374 - Good is the Enemy of Great…So is Perfect

[00:00:00] overcome that inertia and put this thing into action. You have to just move forward in trust and know that nothing's going to change if nothing changes. You have got to take that action, take that scary step. Don't be afraid to suck and just recognize that is going to be part of excellence. Sucking is part of excellence. Failure is not the opposite of success. It's part of success.

[00:00:31] Hello and welcome to The Remarkable CEO Podcast, a show dedicated to chiropractors who want to transform their job into a business so that they can have a remarkable practice as part of a remarkable life, not instead of one. With your hosts, Dr. Pete Camiolo and Dr. Stephen Franson.

[00:00:55] What's up, Remarkables? Welcome to another episode of The Remarkable CEO Podcast. I'm Dr. Stephen Franson. And I'm Dr. Pete Camiolo. I should mention that we are Chiropractic's number one business podcast. Hey, you know what? Some data just came out today, Dr. Pete, that we got a sneak peek at. We're going to end up doing an episode on it. We're going to break it down. We got some great data from one of our success partners, Lucro. They do the bookkeeping, the accounting for hundreds of,

[00:01:23] I think 500, 600 chiropractors and about 100 of the TRP docs. And our performance metrics from the financial category, incredible numbers of remarkable practice doctors are kicking butt in their revenue, their profit margin. And man, that doesn't make me happier than see that kind of growth because growth means more people getting helped. And doctors are building the businesses that support their remarkable lives and not compete with it. Yeah, doc. I mean, when we got the report,

[00:01:50] you quickly sent it over to me. You said you did it within seconds because it was so good to see. And I can't wait till we get to do an episode and unpack every metric that was reported there. And it's a pride moment for us. You know, you talk about, you know, the great work that we do and everybody's like, that's awesome. It's all stories. And you hear some, we have great testimonials, so you can't argue with that. But when you look at financial data and you start to see the stark difference between remarkable practice practices and everybody else. And like you said,

[00:02:18] doc, they're bringing in some of the better chiropractors practices, you know, into the equation and you compare it. It was remarkable. So for all of you TRP docs who are also working with Lucro, your numbers were somehow integrated into this equation. Great job. Great work. Nice work. Great work, team. We, D.D. Palmer said it, and we appreciate the opportunity to be useful. So, and, you know, good ideas are great implementations, everything, right? So just thank

[00:02:47] you guys for the trust and thanks for implementing. We love to hear your success stories. We love to get the reviews and the thank yous. So, you know, that being said, share this show, you know, so you guys are listening to a message that's critically important for our profession. You guys know some chiropractors who are aiming high and they're trying to kick some butt and they really want to grow and ascend their roles and build their business and impact more people and create a greater income. Share this show with them, please. Just, you've got docs on your phone right now.

[00:03:15] Send them a text message. Be like, you got to hear this message. You guys got to get into this conversation. You might know some docs that are really struggling. You know, there's unfortunately, there's like better than half of chiropractors are just really struggling. There was a, there's one of the metrics here on chiropractors that are operating at a loss. You kidding me? They're, they're operating at a loss. Let us help them. Please share this show with them. We just want to be able to help more people, help more people. So in that spirit, right? So today we're going to have a heart conversation. We're gonna have a heart

[00:03:42] conversation around execution. Okay. Like I said, good ideas are great. Execution is everything. We can share all kinds of information, process, procedures, strategies, tactics, systems, scripting. You know, we can, we can share all of that, but guys, listen, at the end of the day, you don't need more information. You don't need more information. You need transformation and transformation implies action, right? You've got to be able to take action. Nothing changes if nothing changes, guys.

[00:04:08] Listen to me. You can't do outcomes. You do behaviors. Behaviors drive outcomes, right? So your behaviors drive your outcomes. You want better outcomes. You got, you need better behaviors. You want different outcomes. You need different behaviors. That's what this conversation is all about. It's about taking action. Dr. Pete, I was in a conversation earlier, uh, just two days ago, I guess, two days ago, had this conversation about this person who was remarking that their

[00:04:33] clients weren't taking action on things because things weren't perfect. Right. And he said to me, he said, he said, yeah, you know, good is the enemy of great. And I said, but so is perfect. Right. So good is the enemy of great, but so is perfect. A lot of you are not taking action. You're not executing because things aren't perfect. You are not perfect in your process. You're not perfect in the procedure. You're not perfect in your script. You just say, I'm just not ready to do my report of

