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This podcast covers from START to FINISH How to Acquire a Dental Practice. Michael Dinsio, founder of Next Level Consultants has literally seen hundreds of deals as a banker in the industry & he has personally consulted hundreds of dentists as a Buyers Representative. Michael talks with GUEST SPEAKERS about Due Diligence, Legal, Demographics, and more... He invites experts to the show to help you avoid those headaches and heartbreaks. So start at the TOP w/ Episode 01 and work your way through the transition process. We break it down step by step in a true #UNSCRIPTED and genuine way.
00:00
Oh yeah! Here we go! Practice acquisition!
00:11
There are pitfalls throughout the entire process.
00:25
Folks?
00:36
And now your host, Michael Dinsio. All right, all right, guys, we're back. We're back. This is Mike Dinsio, another episode of Dental Acquisition Uncensored. As always, Mike D'Incio, your founder of Next Level Consultants. And I have a guest. If you guys watched the part previously, I have my co-founder, my partner, my co-co, I don't know, my friend, partner.
01:05
And we're continuing the conversation from last episode. So if you, if you're just jumping on this one, stop it, start it the other episode right before this and listen to it. And we're going to continue the conversation right now. We're deep diving into the clinical part of due diligence. Uh, and we were picking up right where we left off. Um, we really got into the hygiene. We got into.
01:33
what reports and codes and what to look at with the schedule. And we just started talking about the mindset of the buyer going into the process. And I wanted this to be a two parter because the idea of you buying a practice, you have to be...
01:59
You have the majority, sorry, I'm struggling to say this simply, but the reality is, is your success is very, very heavily weighted on your ability to produce or at least near the seller. Because up to this point, if you've been following the program, your CPA, your banker, everybody's looking at historicals, historical financials, historical new patient counts.
02:27
historical procedure by provider reports, historical collection rates, blah, blah, blah, blah, historical, historical. Then you're going to take it over and it's really easy to try to predict what they did, but there's one factor that changes all of it and that is you, you as the owner. And so today we are continuing this conversation with Ms. Paula Quinn. Paula, thanks for joining me again today or well, not today.
02:54
Guys, we just finished it and we just started over again. It's part two of this same conversation. So we don't have to introduce her again, but Paula, thanks again for being here today. Of course. So going on down that vein, how important is it in your mind for a dentist to have a realistic...
03:22
impression or I guess awareness of what they are able to do as a clinician. And I'm going lead the witness a little bit again here. We've had many clients that maybe questioned their ability or the opposite, had many clients that were super confident about their ability. How did that impact their transition and all of that? Because we've been through a lot of transitions now and it
03:50
it's been amazing the results in this situation. So what goes through your head when I ask you that question? Well, you're right. We have had both ends of the spectrum. I think that, you know, we, in the first episode, we talked about procedure by code, right? So I think making sure that, you know, when you're looking at those, you know, do you have the ability to do the kind of dentistry
04:18
that the previous owner did. And if they did one or two of them, no big deal, right? Who cares? And honestly, even if they did them, you could refer them out or you could have somebody in your practice, but it's gonna take an impact on the revenue of the practice and you're buying it here, right? That you're expecting to produce here. And if you all of a sudden can't do
04:46
some of those procedures or half of those procedures, then obviously you're overpaying for a practice because you can't perform like that. Well said. Yeah. Yeah. And we've definitely had both. And I think that some insecurities are just until you get in there, you figure it out. But then some insecurities are
05:11
insecurities and no matter how hard you try, they're not going to change. So, if you doubt your dentistry and you doubt what you can do, there's a fine line between just needing some encouragement and really not having the skill to do it. I don't know, Michael, maybe you have something you're wanting here, but only, I guess, you know if you're able to crown prep.
05:40
Yeah, no, I mean, you know, you were married to a dentist and your first practice that you owned with him, you talked to me about stories about him doing stuff and maybe it was questionable. think all dentists go probably. Thank God my name has changed or he would be really upset. Yeah, that's right. I didn't even think about Some horror stories, right?
