If your clinic looks busy but the bank balance says otherwise, this episode is for you. Nathan Shields and Adam Robin get raw about the slow bleed that almost sunk a practice — and the exact moves they used to stop the leak and re-build profitability. They cover the blind spots owners accept (too much compassion, not enough accountability), the culture cracks that ripple into revenue, and the concrete fixes that actually move margins back into healthy territory.
In this episode you’ll hear:
- How a six-month, slow-burn decline (tiny losses here, a few underperformers there) turned into a culture issue — and the moment Adam realized things had to change.
- The playbook they used: hit the numbers first, reset breakeven & productivity expectations, co-design the rollout with leadership, and run a company-wide reset.
- Why “production is the basis of morale” isn’t just a slogan — it’s how high-performing clinics protect culture and profit.
- Real, tactical targets: how to calculate required visits per provider from revenue-per-visit and salary, reasonable ramp plans (4–6 week steps), and what to do if training doesn’t move the needle.
- The hard truth: you can be compassionate and still demand profitability — but the owner must lead with clarity and conviction.
What you’ll walk away with:
- A checklist to spot the slow bleed (what to watch monthly so the problem never becomes a crisis).
- A step-by-step reset playbook you can run with your leadership team (numbers → expectations → rollout → accountability).
- Language and scripts for the tough conversations (owner to team, peer-to-peer leadership, and ramp plans).
- How to turn underperformers into contributors — or transition them out without wrecking morale.
Quick production note: If margins are slipping, don’t wait 6 months. Start with revenue-per-visit × target visits = required productivity. If numbers don’t line up, recruit and retrain now — don’t romanticize comfort over solvency.
🎯 Want help running your own strategic planning session? Join Nathan & the team Jan 9–10, 2026 in New Orleans — or book a one-on-one with Nathan: https://calendly.com/ptoclub/discoverycall
💬 Learn more & find event details at: https://ptoclub.com
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Listen to the Podcast here
Why Is My Business Growing But My Bank Account Isn't? What Adam Learned In 2026
Welcome to the show. How are you doing?
Super good. How about you?
I'm doing good. I’ve been traveling a lot.
Me too.
I know. We both presented at the Florida Physical Therapy Association Conference in Orlando. We had our own conference in Destin, which crushed. That was awesome. There were a ton of good owners and a ton of value there. Great feedback. If you're reading this in the future, look for our next conference to be in San Antonio, October 15th through 17th in 2026. Look out for details on that, and make sure you sign up early. I presented at PPS in Orlando, which was very cool. It was fun to see a bunch of other owners. We're both traveling, doing family stuff in between. It's been a whirlwind of six weeks.
We also did our annual strategic planning session.
That's right.
Why Annual Strategic Planning Is A Non-Negotiable For Business Growth
If you're interested in doing annual strategic planning, you need to come to see us in New Orleans. What are the dates? January 9th and 10th?
Yeah. We're going to do a one-and-a-half-day literal workshop. We're going to do some work here, not just listen to us present, but strategize a successful 2026. Go to our Events page. The registration page can be found on our website,
PPOClub.com. Under Resources, there is a tab for Events. It's the same place where you'll find the library. Under Events, you can find the registration link. That’s January 9th and 10th in New Orleans, make sure you come with pencil and paper in hand. We're going to talk about what's going to make your 2026 the best, so you can attack it with clarity and excitement.
I want to plug. If you've never done an annual strategic planning session, if you commit to something like this, you'll never not do one again. It will transform your business. It will transform the way that you lead. It'll transform the way that you think about your business. I promise you, you should consider it. You should come here because we're awesome, but even if you don't, you need to commit to an annual strategic planning session.
I do them individually. I'll fly out to your location and do that. If you want to reach out to me, I'll come out to your place and do it individually. Email me at
Nathan@PPOClub.com. On that note, especially because we're at the end of 2025 and people are planning for 2026, if you come to our workshop or do it with an individual like me, it takes a whole day, especially if you're going to do it with your team. What was the difference between your year when you didn't have strategic planning and the year that you did have strategic planning, especially when you incorporated your leadership team into that strategic planning session? What was the difference in your organization?