[00:05:00] findings like that, or I'm not ready to give recommendations for care like that. I'm not ready to do my workshop like that. I'm not ready to do my table talk like that because I'm just not perfect at it. Guys, you have perfection paralysis and listen, you have a moral obligation to do this work for the people that you're being trusted with. It has nothing to do with perfect. Remarkable does not imply perfect. So I can't think of a better episode for us right now. This is mid-year for us as we're

[00:05:26] recording in the studio. So mid-year, we just came through mid-year board meetings in the last month or so, which is the mid-year kind of check-in mid-year reset, really important time of the year, you know, and it's, it's one of those times in the year doc, when you look at your goals, right? And you look at where are we at in relationship to our base case, our best case goals, and you, you have to evaluate that. We did it as a company. Every single person that I work with did it with their organization. And, you know, it's one of those things where, you know, brutal facts, sometimes you are, you know,

[00:05:53] ahead of target. Sometimes you're on target. Sometimes you're behind target. One of the things that we see is that if you don't look at the numbers, right, if you're guessing, you're stressing, if you don't look at the brutal facts, you won't actually know what's going on. Perfection paralysis actually functions a lot like just having ignorance of what the actual is going on in your business. It functions very similar, which is like, if you don't, if you don't know it, you can't grow it. Right. And so if you want to grow your business, you got to know your business. If you gotta,

[00:06:19] if you want to break through this perfection paralysis, we talked about the control freak perfectionist Clydesdale guys, some of you think these are all forward progressive things like Clydesdale, ah, you know, control freak, ah, moving forward. Perfectionist, ah, moving forward. No, all these things are holding you back. That's the whole thing. You think, yeah, control freak, perfectionist Clydesdale. I'm going to, I'm going to change the world. Like not you. No, you won't,

[00:06:45] you know, because the only way to do it is to not be a control freak, not be a perfectionist and not be a Clydesdale. Ooh, that one stung. It stings a little when that's your MO. That's what, you know, that's how you got to be successful. That's the language that, you know, right? The enemy, that's the whole idea of the enemy, you know, it's like that very person that got you where you are is not going to get you where you want to go next. This is a conversation for all of you who are,

[00:07:13] some of you are stuck and some of you don't even realize it because we become blind, right? Become blind to our own selves. We don't see ourselves. You need to kind of out and take a good look at your own life. Get some perspective of self. Hey doc, Steven Franzen here. If you're like me, you know that we're in the business of saving lives and when business is good, everybody wins. That's the good news. But here's the bad news. Most chiropractors don't own a business at all.

[00:07:39] They own a job. It's a job they love, but it's a job. And far too often it feels like that job owns them. Is this true for you? Do you own a business or a job? Have you built and do you run your practice on brute force? Does it rely fully on your time, your effort, a pound of your flesh? Are you responsible for all growth, for all new patient generation? How about new patient conversions?

[00:08:06] Is it all up to you? How about patient care and delivery? Are you a sole practitioner, an owner operator who owns the practice, but is also the only one that is head down and bum up, taking care of all the patients? Is revenue generation or collections all up to you? Let me ask you the most telling question. Doc, what would happen if you took 90 days off? What breaks? In my experience, most on-purpose chiropractors do not lay awake at night worrying

[00:08:35] about their practice. They worry about their business. Let's slay that dragon. The remarkable CEO program has helped hundreds of chiropractors just like you turn the job that they love into the business that they've always wanted. Are you ready to run and build your practice on leverage instead of brute force? Do you want to create the scalability and durability that will allow you to make a bigger impact and a bigger income? What would it mean to grow your practice, increase your productivity, and your profitability? Do you want to get your time freedom back?

[00:09:05] Are you ready to turn your pirate ship into a battleship? If this sounds like you, then the remarkable CEO program is for you. Just last year, 53 of our remarkable clients received the seven-figure club award, meaning they hit the million-dollar mark for the first time or their next million-dollar level. Be it 2 million, 3 million, 10 million, up to 36 million and growing. Now, Doc, is it crazy to imagine that your practice could be next?

[00:09:32] Click the link below and learn how to apply for the next cohort of the remarkable CEO program. We look forward to working closely with you in creating the business that supports your remarkable life, not competes with it. So this idea of the perfectionist, right, Dr. Stephen, you talk about that because we talked about good, great, perfect, and there's a line. Dr. Stephen did this little drawing we shared before we recorded. It's a continuum, right?

