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This Dental Specific Podcast is dedicated to the Dental "Entrepreneur" Michael Dinsio, Founder of Next Level Consultants, delivers #TRUTH when starting up a dental practice. From the very first step to getting the keys of a dental practice, Michael shares his raw & unscripted playbook with you. Not only does this podcast provide you with "What To Do" but more importantly "What Not To Do". With over over 15 years of experience & over 150 past clients, Michael delivers an educational and informative program in a real and genuine way. Start w/ Episode 01 - as we go through a STEP by STEP process.
Michael Dinsio: Alright guys, welcome back to
another episode of startup unscripted. Guys,
thanks so much for being part of this program. And
I just wanted to have a little grateful moment in
that. Here we're at the end of 2023, heading into
2024. And super grateful for you guys. Thanks for
plugging in and listening to what what we're
saying on this thing, I really hope it's a benefit
to you. And, and I just wanted to say thank you
for, you know, being a part of the program and
being part of the community. But without further
ado, let's let's just get right into it. So this
is startup unscripted. My name is Michael Dinsio,
CEO, co founder of next level consultants. And on
this program, it's all things startups. And we are
walking all the way through the start for walking
through the start of a startup all the way through
the end. And then now we're getting ready to boot
right back up. This is kind of part of the Encore
series. So when I say encore, if you see encore,
that means that it's kind of a product or a
service, that's important to you after you're
open. So again, understanding what we're trying to
do episodes, you know from the very beginning was
starting at the top of a startup and going through
construction, architecture, demographics all the
way through. And then we're starting back up at
the top. But anytime you see that on core, that's
a service that you probably going to be interested
in, posts close. So and this is part of that
encore series. So today, without further ado, let
me just get into introducing our guest, and we're
gonna have a great conversation today is something
super important to startups. But today I have
Corey pine agar with reach, which is a very
successful and large dental call servicing
organization. Corey owns the company. And I've
been referring to them for a while now. And it's
so important because you guys need to have your
phones covered. And Cory has a great solution for
that. Corey, welcome to the show, man. Thanks for
being a part of the program. I know you're a
little sick today. So if you don't bring the
energy I get it. But thanks for being on.
Cory Pinegar: No, now we will we're going to bring
the energy and we're going to take a nap after
it's
Michael Dinsio: well, if I if I see a hit in the
night called during, I'm not going to judge you.
So if you take in Hey, you can little Nene later.
That's fine. That's fine. No,
Cory Pinegar: first of all, thank you for having
me. It's a pleasure, worked in the dental
community for the last nine years and really love
what's happening in the progress that's taking
place. So it's an absolute pleasure to be here.
Michael Dinsio: Yeah, man well tell us a little
bit about Reach. I know you guys rebranded. But
Reach is the way the way it goes today. And just
give us a little bit of what you guys do I know
call servicing is kind of the one thing but you
got some other things too. So what's the 30
second, kind of, elevator pitch?
Cory Pinegar: Yeah, I so if we actually go beyond
the call servicing, we're about helping practices,
maximize their missed opportunities. There are so
many mundane things that take place every single
day in a practice that no one loves to do. No one
loves calling Delta Dental and sitting on hold for
45 minutes or name and no one loves picking up
every phone call that comes through. Those are not
easy, but that's where efficiency and better
patient experience is driven within a practice. So
as a company, there is so many sexy technology
companies today. We're almost everything but that
where we focus on simple missed opportunities and
providing patients a great experience that drives
into better revenue and better profit and more
peace of mind within the
Michael Dinsio: practice. Dude, amen. You just
literally like if I were to throw a softball up,
you just crushed you like you literally crushed
that because that is totally talking my language.
I don't think that my clients, our clients and
startups in general appreciate how important what
you said, how important that is. Because as a
startup, you're not going to have a lot of
opportunities. Because you're a scratch startup,
you'll be lucky if you got 35 new patients, your
first month, you're used to 35 patients in a week,
or maybe even some crazy practices a day. And so,
like it like it's all about maximizing and
efficiency, you just nailed it. I will add to
that. wages. So as a startup, you have no revenue.
