our cost is.”

Can you understand why we cannot do this anymore? Help them understand the narrative, but then come clear on the narrative, what you're planning to do or your reasoning behind dropping the insurance. It does not align with our purpose. It does not align with these values that we hold sacred in our organization. Keep it purpose and values, and we feel our services are valuable enough that they're not getting respected by the insurance companies. These are the reasons why we're doing it.

The reason I bring that up and that you want to make sure that narrative is the same throughout the team is because patients are going to ask, especially ones that are affected, why you guys are dropping my insurance. If they get three different stories from three different people in the organization, it's going to lead to confusion and concern and blowback.

If they hear one story from the front desk, they get a letter that says the same thing, and then they ask the provider, and they get the same message, “I guess you guys are serious. I'm just getting more, and I know why, and they're clear.” That helps a lot if everyone's on the same page and telling the same story. Number two, I do not know about you, but I found that physicians understand. Some of them are doing the same thing we're doing. They're dropping the insurance.

I'm trying to get in on those case review calls. It's crazy.

They understand, but the same narrative goes out to them. A letter, a visit, like, “This is what we're doing. This is why helping them understand.” That narrative just stays the same. It's unified throughout all your communication pieces. That's an important part to get clear on. Once you've done it, once you drop the insurer, you go through the whole process. It's usually a 60, 90 day process. You start these communications 90 days ahead of the end day. You start sending out flyers 45 days before you're dropping the insurance.

You help those patients who you will not be seeing anymore to find another local provider that you respect and would trust with your patients. Once you've done that and you've gotten through it successfully and you haven't noticed a significant dip in your operations, I've found that owners have a lot of confidence to be like, where's the next insurance I can drop? What's the next one I can do because they recognize it's not as heavy a lift as it was to do it the first time. A lot of their fears are laid after they've gone through it. It's really helpful to go through the process, but be clear on your messaging. Once you've done it, as I said, these owners have a lot of confidence to go forward and do it again.

I can see that too.

There's the financial fear that you also brought up, and I think it's important. Before you do all things, you have reasons why you're doing all these things. The numbers do not match, the administrative burden is high, etc. It's also important to have a plan. We're not going to see this number of visits. It's going to affect us with this decrease in revenue. What is our plan now to make up the difference, and just be clear on what that is? Let me have some forethought and put a plan together. We're going to increase the average frequency per week for all the plans of care and do XYZ. We're going to minimize cancellation rates. We're going to do XYZ so that that eight percent dip in our revenues is made up with a twelve percent increase to cover it. Having that plan also helps out a lot.

It's a hard problem that needs to be solved. It's like there's no convenient way to grow to make this work.

You've talked to enough owners that we're coming to an inflection point in the industry. This varies depending on the state that you're in, but hard decisions are going to have to be made.

I agree.

This is one of them. We really haven't had to deal with this at a significant level. It's getting to the point where it needs to be dealt with more frequently than it has been in the past, simply because of the metrics.

Tackling the hard problem from a place of clarity with a team that is behind you and some strong systems to support you. I feel like that's a lot more fun than slowly going out of business year over year.

Just dying on the vine.

At least you could feel good about the work you're doing. At least you could feel like you're fighting the right fight as opposed to just giving up and letting fear and overwhelm consume you. If you're tuning in, I'm with you on that. We're fighting that battle too. Just lean in and do the things, and you will do it. You're capable. You can take charge. Go for it, climb the mountain. Your business might look a little different in a year. That's exactly what you need to do. It's got to be different.

 

Got to play a different game, man.

 

You've got to learn new skills, and begging you to learn new skills. I’m begging you to learn more skills. Find a way to get off the treatment floor and learn how to make these types of changes in your business.

My buddy, Will Humphreys, his quote is “Profitability unlocks possibility.” When you can increase those profits, man, there's a lot more opportunity out there. You have a lot more options.

A lot of things are solved with money. It's not always about buying a new boot.

Money solves a lot of problems.

In a business context, it can solve a recruiting problem.

When we were not recruiting, a lot of cool things could be solved.

It can resolve a lack of knowledge problem because you could hire coaches.

There's a lot of stuff you could do.

The conference is on October 15 through 17. Bring your team.

You're better at the top.

Cool. We covered a ton of it, and I think anyone tuning in to this definitely has some homework. We're going to put a worksheet for this episode just so you can take some notes, put some thoughts down so they do not get lost, so your thoughts do not get lost. Check out the website at PPOClub.com under resources and podcasts. You'll find this, and especially under any other podcast provider that you have.

While you're still listening, check out PPOClubEvents.com for our October 15 through 17 conference, the High Performance Practice. Register, bring your team, and we'll talk more about stuff like this. In our next episode, a little teaser, we're going to be dealing with RCM. We're talking about managing your billers. Maybe we did this wrong, since we said, “You got to manage your billers before you can talk about it.” Maybe that should have been number four.

Follow along. It's a journey. That's just fine.

We know what we're doing. We promise.

It'll all work out.

That's right.

Cool, man. We'll talk to you later, man.

Later.

Important Links 

• Adam Robin on LinkedIn
• Private Practice Owners Club Facebook Group
• PPO Club Events
• Private Practice Owners Club