[00:09:57] It's a continuum, and it's like you realize like the perfection one, one of my first coaches, he said to me his answer because when patients ask you, how are you, Doc? I was like, what's the right response? What would you say? He said near perfect. He's like, that was his response, near perfect. I was like, oh, I love that response. I used it. So near perfect. So great is near perfect. It's not perfect. I taught my team in training constant, never-ending improvement. I said there's always a more excellent way. Every time we loop around a day one training

[00:10:26] and day one training and day one training and every six months team with me for three years, four years, five years, six years, seven years, do they roll their eyes that we're training on this again? Heck no. Why? Because we had a culture. What is the culture? Consistent, continuous, never-ending improvement. We knew that every time we came back to train on day one, check-in, we're going to find one thing that we could do better. Not that we could do perfect, but that we could do better. We always said there's always a more excellent way and we are in pursuit

[00:10:55] of it and we will find it and we will implement it and we'll be better tomorrow than we were today and yesterday. Perfection actually stops you from even entering into the training conversation that I just had. That's right. It would stop you because perfection says you wait, you wait, you never implement. You don't take the next step. You're not hiring because you're just not ready to pull the trigger on that next person. You don't, you don't move forward that coaching commitment and move forward that coach because I just need everything to be just a little bit more ready

[00:11:24] before I'm going to expose myself and be honest with somebody about really where I'm at and I'm struggling in my business. Yeah. It'll be the same story a year from now when we pick up the phone. No, no, it works. Delaying and wanting it to be perfect, not taking that next step. Dr. Steven, this is a pain point for us in coaching because implementation is, is the thing. We say ideas are great. Implementation is everything. Usually there's a gap between knowing what to do and doing

[00:11:50] it. And this is where this perfection really comes in. It slows us down and stops us from doing the things that we know we need to do. I know I'm not speaking to everyone right now, doc, but I am speaking to a good group of us because some of us like me and you and all of us have fallen into this category and can easily revert back to this tendency. And it stops us from being able to reach our destiny. And that's what this is about. This is about you reaching your full God-given potential. This is

[00:12:14] about being able to, to reach your destiny in your business and your life. Just like a patient subluxated toxic and efficient comes in. You know how you get healthy. You take the first step, just start taking action. And all of a sudden implementation over time, the longer you're healthy, the healthier you'll be. Same with this. You got to recognize that there is an inertia that you have to overcome, right? Do you need this? It requires a certain amount of activation energy

[00:12:42] to get you to move and do something, especially do something different, right? Can be very, very scary, right? So let's face it. None of us like to suck at things, right? Like I hate doing things I suck at. But what I recognize is I'm never going to be great if I don't get started, right? So it's like most people never get started because they're afraid to suck at something. It's like, you have got to overcome that. You have to overcome that. Anyone who is great at anything,

[00:13:08] they sucked when they started, whether it's creating videos and posting it as like, oh, my stuff online is so cringy. My videos, my reels, I don't know what to say. I was like, oh, my workshop, I can't do that workshop, deliver that workshop. Or, oh, I can't do the report of finds that way. Or like, oh my gosh, I recorded myself with table talk. I'm terrible. It's like everybody sucks when they start. You just have to get over it. It's like, how quickly can you get over it? Well, that's going to be a combination of talent and skills, right? So talent's

[00:13:37] God given skills you build, right? It's like, how hard are you going to work at this? How are you going to compress time, right? So I'm not giving you permission, guys. Listen to me. I'm not giving you permission. I'm giving you a directive. You need to get started. You need to put it in play. You need to put it in place. This is going to be a brief podcast. It's just like, that's the concept. It's like, good is the enemy of great. So is perfection. So you have to recognize the distance

[00:14:03] between not doing something imperfectly and doing something perfectly. The distance between not doing something and doing it imperfectly is way bigger than doing it imperfectly and doing it perfectly. It's like, just do it, get it in place, get the reps in, get the repetition, overcome that inertia and put this thing into action. You have to just move forward in trust and know that nothing's going to change. If nothing changes, you have got to take that action, take that scary step. Don't be

[00:14:33] afraid to suck and just recognize that is going to be part of excellence. Sucking is part of excellence. Failure is not the opposite of success. It's part of success. The Navy SEALs say that all the time. It's a win or learn. You are going to suck as you get started. Put this thing in place. As we get into operations, as we start teaching you guys more about marketing and attraction and sales and conversion, we talk about delivery and retention. We talk about building your team. You're going to

[00:14:58] misstep here, right? Collections and money. There's a lot of new stuff here. You have to put it in play. You have to put it in place. There's no sense delaying, no sense procrastinating. Procrastinating is the thief of your dreams, of your future, of your success. Put this thing in place and just recognize that remarkable does not imply perfect. Remarkable has nothing to do with perfect. Remarkable very often is perfectly imperfect.