So managing your expenses are that's like
everything that's like so important. I guess my
first gosh, I could go into 100 different
directions. So Cory, give us like, if you're
putting your startup hat on, and I think you said
you had over 300 employees picking up calls and
doing the services you do. Is that right? That's
correct. So you're in the business of people. And
so your overhead, we're sharing your overhead if
we're, if we're taking on your services, we're
kind of sharing that overhead with you. But like,
what do you see as like the the one thing that why
someone would want to hire you guys for a call
service as a startup, what you give me are kind of
like pitch because they could listen to me all day
long. But I kind of want to hear what what you got
to say.
Cory Pinegar: Yeah, so most people actually are
hiring us to start about six to four weeks before
the practice even opens, because someone's going
to be driving by your sign is going up at that
time. And your first week, you want to have the
most successful opening possible money is being
spent starting day one. And so now having someone
in the practice for 15 to $25 an hour in total,
during that four to six weeks before is incredibly
expensive. We charge per call. It's about $6 per
call that rolls through to us. And so it allows
practices to capture those new patient
opportunities, while at the same time not be
spending an enormous amount of money with an on
site person, and not the highest level of demand
being there yet. Yeah,
Michael Dinsio: Totally. So that's interesting. So
four weeks before you, you star,t so, before they
start, you're picking up the calls, because I
always get the question, Mike. When someone calls
from the banner that says grand opening or
accepting a bid, what do I say? And we coach them
through that. But let's be honest, doctors aren't
the greatest to taking those calls. Some, some are
great, some are great, but most are not so. So
it's a perk, but it's a per call. And it's not a
conversion, but it's a per call type situation.
Cory Pinegar: Exactly. We charge around $6 per
call. Now, the interesting thing is we report at
the end of every month because taking calls is
great. Let's say you pick up 81 calls in a given
month. Well, what actually matters is how many
butts did we get into the chair? How many patients
didn't schedule and how many of them showed up? So
we provide a comprehensive end of the month report
where it shows here are the 81 patients we spoke
with, here's their names, here's what we spoke
about. But then here's how many we scheduled. And
then here's how many of them showed and how much
did they actually spend so that it's not like
you're in conversation.
Michael Dinsio: So it's production per the person
that you drove to the practice. Yes.
Cory Pinegar: Yep, that we pull from the ledger in
the practice management software.
Michael Dinsio: Okay. Okay. Sorry, I interrupted
you. I just wanted to get clarity on that. So So
essentially, you're giving reporting on the calls
that you're picking up? And how much and what the
value of that particular call now? Do you guys get
bonus? Or is there like some kind of win win
situation where you'll get paid more per
conversion? Or is it just is it just coverage? And
that's okay, if it's just coverage? I'm just
asking, like, is there motivation for folks to
drive people to the schedule? Does that make
sense?
Unknown: Really good question. So we don't change
our pricing. on that. What we do is we actually
spiff each one of our reps who are answering the
phone calls for each new patient and existing
patient that they scheduled. They also get saved
or they get spiffed to save a cancellation
attempt. We didn't want to I'm all about
simplicity as a business owner. So if you came to
our pricing, and it's like, hey, we charge $5.15
per call, but then if we schedule a treatment
appointment, it's $27. On top of that, we wanted
to build a system where it's very easy to
understand what's going on, but you're correct
that our agents have to drive alignment of getting
people scheduled.
Michael Dinsio: Okay, so you guys are essentially
doing some motivational factors. Behind the
scenes, if some of these metrics are better,
because essentially, like, you could just have a
bunch of, you know, get a bunch of people on the
schedule, and then they don't show up or, you
know, fake calls, I mean, someone would have to go
to some serious lengths for that. But essentially,
you do have some things on the on the back end for
your team. That's cool. That's cool.
Cory Pinegar: And the reality is, we run month to
month agreements, as I think most businesses
should. And so if we're not driving butts in the
chair, that are delivering revenue, and better
health care to patients, practices have the right
to walk away. That's so every month, we've got to
go out there and earn our keep by delivering
value, and not just scheduled names or booked
phone calls.