Everyone's a little different. For me, it came down to focus. It’s like when you get married. For those of you who aren't married, you have to go in front of the altar, pledge your vows, and be like, “I do. I have to commit to it.” Then, you're in. You committed to this. It's like that. That's how it felt for me. Whenever I had my team there, and we put it on the board, and we all said, “I'm in. You're going to own this,” and we designed that and put all hands in, it gave us something to be accountable to, specifically for the owner.
The owner usually has nobody to report to, so they do what they want to do. You're the worst employee in the business. You think you're smart, and you're not. When you do that, you give a little bit of authority back to your team, and they have something to hold you accountable to. That was transformative. It brought more balance to the organization and more clarity.
To help them own significant portions of your organization, and their success can be huge in their leadership development. It also makes it clear for everybody, “These are our priorities. We might have XYZ going on, but these are our priorities.” It keeps everyone focused and clear. That’s not our topic for this episode. That is a plug to make sure you're doing that in your own companies. Join us January 9th and 10th, 2026, or reach out to me.
The Slow Bleed: How Tiny Losses Can SINK Your Practice
In this episode, we're going to talk about something that you experienced in your organization. You've also seen it in other organizations, clinics specifically, about what to do when you start losing money or that profit margin starts going down. In these situations, was it this slow, steady burn, or was it like a drop off a cliff?
No. It was slow and steady. You don't even realize it. $1,000 here, a couple of thousand bucks here, then it's $5,000, and then it's 10. They're like, “I have a problem.”
If you were to look back, how many months did you tolerate it?
I’d say probably six months.
It was probably pretty small at the 1st part of those 6 months, right?
Yeah. In January, there's always an excuse. There's always like, “Deductibles are not met. Collections are behind. We hired that therapist.” I got a little lazy with my numbers. After about six months, I was like, “We've got a problem, and it's my fault.” I had to put my big boy pants on and make some shifts.
What do you mean by lazy with your numbers? Was it like you weren't watching them, or were you being reasonable about your numbers?
If anybody reads this long enough, I'm trying to run four companies, so things slip sometimes. I probably backed out of the PT clinic a little bit aggressively in the midst of declining reimbursements, and I underestimated the impact that that might have on the organization. The system being built today doesn't mean it's going to work forever. It's going to always have to be constantly revamped and reorganized as the market shifts.
Just because the system is built today, doesn't mean it's going to work forever. It's going to always have to be constantly revamped and reorganized as the market shifts.
I know you. You take the blame for it, but it sounds like your leadership team also had some reasonableness. I'm assuming they're looking at the same numbers.
We let some things slide. We had some new grads who joined our team. We had a lot of growth.
You had some underperformers.
We had some underperformers, and we were trying to support them and get them there slowly and steadily. We didn't want to hurt anybody's feelings. That ended up not being a good decision. We decided we were not going to do that anymore.
It ultimately loses you money. That's out of your pocket, right?
It lost us money. It lost our culture. We had some cultural shifts that we weren't expecting. Luckily, we have a pretty awesome company and an awesome team. We were able to withstand things like that. I'm confident that we're going to bounce back and be fine. It was a lesson we had to learn.
Production Is The Basis Of Morale: The Link Between Output And Culture
Do you think that gives more weight to the motto of production as the basis of morale? When you say the culture shifted, I'm assuming some of the productivity also slipped. When that happens, there's room for people to maybe go off on a tangent.
They become self-absorbed. They make it about them. It's like, “What about me?” Sometimes, that's appropriate. It's not like beating your team down until they're smithereens, but you can't make it about you. It's not about you. It's not about me. It's about this company, this team, and this mission, so stop being selfish. It became more of a self-absorbed culture.
We had a couple of people over there talking about things that they wanted to complain about. The OTs were over there complaining about their stuff. The PTs were complaining about the OTs. It all became a selfish-type environment. We have pretty high standards in our culture. We don't tolerate that kind of thing. It was still a good culture, but it was not the one that I left a couple of months ago.
You could see it creeping in.
I could see it creeping in, and it wasn't something that I was comfortable sustaining.
Do you know what's interesting? This is a generalization. It's those people who are the least productive who are having those conversations or making it about themselves. It seems like the ones that are most productive and aligned are not having those conversations. They don't care.
They’re rocking.
They want to rock and roll, and they love being there. They’re like, “We're all a family. Let's work together.” When they aren't as productive, that's when it tends to turn inwards. Frankly, rumors or stories start getting spread, and complaints start creeping up here and there that weren't there before. It’s usually coming from the least productive people. They're the ones who are asking for the raises the most.