[00:15:27] Please stick around for more business insights from this week's bonus interview with our remarkable success partner dedicated to helping you more successfully help more people. Enjoy. All right, CEOs, Dr. Pete here in the studio with a new friend for me. We're just getting to know each other here this year in 2026, Gabe. Gabriel Doty from Cairo HD. Thank you for taking the time out of

[00:15:56] your schedule today to meet with me and be a part of our podcast. We love having experts here and learning more about their business and kind of what brought you to this place. So thanks for taking the time to meet with me here today. Yeah, awesome to be here. I'm excited for the conversation. I know I've been very closely connected and acquainted with TRP for years, but I'm excited about some of the recent developments and us getting to dive in a little bit deeper together. So really, really excited

[00:16:20] to be here. Deeper dive for sure. And I've really enjoyed working with your team. So that's been one thing I just want to comment. So, you know, as a business owner myself, as someone who works with other businesses in the chiropractic space from a, what I would call business to business interaction, it's been awesome to interact with the team you've built, talk to clients that you serve to learn

[00:16:45] about the work that your organization does to help chiropractors. So I love meeting with other leaders and that's what this platform is all about is talking to other business leaders about business. Ultimately, that's what today is going to be about. I know everyone who's listening is going to benefit from the conversation. Like you said, just be able to go deeper on certain topics. So before we go into anything, the deepest place we could always go is getting to know each other. So help our audience

[00:17:10] get to know Gabriel Doty a little bit. So give us a little bit of your backstory, your history, and what brings us to this moment here today. Yeah, a wild 10 years is what brings us to this moment. I said, no, so I'm a software engineer by trade. I worked primarily in the advertising space for a long time. My ex-wife's a chiropractor. We moved to Georgia for her to go to Life University. She starts going through, you know, student

[00:17:36] clinic and all of that. And I'm showing up as one of her first, you know, test patients, so to speak, and get my first exposure to chiropractic software. And I think we can all agree that it wasn't very impressive. And so I was just really genuinely surprised at what was available. Got talking with one of the staff members and it's like, why are you guys using an old chiropractic software? And he's like, this is like industry best right here. And so kind of like,

[00:18:01] so this is 2010, got the initial idea. I'm like, man, this industry needs some love and affection in the technology world. That idea kind of just rattled around for a few years. I kept working on my engineering stuff. And also cloud hosting at that time was insanely expensive. So it didn't make business sense to do the cloud hosting version. So fast forward to about 2016, she had

[00:18:26] started their clinic, joined a franchise. They were starting to look at maybe building their own EHR. I brought back up this idea that, Hey, like I looked at this a lot a few years ago. So we took a look at the whole thing and decided to turn it into a real company. So launched the company in 2017, really kept it internal for about two years. So just worked with one client primarily with multiple locations. And then really in earnest went to the public with it in 2020. So really we're pretty

[00:18:56] early in that regard. I mean, we're five, six years into this run. And then two years later, we got PE backed, went from six employees to about 35 employees in a year. And then went through another race a few years later, just last year in 2026. Now we're sitting at about 85 employees. We've grown massively during that time. So a really, really just high speed evolution of the company over time.

[00:19:21] Um, so it's been, it's been a run, but I, let me back up a little bit. I think if you look at chiropractic and like what drove me, not just from the software side, but when my ex-wife was considering chiropractic school, like I had not really been around it that much. And I'll try to keep a long story very short. Um, we ended up taking my son to the chiropractor for ear infections, which I was incredibly skeptical of, but he'd been having them for 18 months and keeping him from sleeping for just an enormous amount of time that I was about to lose my sanity over it.