Michael Dinsio: That's exactly our model as well
at Next Level Consultants. So I feel like, I feel
like that's, that's where that's where it should
be. I mean, look, I mean, the reality is, is you
have to perform in this day and age, and I think I
think competition is good. And so just all things,
performance driven. third party services are I'm a
big fan, because, you know, I half the time, I
can't get front office folks to pick up the right
way or to convert the right way. And to me, if I
if there's a company like yours, that takes calls
literally every single day, are they going to be
better at it than probably your front office
person? I mean, I'm saying your front office
person is probably pretty good. Finding that maybe
they're not their average. But like, if you do
something every single day, you're kind of the
specialist data. What am I am I crazy there? I
mean, you guys should be better at it than the
average person, are you?
Cory Pinegar: Yeah. So this is actually a really
good question. I would agree from a like, all we
do is pick up new and existing patient phone calls
and attempts to book them. So we're very good
there. Where we can sometimes not match the level
of the practice, to be candid is all of the
nuances around minute questions. You had a
question on a bill? Who does it get to? So there's
some level of When Suzy calls the practice, and
Mike is at the front desk, and he knows Susie,
there's a relationship already built there. What
we're very good at is taking new and existing
patients and attempting to get them scheduled,
where I would say we're not as good. And frankly,
I've never seen a call center, or a call service,
knock it out of the park is all of the minute
relationship and practice nuanced details. We're
working on getting there. I also not a big
believer in selling a used car. We're good at what
we're good at. And that's scheduling people and
getting them to show up to their appointments.
Michael Dinsio: Yeah, that's right. That's right.
So I think a lot of the confusion with or not
confusion, that's the wrong word. I think a lot of
like, the mind block is like having a company
represent you. That's not you. And so like, how,
how do you guys create that? That connection, so
to speak, when you're not part in air quotes, part
of that business or that practice? Like, do you?
What's that process? Like? Because I feel like if
if if people understood, it's possible to create
that, that that bond so to speak, then it's not as
hard to hire someone that's outside the office.
Cory Pinegar: So you're asking the the most
difficult question of what we have to conquer. And
it all comes down to how we onboard a practice.
And it's the information that we collect, where we
can act as a cohesive unit, how was the new
patient scheduled? How's the limited exam
scheduled? How is a consultation scheduled? What
insurances are in and out of network to make that
sound, then very natural, we use a piece of
technology that leads a natural conversation, so
that when a person calls in Cory pinegar, as an
example, it would say, are you on the phone to our
rep with a new patient, an existing patient or
other such as Henry Schein, they click on that.
And then okay, you have a new patient on the
phone? Are they looking for a hygiene appointment?
Are they looking for a emergency exam, and that
leads through this very natural flowing
conversation instead of having a one pager with
998 words on it? We try to lead our reps through a
very natural conversation where we're giving them
practice specific information that they can relate
to the patients as they need it so that it's as
natural and homey or family like as possible.
Michael Dinsio: Yeah. Now, now, I'm like, when
when the when the patient has specific
information, or questions about something
specific. How do you guys handle that? Like I'm
okay, so I'm my patient. And I had a root canal
last week, and I got some post op questions. That
doesn't get answered. How do you guys handle those
things? Right, like, because I think also that
could help my audience understand how this all
navigates and works without, you know, major
disruption to the, to the normal practice.
Unknown: Yeah, so number one, we attempt to handle
everything that we can, I am a very anti... We're
not a glorified answering service or a answering
machine. So 90% of what we get on the phone has to
be handled by us, or we're doing a piss poor job.
Now, what you just said is I had a root canal last
week, and I have some post op questions that is
outside our scope.
Michael Dinsio: Well that's clinical.
Cory Pinegar: Yeah, there's two different ways
that we handle that. Number one is because we have
the patient on the phone, we actually attempt to
warm transfer them if during the business hours to
the practice. So then, and it wouldn't sound
clunky. But you would say actually, hey, let me
get you over to Mike, who is going to be answered?
You know better to answer these questions. Here.