It all became a selfish thing. It became a thing where it almost trapped me in. I lost my confidence. I was questioning myself, like, “Maybe I'm asking too much of them.” When you start getting people in the company that are pushing back so much, you start to think, “Maybe I should second-guess this. Maybe I should think about this.”
I don't have time for that. I was like, “You can either do it, or you can leave.” I had to draw that line. I was like, “We want you here and need you here. We want you to be a part of this, but if you need to leave, please, because we're going this way. There's no reality that exists where you're going to get this. You need to get in line, or you need to go somewhere else.”
When did the light bulb go off for you? This is the tipping point. What number did you see? What was said?
You know I'm not a numbers guy. I'm a culture guy. I'm so glad you asked this question. My director of operations typically leads out on the team meeting at the big clinic. There are twenty providers there. It’s a big clinic. She was going on vacation, so she was going to delegate the team meeting to our assistant director, who's a little bit inexperienced.
In the leadership meeting, Joe was there. Joe is our director of marketing. He's a clinic director at a second location. Somebody said, “Joe, Katherine asked. Would you mind sitting in on the big meeting? We don't want it to become a complaining fest for Amber, who's substituting for Katherine.” Katherine wanted Joe to be there because she was concerned that the assistant director wasn't going to be able to handle the heat of the team.
All the complaints.
When I heard that, I was like, “How did we get here?” That's when I was like, “Something's got to shift.” I had to get into the business a little bit, figure out what was going on, and start running some numbers. That was the start of the change.
The Uncomfortable Truth: The Conversation That Forced The Owner To Act
Did the conversation immediately change to that, or how did you hold the next meeting? How did you hold them accountable?
When I heard that in the leadership meeting, I stopped, and I was like, “I'm going to stop and sit with this for a second. Let me be clear. Angel, what did you ask for?” I had to bring it into awareness. I asked it. I was like, “Is this who we are now?” Asking that question inside that meeting brought it into awareness. I was like, “This stops today.”
You know me. I’m a go-straight-at-it kind of guy. When I heard that, I was like, “That's enough. I've had enough. We have to make changes.” I addressed it right there. I let them have their meeting. I didn't want to jump in because Katherine had made plans. I wanted to respect that. As soon as she came back in, it was like, “Email to the leadership team. This is what I noticed. This is what we're going to address.
I'm all about core values. Was there a value that wasn't being lived out at that moment, a particular one?
Yeah, two. One is, go straight at it.
People weren't addressing the red flags as soon as they popped up.
People weren't addressing the red flags. Our second value is high challenge, high support. We were supporting people, but we weren't challenging them. Our commitment is, “We're going to support you more than you've ever been supported. We're also going to challenge you more than you've ever been challenged.” There were some blurred lines with those values, and we paid the price for it.
How did that then bleed out into the rest of the organization? Did you have to reset expectations and talk about the values?
Totally. Productivity was down. What happened was we took a leap, we took a bet, and we overhired. We overhired, and I was like, “Great. We've got the marketing systems in place. Let's roll. We're going to fill these schedules up.” The schedules never quite got there. Productivity was low, cash flow was low, and then we had a couple of resignations. That's when I knew this was the perfect storm brewing.
I went back to the numbers first, and I was like, “We're going to recalculate these numbers. We're going to have a meeting with our billing department and get clear on where our revenue per visit is for the year. We have to re-establish productivity expectations across the board with our current revenue per visit.” We started there, and we made it a barrier.
Did you have to reset breakeven points?
Reset breakeven points, reset expectations.
Weekly visit expectations, skilled units per visit expectations, and all that kind of stuff?
Yeah, all the stuff.
Did you go to the individual clinics and lay that out, or was your team willing to take that on?
The Collective Reset: Implementing Company-Wide Change With Leadership
We co-ruled it out. My leadership team is awesome, especially if they're willing to put up with me. We met and designed this. I brought the data, and they built the plan. I gave them leeway to have some flexibility with the plan. We scheduled a date, like, “At this date, we are going to roll this out. We're moving forward as a collective unit.”
We scheduled a company meeting, and all the clinics came together. One clinic had 40 people in a room. We did a two-hour presentation on where we're at as a company, the trends we're seeing, why change is important, and the changes that we were making. I led parts of that. Katherine led parts of that. Joe led parts of that. Everybody led different parts of it.