[00:19:52] It was almost instantaneous, you know, 18 months of pain was gone in a single adjustment. And every time he had a flare up, we'd take him to the chiropractor and I never had to deal with it again. And so I'm super analytical guy and I'm just like, what's happening here? I was like, I don't understand. I want to understand the physiology. Like, and I started going looking for, you know, any explanation from it. And you can imagine, uh, what the Google results are when you say, you know, chiropractic adjustment on baby, I'll just say it wasn't flattering with the results that

[00:20:21] came up. I was frustrated because I saw it firsthand and I like there just wasn't any research out there. And so even when I started, when we started ChiroHG, one of my goals was to be able to build it in a way that eventually we'd be able to facilitate larger research pieces that then was available in the market. So that's something we're just right on the edge of starting to get into. We work with Life University Center for Paracratic Research. We're starting to,

[00:20:47] to, to build up that piece of it, but that was a huge piece of starting the company that I was really excited to jump into. Wow. Wow. Wow. Lots to unpack there. First of all, just what a wild ride you've been on, you know, so I'm, I'm hearing 2010 is really when this, a lot of this began. So we're, you know, a decade and a half in just more than just a little bit more than that from a software engineer to still doing that work really, which is great, but putting all that or

[00:21:13] much of your energy into now the chiropractic space. So yeah, what, what an awesome, you know, journey that you've been on. Talk to us a little bit about as listen, as CEOs are listening and they're looking at growing their business, you've had some major growth. So talk to us through maybe some of the honest or some of the struggles you've had in the midst of that, like one or two, maybe that pop out that you like stand. I was going to say, I don't think we have enough time to go. Right. Exactly. But there's a couple that pop up and it's a little generic and I, but I think it

[00:21:42] will resonate with a lot of people. I think one of the hardest things is just as you're trying to scale or as my experience with, with what's happened over the last eight years, it seems like almost like clockwork every year. I have to put on a new hat and learn some new thing and, and like become a different person for that year's task or problem. So change management of myself was, has been a huge,

[00:22:06] it just seems like, you know when I first started it, you know, I, I was a lead engineer and I had a small team, but I wasn't like, you know, I was still an individual contributor. Most of my work was still hands-on. I wasn't leading a team by delegation and, and, you know, those types of things. And so I think like step one was just like, how do I become like a real CEO and not just do the work? And so you go through that task and then, you know, then the next year we start doing all of

[00:22:35] our legal negotiations and you have to put, learning how to be a lawyer and what do I do? We spent a whole year going through, you know, every contract that we've had. And then now we're hiring 50 people in a year. And so like, now we've got to start putting systems. Like, so it's just like every year there's some big new thing that I've never done before that now I've just got to become an expert in and get really good at. So that, that's a huge one that jumps out. I think the other one is just the scaling process. It's hard. I mean, like the, it's, it's one thing to have any idea and have

[00:23:04] that to 50 people. It's a completely different animal when you're, when you're trying to do it at 2000, 3000, 4,000 people. And like, that's a journey that I don't think anyone ever is like fully ahead of. So it's again, just keeping a pulse really close to the problems and trying to be very reactive and kind of make sure, but, but like, there's just so many things along the way that are completely unexpected that you've got to, you've got to solve on the fly quickly, or you

[00:23:32] ruin your entire reputation that you've been working so hard to. So those two things just jump out at me. Yeah. I want to just double click on those just as a, just as a conversation, but I think we talk about the ascension from being an owner operator to a CEO. And that's literally what you described. You said, no, man, when I first started, I was, I was in there as hands-on lead engineer doing the work. And then I got tapped to say, you need to ascend above that now into a new role.

[00:23:59] Yeah. We called it the identity shift. You took it to another level, which you said every year, I basically have a new hat that I'm going to be wearing. So, whereas your title might be one thing, it's the work inside of that title where it's a new, you know, a language you're learning, right? You're learning this new function inside of it. I heard things like, you know, leadership and then law and contracts and then HR. And it's like, man, you're learning all these major,

[00:24:26] major moving pieces and it's a lot. And so I think to our CEOs who are listening, who maybe feel out of their depth or like scaling is challenging them. Like, man, I was just super comfortable and it was just me doing my thing, adjusting. And I had a small little team and it's just the Dr. Pete show, the Gabe, Gabriel show. And now it's like so much bigger than you. So developing these new skills is essential. And then number two thing I heard was

[00:24:51] this speed with which you have to address the problems and also determining like, what is the real problem? What's the problem below the problem? What's really the issue versus chasing all these things. You never get to the real issue. You can waste so much time, energy, focus, and money, not getting to the root of the issue. And that part to me as a chiropractor listening is another piece that we see a lot in our work with

[00:25:18] chiropractors who are ascending into the CEO role and really owning that. So we have a lot more we could talk about. I'm sure we're going to hit on another episode because we get to do some of these, more of these. So talk to us a little bit about your business. And, you know, we say businesses exist to solve problems for someone else. You're solving problems for chiropractors. So tell us more about that. Yeah, I, you know, I've been around software for a really long time and I will just say,