He is on our scheduling team or a patient care
team, we would loop you know, get a hold of you on
the phone. Hey, Mike, we've got Cindy on the other
line. Here her questions. Great, we looped Cindy
into the conversation and allow you to take it
from there now on transfers are the best way so
that it's not Oh, let me forward you to someone
else. That's really clunky. Because someone's
already explained to you, right? Number two in the
situation where you're closed, or we can't get a
hold of the practice, we are then sending a text
message an email through our service saying urgent
matter. Here's the name and then they can log into
our portal where they're able to see everything
that just took place who they should be calling
back, so on and so forth. Ideally, it's a warm
transfer. If not, we're sending out certain urgent
messages to those who are responsible.
Michael Dinsio: Nice, nice. Okay, cool. So big,
big picture, like how I look, let's go back to how
to ROI a service like this, because I think this
is the, to me, like an ex banker. This is where my
head goes, right? So I always I always think about
like, okay, Mike, how do I, how many people do I
hire, how many hours I can't miss phone calls, and
their decisions of hiring team is always about
covering, covering the phones, but but to be
honest with you, and you've kind of already said
it. Like to have someone sitting around picking up
your phone at $22 or $25 an hour for five days a
week is just not economical. So this is kind of
like the game changer where you can hire someone
up front for three days a week, and then have
Coreys team cover all the rest of the days at a at
$1 per call or whatever the dollars dollars per
call, whatever that number is, is way more
economical. So that to me, that's the game
changer. Right. So do you find that startups are
following that model? Is that the biggest ROI in
your mind? Because I mean, I hope I'm not
answering it. But I just want to have a discussion
around the ROI of the situation.
Cory Pinegar: An answering service is a no
brainer, as long as the quality and the scheduling
is done to the practice standards. And it doesn't
matter if you have one person or two persons.
There are just; if you look at call patterns
during the day. If you look at the up and down
curves, there's just fluctuations of calls during
the day that one or two people cannot handle. And
so how do you have a service that operates as a
failsafe, that can be answering all those calls,
especially as you're new. We all know that if you
call somewhere, and they don't pick up the call
the next Google listing. That's right. And there's
there's very little loyalty unless it's a direct
patient referral, unfortunately, in our current
society, and so it's all about being there when
your patients need it. And that also allows you as
a doctor to come in and have a morning huddle and
know that your phones are still getting answered.
Patients are still getting proper properly helped.
The reality is if you look at all of dental
practices 32% of all phone calls during business
hours, go unanswered.
Michael Dinsio: 32% during business hours, get
missed.
Cory Pinegar: Yep. And that has been correlated by
your Mango voices, your Weaves. And so that is
marketing dollars that are just rolling down the
toilet.
Michael Dinsio: Litteraly,
Cory Pinegar: It's hard to handle those patterns
of calls when they spike and then they dip.
There's no way to staff perfectly to that. And so
we provide a service that helps maximize that at
an efficient cost.
Michael Dinsio: So are you guys open 24 hours is
that no, that doesn't make sense to me picking up
a phone call 1am Doesn't make sense, but go ahead.
Cory Pinegar: We're open from 5am to 10pm. And the
reality If I'm just brutally honest, we're open on
the weekends and some later hours not because it
makes us a ton of money. But because practices
when we get calls on our sales line, Dennis go, I
need an after hours scheduling service. That is
the farthest thing from the truth. When you look
at the numbers, you need a during hours overflow
service from a number of missed calls. We're open
seven days a week, because it is great from a
marketing perspective. And there's no reason to
not want to pick up a phone call at 3pm. On
Sunday, the vast majority of work is done during
normal business hours and peaks around three
areas. When you open that eight to 9:30. Okay,
when you're getting ready from lunch from 12:30 to
1:30, then the day begins to wrap up.
Michael Dinsio: Yeah, because that's when
everybody else is taking lunch, you're taking
lunch? Like if I if I was going to call and try to
make a dental appointment, I'm gonna call my lunch
hour. Well, if all my dental client all the
practice dental employees are taking lunch, no.
picking up the phone. That makes total sense.
Okay, so So right in the morning, because people
are like driving their kids to school, or just all
this stuff that it was in their head last night.
They're getting offloaded first thing in the
morning during lunch? And then what was the other
one? Was it after right after hours? Close? No,
Cory Pinegar: right as the day begins to end. So
four through 530, you do see a light spike, the
biggest spikes are in those two sections in the
morning. Your third biggest spike is as people
head home for the day. What
Michael Dinsio: I want people to understand is
even if you have a team in place, they're missing
calls today. You just said what did you say? 32%?