That’s so awesome that Katherine and Joe had the opportunity to lead out on that. You and I both know that some kind of peer-led presentation, conversation, or discussion can go a lot further than if it's Adam at the front. They take it differently when they see fellow team members who are speaking to them.
I think so. I usually bring a little bit more heat to the room, which isn't always good. I try not to bring too much, but sometimes, I can be passionate about what I'm talking about. Quite honestly, I'm not going to let the culture slip. It's the only reason why we exist. It's the most important thing to me. That means some people are not going to be happy about the changes, and I was okay. I was willing to live with that.
As we're talking, it's obvious that culture and production are one and the same. It's okay to have a culture of productivity. Usually, the higher-producing companies have the greatest cultures. If you think about some of the great companies that are out there, you can imagine they have a culture of, “We're going to get at it. We're going to crush this.”
Culture and production are one and the same. The higher producing companies usually have the greatest cultures.
How else does Elon Musk get these robots, spaceships, and EVs out on the road? The rate at which he's doing it is so impressive. There's got to be a culture in those organizations that is like, “We see the vision. We're going to do whatever we can to get there.” The culture is demanding, but also fulfilling for those people. Otherwise, they wouldn't be successful. I'm gaining more appreciation for the fact that if you want to have a good culture, part of that is productivity. I don't think you can have a low-producing organization that has a strong culture.
Stop Tolerating Low Productivity: The Unwavering Standard For Solvency
I'm learning a lot about culture, especially as we talk to a lot of powerful leaders. I'm not going to be the first to say that we're perfect because we're definitely not perfect. We're learning every day. I do know that it's the leaders who have this balance between serving others, serving their team, supporting their team, and pouring into them, but also having a standard that they're not going to budge on. It's this balance.
I wish more owners would get a little bit more pissed off about things. It's okay to be pissed off and be like, “Team, this isn't enough. I need you here. I want you here. I don't want you to take this the wrong way, but we've got to get busy, or we're going to go out of business.” I don't know how else to say it. It’s like, “I can't lose sleep at night worried about if I'm going to be able to pay your freaking payroll. We've got to pick it up.” I wish owners would get more pissed off about that.
We've got to stop pretending like one-on-one patient care is the only way to run a business. We have to stop tolerating seeing patients for an hour and only getting three units in. We cannot do that. If your providers are not producing the revenue that is required to support their salary and the overhead, you're going to go out of business, and you're going to be stressed out for the rest of your life.
You have two options. You can either do something about it or not. If you're not going to do anything about it, stop complaining about other things and other variables. You're choosing to tolerate that. We've got to get to this place where it’s like, “I am no longer going to tolerate that. I'm going to be required to ask more from my team.” Whenever you get there, you will build a cultural performance. You're going to lose some people, probably.
I talked to you during this whole situation here and there. You told me the whole story and how you're going to increase expectations for production. You were like, “Some people are going to get pissed off. I'm going to expect a few resignations.” For the good, right?
I wouldn't say good. I'm not happy that they left.
I'm not saying that, but you needed to re-establish the expectations.
We don't make decisions based on your comfort. We make decisions based on what is necessary. You could be like, “We want to support you through the transition. We do the AI scribe. We do the EMR. We do the paid documentation time. We do all the things we do. We do the PTO. We give you all the CEUs that you need. We try every way we can to support you.” Unfortunately, employee and owner, your business doesn't care about your comfort. Your business doesn't care about your feelings. We have to try to find a way to be more objective about those standards.
What I tell my team all the time is, “I'm not saying that it's easy. I'm not saying that it's convenient. I'm not saying that it's fair. I'm saying that it's necessary, and that it's required.” We do what is necessary. We don't care if it's a good day or a bad day. We do it anyway. Maybe that's a little harsh for some people. Maybe I'm going to get canceled for that, but that's it. Stop being so romantic about the business. Be objective. If it takes 60 visits a week, it takes 60 visits a week. If it takes 80 visits a week, it takes 80 visits a week. Whatever it takes, do it. Build the structure and the support you need to be able to build the model. You can make money and build a practice, but it's going to require a different way of doing things.