[00:25:44] I didn't know what I was getting into. And that had I known, I might not have actually gone down this route because it's a joke. But I mean, the one thing that we're talking about, like as becoming a CEO and that leadership and like, how do you do this at scale? Chiropractors, every chiropractor being here knows like, there's just a million different ways to do things. And so like, I would say going back to challenges and it's directly related to this is like being able to have a

[00:26:09] system that's opinionated enough to build good workflows, but also serve the fragmented, you know, structure of every office and how they do things and how they think about things has been a really big challenge. And we've tried to like, blur that a little bit and try to instruct and be like, you really should make some changes and think about this differently and try to build best business case in there. But it's, it's wildly hard. And so like, if you look at a little bit more

[00:26:36] in my software engineering background, specifically, I was in UI, UX and workflows. So that's specifically, if you look at what I was doing for advertisers, it's looking at how they're spending their time during the day, where are they spending the most time? Is that useful time for them to be spending it there? Or is it throwaway time, you know, like their account managers, the most useful thing is that for them to be looking at ad spend and results and things like that. And instead, they're spending

[00:26:59] half of their day entering schedules and calendars for ad runs and things like that. So looking at those workflows, how do I optimize your time for the simplest, you know, for the most efficiency for what you do. So I think that was a huge starting point was just looking at these clinics and like, Hey, what are you where are you spending your time? Where are you wasting your time? To your question about like solving problems. And the way you do that is, I went and sat in hundreds and hundreds and hundreds of clinics and spent two, three days and they're just watching.

[00:27:29] And what are you doing? And where are you, where, you know, sitting behind the CAs and watching them fidget with things and get frustrated and ask them what they're trying to do. So I think at a global, you know, zoom out scale, it's solving workflow problems. It's like the core thing in my brain is like, how do I make an office operate as efficient as possible, as profitable as possible? And where do I give them the most time back is this kind of a macro view of it.

[00:27:57] Yeah, that's you. I love that story. I didn't, I didn't know, but now it makes sense coming from the, as you said, the UI and UX and workflow world. I feel as a coach, that's what we're always looking for as well. So I think that's why we've resonated so much with your company and what you built, because it was built on that foundation of efficiency without sacrificing effectiveness,

[00:28:21] right? That throughput output conversation. We talk about how do we create, serve more volume without sacrificing the quality, but also how do you free up your people, the team to be able to focus on the people and not just the task. So can you talk about maybe something that you guys are doing right now that's unique about Cairo HD that you're proud of, that you're excited about, because that's one of the things that I know you're doing is you're

[00:28:50] innovating all the time. One of our core values at TRP is innovation. And it seems like that's literally what you do. So can you talk about that? Yeah. Yeah. I'm going to talk on two different sides. I'm going to connect an early thing and then also some, maybe some teasers on the, you know, I, I think if you look at the kind of the journey over the last few years, and I think a lot of people would agree that the last two to three years, we've been not, not, not innovative, but less innovative than the beginning. And part of that

[00:29:18] is just going through that PE journey and like getting the funding and that whole structure is, it's a whole own journey. But if you look early, like one of the, one of the franchises that we started with, um, at the end of the day, the average chiropractor was closing the doors at six o'clock and leaving at seven 30. That was like end of day auditing accounts, making sure payments got posted, you know, checking that all charges got put in and they'd spend about an hour and a half auditing and getting ready for the next day. And through that process that I was talking about

[00:29:46] earlier, we, you know, at the end of six months and the transition to Cairo HD, the average office started leaving at six 15. So we, we moved an hour and 15 minutes, gave them an hour and 15 minutes back to their spouses and to their families and their home. So to give you an idea of like the real world impact of some of the things that we tried to try it, that we're looking at and trying to improve. That's a really, I love that story just because I was personally affected about it. My ex-wife's a chiropractor and she was getting home at eight o'clock every night. And all

[00:30:15] of a sudden now she's getting home at six 30. So very real world impact. But if you're looking at like the world has changed a lot over those seven, eight years, you know, and especially over the last two or three is we're now AI is taking over technology and it's, there's a million things going on right now. But I think another kind of example of this is that you've seen a bunch of EHRs come to the market with a lot of, I'll use the word gimmicky AI tools where, yeah, we've got AI

[00:30:43] in our platform. But if you kind of ask people like, is it really helping you yet? And we haven't seen like this explosion, explosion of valuable AI and chiropractic yet. We've kind of taken the opposite approach where we've been a little slow to come to market with AI tools, but it's because we've really been digging into these and trying to understand these use cases at a deep level. So that when we do release them, it's going to be game changing and people are going to be really excited about them instead of it just being a gimmicky thing. So a little bit of a teaser there,