Right. 32% 32%. So so so they're missing those
calls and you have coverage, it's not necessarily
your team. It's just not missing a call ever,
which is to me the ROI on that. And you're you're
exactly right. The marketing dollars that go into
polling these call center is literally like
burning dollars. If you missed the call, because
the call on the next Google listing to your point.
Cory Pinegar: Oh, it's hard it is. It is amazing
to look at the data. 14% of new patients they call
a practice and go unanswered will leave a
voicemail. So a lot of people like Oh Doc, we
don't miss a lot of calls. We had three voicemails
yesterday. Don't look at voicemails look at number
of missed calls. And the last thing that I would
know is people have no clue the loyalty that is
built when you help people out in a time of need
from a patient perspective. So years ago, when I
was starting reach, we were moving office
buildings one night, and about a Domino's Pizza on
my way home. Okay? The best pizza out there. I
took my first bite into that pizza, and my tooth
fell out. Okay, front tooth. Oh, and the next day,
I was supposed to speak to some front office
rocks, users with Laura hatch, and I'm like, worst
community to show up to in. Yeah, and I looked
like a damn pirate. And I mean, I literally stayed
up all night long. The business is brand new. I'm
like, I can't can't What did you do? What did you
do? I called around dental practices early in the
morning, and finally got a hold of one close to me
at maybe 7:05. And probably even slightly earlier
than that. And they're like, hey, I'll get a hold
of the doctor. We're gonna get you in. And they
saw me by 8:50. And by 9:30, we were good to go.
And the reason I say that story is I still go to
that same dentist today. Oh, is he helped me in a
time of need. So great story build, build
processes that allow you to build loyal patients.
And now my family goes to the same practice. And
this is not a hoity toity story. It's like he
legitimately helped me out in a moment of panic.
And there's so many people that have extreme pain
or a root canal or need teeth whitening before
their big wedding day three days before. That's
what services like this can do. can drive.
Michael Dinsio: I love it. So I do want to get to
some of the other services because I think there's
a lot of value here like recare recall. And, and I
actually am getting some questions live here
because we're live but I'll bring one of those in
here in a second. But real quick, any statistics
on new patient missed calls you said 32 of all
calls get missed. I heard a statistic once that
33% of all new patient calls get missed. Any other
fun statistics that you have that might be
alarming to the audience. I mean, as a consultant,
you almost want to throw up in your mouth when you
hear some of this stuff. But it's so it's like our
clients are very driven by numbers and statistics.
And so just those 230 2% are, what did you? Yeah,
33% of all new patients get missed. You said 32%
of all calls get missed. So it's about the same,
right?
Cory Pinegar: Yep. And we've seen that number from
the last five years, we track it every year
fluctuate between 29 and 33%.
Michael Dinsio: Wow. Any others that are fun? Like
how many on average? What convert? Do you have
that? How many of all the calls that come in? Just
in general, how many convert?
Cory Pinegar: Oh into new patients? That's
actually a really good question that you could do
a whole episode on. It is so dependent on the
office's quality of marketing, because there was
one thing to say we drove a lot of leads, and we
drove a lot of calls. Were they the right
insurance, were they did the practice, have the
availability to schedule. So that's actually one
of our more wider, varying numbers, I wish there
was more rhyme or reason. But it really does
depend on practice, availability and quality of
opportunities that are coming in.
Michael Dinsio: So we we've done a lot of mail for
our startups and right i right out of the gate,
and we find that a good converting ratios is 60 to
70% of all new patient calls. If it's lower than
60 to 70% of the new patient calls, then, then
there could be something broke, right? But you're
right, I mean that. With that statistic, it kind
of goes into what you just said is is if 60% of
all new patients get converted, that means 40%
might not have the right insurance or whatever, it
might just not be a good fit.
Cory Pinegar: When you see the numbers, they range
from 35% to 80%.