You know how this usually plays out. You've probably seen this plenty of times as you're coaching. I met an owner that we both know at PPS. She's like, “Profits are down.” I'm like, “What's going on?” I was ready to get into it right there. I'm like, “Have you figured out why?” She's in an outpatient neuro setting, so a lot of one-on-one for an hour. She’s like, “I've got some providers that don't know how to bill. My average skilled unit per visit is 2.8.”
I said, “That's the issue right there. There is no way you can make a profit on 2.8 units per visit in physical therapy.” We're in November 2025. She’s like, “If things haven't changed by March, then we'll have to get serious.” I'm like, like, “Number one, start training them and holding them accountable. Number two, either before or after that training, you get the recruiting engine going now. If this person isn't willing to change, you're going to have to replace them because you're losing money.”
The Low Level Of Concern: Why Compassionate Owners Must Be Objective Leaders
That's what usually happens. We let it happen for 5 or 6 months, as you did. Even then, a lot of owners, unlike you, find out, “We're in a tough situation. We need to train everybody a little bit more.” They soft-hand it or kid glove it. They have a lot of compassion. They’re like, “That's probably on me. We need to do a better job at training.” That's not how business works.
I shared this at the conference. In Ray Dalio's book,
Principles, he spends an entire section on recognizing that the best business owners have a low level of concern. Meaning, their purpose and goals are so high that they don't have time for your comfort and emotions. You either need to get in the game and perform what's expected, or you need to get out of the way. They’re like, “We have to find someone else.” They have a low level of concern. That is our sticking point as an industry because we are such compassionate people. That's what got us into the industry, but it's one of our biggest stumbling blocks when it comes to running our businesses.
The best business owners have a low level of concern. Their purpose and goals are so high, they don't have time for comfort and emotions. You either need to get in the game, perform what's expected, or you need to get out of the way.
It’s weird. I'm almost scared to say that because I don't want to get canceled by the people who tune in. We're probably one of the more business-heavy shows in the PT space there is.
They’re going to say, “You might be swinging the pendulum too far.” I would love to see the pendulum swing a little bit further. Maybe it needs to happen. Maybe we need to be a little less compassionate. Leave the compassion for the therapists. You, as a business owner, step out of it. Get over it. Lead your teams.
Another thing that I'm recognizing is that as I look at all the great business owners out there, they're unapologetic about asking for what they want. Maybe this isn't you, if you're reading, but if your profit margins are under 10%, it is you. Your therapists are seeing 41 visits a week, and you're fully in network. Your revenue per visit is $84 a visit, and you're wondering why you're not making money.
It sounds like you've talked to some of these people every day.
Why don't you try raising it to 50 a week? That means you have to schedule 60 to see 50. They’re like, “What about the documentation here?” Here it comes. It’s like, “I don't care. You have to see 50.”
You have to drop the low-paying insurance.
It could be a combination. It’s like, “Why don't we get to a place where it's 50, and that's it? Whatever you're thinking after that, just do 50.” You want to commit to that transition at a pace that your team can withstand. You don't want to go from 40 one week to 50 the next week. Maybe it's 40 one week, 44 the next week, and 46 the following day. We will ramp it up over 6 weeks, but we're getting to 50.
We're not saying it's easy. We're not saying it's comfortable. We're saying it's required, and that your behavior, and I'm talking to the owner and their team, will need to change in order to generate a business that's sustainable for everyone. Nothing will change until the owner gets to a place where they’re like, “I would rather close the doors than not be profitable. I would rather lose my entire team if I have to before I don't get to that 50 mark.” There's so much conviction in that mission, and you're not afraid to ask for it. That's it. Business doesn't need to be more complicated than that.
You said you dealt with someone where you had to change their business model because of a similar situation. How does that relate? Did they have a similar issue as you did?
Yeah. They were at 7% margins for the year. They're in California. Everything's expensive. If I remember correctly, their average pay for a physical therapist is somewhere around $42 to $45 an hour, which is a little on the heavy side. For a full-time staff therapist with benefits, it's a good chunk. If they're only seeing 40 visits a week on average, and your average reimbursement is $85 a visit, you take 85 times 40, and that's your average weekly revenue per FTE or Full-Time Equivalent.
If you're not generating at least 2 and a half to 3 times that person's salary, then you're going to struggle. All you have to do is calculate what three times their salary is, take your revenue per visit, and divide it by that number. It’s the revenue that you need them to generate divided by revenue per visit. That's how many visits they need to see for the year. Divide that by 48, and that's how many productive weeks per year that they have. That's how many visits per week they need to complete. What we found is that instead of scheduling 10 visits a day, they need to increase it to 14 visits a day.