[00:31:11] but we're about to release a bunch of AI products this year. And I think that people are going to see like immediate impact and not just gimmicky pieces there. So we really want to lead with actual improvements, not just, you know, put a little badge on us. Yes, we do AI too. We're not going to release something that we don't feel actually solves the problem. Huge. I love that. Yeah. Cause you know, the, the FOMO kicks in real quick, right? Where it's like, oh man, we're going to miss out. So we have to, I love that you're, you're, it sounds like

[00:31:39] your company has the maturity to say, no, if we're going to do this, we're going to do it right. We're going to do our due diligence. We're going to test because we know when we roll this out, it has to have an immediate impact. Uh, I think that's, that's incredibly wise and just great leadership because like you said, you know, others can pop up and, and lead with this new shiny object, but ultimately the foundation isn't there to support. And that to me is my concern as a coach to

[00:32:05] working with docs, helping them navigate, you know, discerning which way I should go. And, you know, that's some of the, the questions I ask is about the track record and understanding like what they build and what you really ultimately are getting. Can you talk a little bit about speaking of the future, what's coming this year, it's exciting. I don't know if you want to put anything else out there, but it sounds to me like you guys have been testing a bunch of things and you've got some new things, new tools, new capabilities coming to the market. Can you talk

[00:32:33] about, as you look at the chiropractic profession, now you've been around this profession for 16 years, at least, what do you see from a tech side, if that's what you want to speak into in terms of, I mean, my personal opinion, I don't know what yours is, is that what the world needs now is chiropractic care. And what chiropractors need now, chiropractic needs is more successful chiropractors for chiropractors to be more successful. They need more to leverage technology in

[00:32:59] ways that's going to support them reaching the public and serving more quantity of people with higher quality, right? So can you talk a little bit about what you see as you look ahead in next, even just the rest of this, this decade? Yeah. We took it out a few years. What do you foresee coming? Big question. And AI is like, I've, I've hinted at it, but AI has thrown a big wrench in all of our expectations of where everything's going. That is no less impacted. It chiropractors are no less

[00:33:27] impacted by that. So I want to kind of split that into AI as its whole own subcategory here and leave that off the table for a second. But in general, I agree completely. I think if you look, no one with the DC in their title is looking at our healthcare system in America and applauding what we have in America. So I think, you know, we, I think chiropractors as the entry point to the entire

[00:33:51] medical system is a beautiful idea and I'd love to see that further. And so I think, but to your point, it's, it's a, it needs more successful chiropractors for that to happen. And so I think if you look at that, I think we've, we've looked at this a lot of different ways, but I do want to call to my earlier comment and say, I do think that there needs to be some agreement to move forward with at least some level of similarity. I think there's a lot of the differences in chiropractic

[00:34:19] strategies make it really hard for people that are coming alongside and helping to keep moving things forward. The more that you can align with a particular coaching group or like some strategy just makes things so much easier. And you know, that as a coach, like when you're talking to two different chiropractors and they have two different ways of doing things or like my, my favorite thing to pick on was what's the definition of a visit. Um, I'm 16 years into that. And I don't think I have two chiropractors that will agree on that simple, very simple question.

[00:34:49] Is that an appointment? Is that a charge? Is that what happens if they have a chiropractic visit and another ancillary server? Like there's just like that alone is just like a good example of, of how, how unaligned the industry is. And it makes it really hard when you've got all these groups trying to come alongside and help when there's so much fragmentation. So that's more of like a call to all chiropractors to, to like, Hey, we, everyone needs to focus on the end goal and maybe align with, with something. So that's more of a separate little complaints I have there,

[00:35:19] but I think it's worth, you know, I'm glad from your perspective, from a software perspective that you can share that with chiropractors like me and others that are listening and say the fragmentation isn't helping us move forward any faster. So creating some sort of a, you uniting around agreed upon terms and conditions and how we, like you said, how we define a visit. There's again, art, science, and philosophy, right? So chiropractors took up with the art,

[00:35:48] the science and philosophy. We've got a lot of artists apparently, and everybody wants to do things their own way. And so, you know, think about the different number of techniques that there are, but if we could agree on some things without encroaching on, Hey, there's a lot of ways to adjust or your technique can be the art, but running a business doesn't have to be as fragmented as it is. And that's why for, for us, we've, you know, we're organizing around what's called the chiropractic