Michael Dinsio: Yeah, it is it is that I've seen
that range on the mailers because our our mailing
houses actually track converting. They don't take
the calls, but they actually track mail to
someone's house, to picking the phone up to missed
calls, we got percentages on missed and then to
converting and you're right, a practice that's not
doing a good job is in the 40's (%). And the
practice doing really good job is in the 60's
-70's (%). So you're right, that is a pretty big
range.
Cory Pinegar: One thing that I do want to know you
asked for some additional statistics, what do
people see if the service works? Well, at the end
of the day, we're all in the business of ROI. If a
practice is working well with us in our
partnership, and they spent $100 in a given month,
they should expect to see at a minimum and 8x. But
we believe we're doing a better job at a 12. And
instead of just saying those numbers, we need to
go in there, run those numbers every month, and
then provide a comprehensive report to earn the
partnership going forward. So if a practice then
spends $1,000, we would expect to be driving
$12,000 in production and collections from those
appointments that we scheduled.
Michael Dinsio: That's huge. That's, that's
absolutely huge. And of course, it probably varies
on the the type of specialist and all that good
stuff.
Cory Pinegar: Medicaid, the availability, the
practice, but if you look at our averages, they're
right between 10 and 12. Wow, that's I'm concerned
personally when we dip below an eight.
Michael Dinsio: Oh, wow. Okay. Nice. And that's an
annual value or per per visit type statistic.
Cory Pinegar: That's taking our spend monthly
versus the production and collections that come in
from the appointments we schedule.
Okay, okay. Okay. Wow. Nice. 10 to 12. Cool. All
right, let's flip now and we're 30 minutes in but
let's just take it to like ancillary services,
because I am a big fan of third party services
because of no payroll, taxes, no benefits, it's
always performance. Your employees can't call in
sick. Courtney's got you 100% of the time. I mean,
there's so many employee issues, anxiety, oh, my
gosh, I mean, I could just keep going on and on
about why our team members do not perform or they
don't show up, why they're unreliable, why they
might be overpaid. bad attitude, not an owners
mentality. And of course, Korea's team is going to
have a little bit of that. I mean, come on, let's
be honest. He's he's managing 300 people. But in
general, if their whole job is to convert and be
pleasant and Korea's listen to the calls, and he's
got actually is that something you have as a
quality control center where they're your or
someone's listening to those calls, because of
course, you're gonna listen to some bad calls and
alert you and let you know. Right? But I mean,
what's the process for that real quick.
A minimum of four to eight calls per week are
listened to by our quality control team, we grade
on a 34 point rubric for them to get their
commission, such as booking those new and existing
patients, they have to hit a minimum quality stamp
standard as part of that process and then Also,
we're not using the grading process to break
people, but to build people so that they can take
their commission and their service to the next
level. So we have a full training team, and a full
quality and control team that just focuses on
getting people on the right foot before they ever
hit the phone, and then helping us always hold to
the highest standard.
See, see, this is exactly why you would consider
third party services because he has that whole
system, training, grading commission, all of that
on performance of taking calls, your front office
person has to insurance verify they have to sell
treatment, they have to post payments, they have
to submit claims, they have to pick up the phone
calls, they've got to just maybe run over and do
perio charting charting as a startup, they've got
to do all this stuff. Is it hard for you guys to
think that maybe Korea's team would be better at
picking up the phone and converting Of course, it
just makes natural sense. So let's flip. Let's
flip this over to like a service like recall or re
recalling Maggie actually, our marketing gal, she
popped in a question. I think it's a great
question. Here it is Corey. So are there. Are
there common challenges that dental offices face
when it comes to recall scheduling? And how can
those be overcome? So now we're talking about a
different service? Right? Do you guys do recare
calls for the good for the offices,
Yup, that's one of our main services beyond call
answering?
Michael Dinsio: Let's talk about it. Let's talk
about it. This is awesome. Go ahead.
Cory Pinegar: Um, so we and this is a paper for
for performance, we only get paid if we book an
appointment here. So I think is an easier pill to
swallow. We call in the ideal hours pre COVID,
those were about four to 730. At night when people
were actually home. COVID is flattened that scale
slightly. We're okay, they're often more home in
the day, but we still have a lot of our resources
from five to 730, where we can reach people when
they're home, when they have an availability shot.