They’re like, “We have the number. What about my space?” We’re like, “Let's talk about the space.” They’re like, “How do we fix the space? How do we get the schedule in order?” We’re like, “Wait a minute. Let's keep talking.” If you are willing to solve that problem, you can solve that problem. Guess what? They rolled it out. They changed up their model, and now they're running 20% margins because they changed the way that they deliver care. That’s all it is.
It’s like, “What's the next thing you need to do? If that happens, then what? What are you going to do about that, and then what's the next thing? What are the possibilities?” There are going to be issues that come up, but instead of stopping when the first excuse comes up, it’s like, “How do I need to get past that?” That is what led them to open their minds and create a plan. They’re like, “This is how we can do it.”
Stop Being "Too Nice" And Start Demanding Profitability
The biggest constraint for 95% of private practice owners’ businesses is that the owner is being too nice. That's the biggest constraint. You justify low production and elevated expenses because you want to be nice instead of being objective. I don't mean to be weird about it, but stop being so nice. Be objective about it and live in reality. Choose to live in objective reality.
Go to a therapist and work through your limiting beliefs around why you feel like you need to give everybody everything you deserve, and start demanding profitability. If you live in that discomfort for a little bit, you'll start to develop courage and confidence as an owner. You'll start learning how to ask the world for what you need in order to create a business that you need.
What you'll learn on the other side of that is how to be objective, firm, and still have a relationship.
There's the other side of the coin, too. We think that if we do that, we're mean, and people aren't going to like us.
You'll lose the relationship altogether.
People won't want to do that. They’re like, “The only reason they like me is that I'm nice to them.” That's not the truth. You can still have a profitable business that you demand, and you can still have great relationships where you support people and love them. You could have both. It's not either-or.
It just takes some work.
It takes an owner willing to explore that.
Also, develop themselves to be that kind of owner or that kind of leader. People want to be led. They want that leadership. They appreciate it when you hold to expectations and accountability. People want to be held accountable. They want to be given targets to see how they're doing. They want their scoreboard. They want to know how they're doing according to the scoreboard. They want all that. If you’re going to be soft on it, then they start losing respect for you, frankly, and they start questioning the purpose of the organization if that's what we're in this for.
People want to be held accountable. They want to be given targets to see how they're doing.
I want to be clear, because I know I can go on a tangent with this stuff. This isn't about trying to build something where you squeeze everything you can get out of people. This isn't like this greedy, weird thing where you’re like, “I'm going to be a slum lord. I'm going to work my team to death.” It's about building solvency. 15% to 20% margins in your private practice are normal.
I didn't say 50% margins. I didn't say 60% margins. It is 15% to 20% margins where you know everybody is getting paid. You've got a little bit to save for retirement. You can give some raises. You can sleep at night knowing, “I'm not worried about how I'm going to pay my rent and my payroll.” You need to have that. You deserve that. That's not too much to ask for.
Not at all.
I wanted to make that clear.
Great stuff. I don't think we need to add more to it. We've said all we need to about it. We recognize in the experience that we've had with so many owners that it’s a commonality that's holding them back and that's holding the industry back, frankly. Hopefully, they start getting addressed before you start seeing the downturn in culture and profits, and that expectations can start being corrected as we go.
It's important to maintain that high level of objective accountability, and in doing so, we can do it in a nice way. We can do it in a proper way. We can uphold our values at the same time. All of those things can happen, but it takes a little bit of effort on the owner's part to become that better leader who holds to objectivity, right?
100%.
Thanks for sharing your experience. I know it was a rough time, but I only know that makes you a better coach because you understand people's situations more emotionally, frankly.
It was a hard thing. It was very hard. It was stressful.
You’re still working your way out of it.
I'm grateful for it. I'm a little bit of a better owner because of it.
That’s right. That’s great. Thanks for sharing again. This is awesome. We'll see everybody on January 9th and 10th, 2026. Put it on your calendars. Put a pin on October 15th through 17th, 2026 for our annual conference. Go to the website and check out what other events we have coming up in the future. In the meantime, good luck planning for 2026. It's almost Thanksgiving. I'm thankful for you. Thank you so much. I’m thankful for everybody out there who's tuning in. Have a great day.
See you, guys.
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