[00:36:14] operating system, which that operating system can be, can be implemented into any clinic, any size, anywhere in the world. And you can run that system and it works as an example, and which is why we've gained some traction in the marketplace because we have been able to create some standardization around, Hey, this is what, you know, a week should look like a month, a quarter. Here's what stats we want to track, things like that. So it's been hard to have chiropractors adopt some of those things as you're seeing, cause you're obviously doing the same thing. And if from your way, your perspective,

[00:36:43] but I'm in the agreement. So I'm going to sit in your pain and agree as we share this with our brothers and sisters who are listening in today saying, Hey guys, we can do this. And Gabriel, from your perspective, you're seeing that as the thing that would slow us down or stop us from taking more market share is. Well, I think it's, I think it's, I think it's both it's, it's the market share, but it's also the, the, the people that are trying to come along and help us in this situation, obviously us as we're trying to build software. If we have to solve for 500

[00:37:12] distinct use cases, you've, you've slowed us going down. Um, and, and to give you an example of just like kind of how this played out in other markets, um, a lot of times, uh, at the, the PE level, um, not, not trying to compare, uh, the art and philosophy, uh, paradigms there, but you know, chiropractic looks a lot like how dental, uh, kind of rolled out in this country and like what the business model was and how it kind of evolved and changed over time. So a lot of times when you're having discussions about what's happening and what's that crystal ball of what's

[00:37:41] going to happen in chiropractic, a lot of times, a lot of investors are looking at what happens in dental as like a, as an overlay of these two things. And what happened there was a very similar problem and really private equity is what forced the hand of refinement of those things. Cause they had a group come in and buy a large portion of, of the dental or two or three within a couple of years, they went from, you know, 10 to 15% PE ownership to like 50% over a very short amount

[00:38:08] of time. But what happened in that is that everyone that wasn't in those PE groups understood that they have to start doing things away if they ever want to get bought by one of these companies. And so like instantly like that, that shift made people say, well, my value is in doing things a certain way. And if these guys are, if I ever want to sell to one of these other groups, I really have to align myself with it. And so you kind of have like an outside force that pushed systems. We've seen some of that in chiropractic, but it's not been as aggressive. You've seen some

[00:38:35] PE groups get involved in some of the larger groups and stuff, but just throwing out, that's kind of an interesting piece there. But yeah, so your question is that the more aligned you are, the easier it is for us to build things. And so I think that's an important thing to know. I'll wrap with this. We teach the four seasons, launch, build, scale, exit. The fourth, the fourth season is that is what you're talking about, which is at the end of the day, everyone's going to exit at some point where we fail in chiropractic is we don't have these graceful

[00:39:03] and profitable exits. Unfortunately, practices are retiring with the doctor and that's not remarkable. It should be a very different story and narrative for so many docs who spend decades of their life serving their community, serving people and then not exiting well. It's unfortunate for the community that lost a great doc and lost a practice. It's unfortunate for the doc and their family. And it's unfortunate for our profession. Nobody's winning there. So to your point, yeah, when you start

[00:39:30] thinking about the third and fourth season scaling and then exiting, I'll tell you what, rubber has thrown real quick and you're nailing it. So, all right. I really appreciate your time here today. How can our listeners get more information, take a next stab, discover more about chiro HD and what you guys are up to? Yeah. Easiest place is just our website has all of that. You can schedule chirohd.com. You can schedule demos. You can reach out to our support team. You can reach out to sales.

[00:39:56] So that's just easy. We do have a Facebook and Instagram and all of that. But, but as far as like quick, easy access, chirohd.com is the place to go. Well, Gabriel, thank you for taking the time to meet with me. I love this conversation. I know we're going to have more. So, uh, love, love jamming with you and learning more about what you're up to your story. Uh, true remarkable CEO type challenges you're facing, but yet in the midst of it, you guys continue to advance and move forward. So thank you for pioneering and leading and supporting this profession. Uh, thanks for being an enterprise,

[00:40:26] remarkable success partner with remarkable practice, helping our doctors help more people for everybody who's listening. Thanks for tuning in and look forward to, uh, joining you again next week until then God bless and have a great rest of your week. Thank you. Thanks for listening to this episode of the remarkable CEO podcast. Remember what the world needs now is chiropractic and what chiropractic needs now is more successful chiropractors. If you like this podcast, please subscribe,

[00:40:53] share with a friend and leave us a review. And if you'd like to connect with us personally, direct message us on Facebook, LinkedIn, or Instagram. Now go and be remarkable.