And when a dental office is usually not going to
call them.
Michael Dinsio: So let me, let me, let me, hold
that. Let me pre frame here. You guys are calling
active patients and trying to get them back on the
schedule. And you are calling in the hours that
are most successful to the patient – not
convenient for the practice. Right? Yeah, because
what happens is, is what like dental assistants
are running around, doing all these things, and
front office doing all these things. And then we
get a cancellation we got an hour of a free
minute. And that just happens to be maybe at 2pm
when everybody's working and your success rate is
terrible to make recare calls. So maybe hire Cory
and his team to smile and dial during the hours
that make the most sense. Yeah
Cory Pinegar: 100%. And the interesting thing is,
if you look at most practice management software's
56% of all patients are overdue, that the thing
that I think if I were a practice owner myself,
before I come in and sing the bell, now startup is
different here. But before I come in and sing the
bell have new patients, new patients, new
patients, is do we have a system where most of our
existing patients are coming back? Those are the
patients who get additional treatment who show up
to those appointments. That's who you should be
nurturing first. And so we're calling them and
saying, Hey, Dr. Smith noticed you were overdue.
And we have an availability this coming Tuesday
and Thursday at 11:30am and 4:30pm. When works
best for you, not just a text. Now you want to
still do text and email. But I'm all about how do
you have as little slippage in your funnel as
possible so that you're driving the most efficient
practice possible, not 100% Perfect, but that when
you then enter new patients into the system,
you've got a system that takes care of them in
perpetuity. And they're a long term patient going
forward.
Michael Dinsio: Hell yes. Yes. I love that. That's
nailed so so you answered Maggie's question
perfectly. It's really getting the most out of all
the tools that you have. And this is this is a
great tool. Miss Paula, my partner asked. So you
guys schedule. So that's the first question is do
you schedule? And are you familiar with all PM? Of
course Paul asked this question because she's all
things operations and helps helps our clients set
up the systems and the protocol. So this is where
her brain goes. I love it. Do you guys actually do
the scheduling? And are your people familiar with
PMS? If they do?
Cory Pinegar: Yep, we do all scheduling in To the
practice management software, again, we don't want
to be a glorified answering service. Now we only
work with about 80% of the practice management
software. So all of your big players
Michael Dinsio: Oh only 80% no big deal. Yeah,
there's a lot of them out there.
Cory Pinegar: Open Dental, Dentrix, Eaglesoft, the
smaller nuanced ones, we don't.
Michael Dinsio: Yeah, cloud, right cloud, this
cloud that every everybody every brother and their
mother has a cloud PMS version that everybody's
super excited about. Don't get me going on cloud
services right now. But essentially, you guys are
pretty familiar with with the big boys course
Opened Dental on Eaglesoft Dentrix. But then
there's some cloud versions and some things that
are pretty common. So I'm assuming you guys are
pretty comfortable with that. But
Cory Pinegar: We do Ascend, we do Denticon, we do
Curve on our cloud side. To give quality to our
customers, we have to minimize the amount that we
have to train our team on because if they have to
be aware of 17 different practice management
software's we would diminish our value?
Michael Dinsio: Yes, yes. Okay. So, Miss Paula
jumps back in and says, she may have missed this
part. But how fast if they were going to onboard
you? How fast could you onboard them? So like I'm
a startup. And you said you wanted? You said it's
good idea to bring you guys in four weeks before
they open? So how, let's say they call you late?
How fast can you jump in and start rolling.
Cory Pinegar: From the day that we hold the
kickoff call, we're live in a minimum of five
business days now sometimes quicker, just depends
on, you know, working with the phone company and
getting access through it. But that maximum
timeframe, generally for us five business days.
Michael Dinsio: That's great. That's great. I, I
you know, it's not something that we normally
throw in. But, like, setting you guys up earlier
on? What's the pitfalls of that quarry? Because I
think we think when we turn on marketing, that's
when we need to have Korean reach going. But like
with your pay structure, and we didn't get into
and I don't want to quote you too much on the
program. But I guess I'm thinking if it's if it's
a cost per call, I mean, what are the downsides?
Are they paying a lot of money before they're even
open? Because that's where my head goes. Are you
with me with this conversation?
Cory Pinegar: Not a significant amount. If I were
to call out, and this is answering your question
to the side, the biggest pitfall that can take
place from having an answering service is still
having your staff expected to pick up as many
phone calls as possible. So what you don't want
them doing as you've started your practice, and
they know they've got a third party scheduler,
behind the scenes, if they have that availability,
they should be that frontline, because we cost
money when we pick up. And so what we don't want
to do is overburden unnecessary cost. If there's
available people, we should only be used when
people are busy or unavailable to get to the
phone.
Michael Dinsio: Yeah, yeah. I see. So so if you
have coverage at the office, and they pick it up,
we're good. No cost. But if someone misses it, or
it's outside the hours, it'll cost them. But
that's perfect. Because you're you're utilizing, I
guess you're catching the slippage. So I love
that. That's fantastic. So is there a monthly and
you don't have to answer the specific amount
because it can be chained. Podcasts kind of exist
forever. You know, people listened to my episodes
from four years ago. So I don't want you
necessarily to quote quote, quote, numbers because
it could change and all businesses do change, and
they deserve to change with inflation and all
that. But is there a monthly plus a call a call
cost? Is that the model?
Cory Pinegar: Yes, we yeah, we do have a small
monthly fee that covers the reporting in the
portal and all of that less then $100 a month. But
yes, there's a small monthly fee.
Michael Dinsio: Right on. All right. That's cool,
man. And, look, we've been at 30 minutes. That
means this episode's been intriguing for me, I
like to do these 35 We're over and that's because
you're you're a great interviewer your core
anything else that you want to give my, my
audience my friends out there as their give, don't
feel. Don't feel like you have to but like some
people provide like documents or case studies or
maybe a training document we can attach to the
description below or anything big give or any last
minute words of advice before we shut this bad boy
down.
Cory Pinegar: We've got some best practices that
were more than happy to provide in white pages
that we could provide to you and your team. Second
thing is if someone is interested, we are more
than willing to provide a $250 credit to get
started. I believe we have to earn people's
business and so we can do a lot of that initial
work on our dime and build a relationship. It's an
easier way to get started.
Michael Dinsio: Oh cool. Dude, very grateful for
that I started the episode of grateful I'm ending
it it with grateful. So $250 credit to you guys,
how do you? Do we just do hashtag or promo code
Michael. So you are Startup Unscripted of some
sort. So they know it came from the program looks
something like that.
Unknown: So we pre arranged this today. So if you
mentioned it to our sales team, they are aware of
it and we'll be honoring it for the next 90 days.
Michael Dinsio: Sweet 90 days. That's awesome.
Okay, so folks take advantage of that. Corey was
in the giving, the giving mood today. Oh, last
question. And one of our practice management
coaches, Nicole, how often are the analytics
updated and delivered? Is that is that through the
portal? So it's kind of on demand? It sounds like?
Unknown: It's on demand. And then our end of month
holistic ledger summary comes once a month. But in
terms of patient interactions, who's getting
scheduled, all of that is live in the moment.
Michael Dinsio: Dude. I can't think of a better
service for the startups because again, they need
coverage. There's opportunities walking in the
door. There's tons of marketing dollars being
spent. I mean, it's just on and on. And so DSOs
are hiring you guys. And I always think like if if
DSOs are doing it probably makes sense if it makes
sense, right? Like, another doesn't. I know that
contradicted so but not everything that DSOs do
makes sense. But when it comes to business,
sometimes you have to really consider it. And
third party billing, insurance verification, which
I know you guys do, picking up a phone call missed
calls called phone coverage recare. I can't get my
offices to do more recare calls. I love that
service. So if you want to learn more about reach,
you got it. You got to get a hold of Corey and his
team. We'll put all that information below. And,
man, thank you so much. I feel like we all learn
something today. And it sounds like there's this
pretty big promotion that I want folks to take
advantage of this. Well, thanks for being part of
this.
Cory Pinegar: Thank you. It's been a pleasure.
Michael Dinsio: All right, man. Feel better. talk
to you soon.
Cory Pinegar: Thanks.