06:04
Yeah. all graduate and come out and have our first patient. And even though we saw patients in school, we have an instructor and we have as many hours as we want to get that done, you know. So it looks completely different in our own practice without a mentor, without all the time in the world and the pressure of needing to produce to match what we paid, right? To pay the bills. Yeah. In the same vein,
06:33
I'm not really looking for anything, Paula, just a good conversation around the idea of that 60 % of the risk of the success of this transition is your ability to match and produce at the same level. Because to me, the biggest risk of buying a practice is buying something and running it into the ground. And we're not talking about the business part of it.
06:59
You could, it's the same rent, the same team, the same benefits, the same utilities and loan payments. We've already all predicted, your team does that for you. But you can run a practice into the ground if you cannot keep up with the pace, if you can't do some of the procedures. And looking at that schedule, you talked about it, like look at that schedule and see what they're able to do. That's speed and time, right? And then it's also looking at
07:29
the actual procedures, if you can add that to the practice or if you can't do it, then what's the offset of that revenue if you're not a big extractor, extractor. Yeah, if one doctor takes an hour to do a crown and it takes you two hours, mean, that's gonna have an impact, right? It is, it is. We had one recently, Michael, I don't know if your head went around this, but we had one who bought more of a
07:58
GP practice and wants to do high-end dentistry. So, you know, then there's that challenge of, you know, changing that philosophy from a bread and butter to, you know, a high-end practice. Yeah. Yeah. I think, I think that your vision has to match the practice you're purchasing. Bottom line. I mean, of course anything's possible, but it's just going to be a lot harder.
08:27
if you're trying to change something major like that. Yeah, and you might want a five-year plan. know, it's like, you know, if you're a big implant person and there's no nothing happening in there, it doesn't mean that you can't come in and start, you know, someone you have to extract a tooth, you educate them, you know, you can change it. It's just not, if all you want to do is implants, you know, that's not going to happen overnight. You've got a bread and butter practice and that goes for any
08:57
So procedures are one way. So folks, think about what you're comfortable with. Align that with the codes. Paula talked about getting a code book on the last episode. Code book, what's that called? What's the official name for that? I mean, there's a few out there, but it's the CDT. It's the... CDT, yeah. Code book, hashtag code book.
09:26
get a code book and find those procedures and then match them up with the reports. I've had situations where, well, Paula, how would you figure this out? I've had situations where the broker misrepresented the practice and they didn't know actually. they sold it as a bread and butter, but really it was a full mouth. They were doing a lot of full mouth stuff. It's a lot of fixed stuff.
09:55
How could you identify something like that? Cause that's a major, major risk. You know, when you buy a practice and it's slow, that's one thing you should be prepared to buy a slow practice and do same day dentistry. But if you buy a practice that's doing all on fours or maybe that's the bad example, but a lot of that kind of work, like could you find that in the codes? Would you see that in the schedule?
10:23
Yeah, I think, you know, because, you know, it's kind of a two to one ratio, two fillings to one crown, or, you know, there's all kinds of things out there like that. If all of sudden you saw, you know, 100 crowns to one filling. Yeah. I mean, they're doing full mouth reconstruction. It's a pros, it's a prosodontist. It's a pros office at this point, you know, so I think if it's it's astronomical, I think just everyday dentist
10:50
Um, you know, can be a little skewed, you know, two to one, that's just kind of a, kind of a number out there. You know, if it's three to one, if it's, if it's, you know, five to one, five fillings to everyone crown, they're probably a little conservative. If it's two crowns to everyone filling, maybe, I don't know, I'd have to reevaluate that. I'd have to see. I've never played with that, they say they, they, talked about that. last, but if all of a sudden you're seeing, you know, a.
11:19
I'm not going to cuss an astronomical amount of crowns. You know, they're probably doing some full mouth reconstruction. You know, if you see veneers have a totally different code, so you could tell if it's a, you know, a lot of cosmetic dentistry. So there's a, you know, just like ortho, you know, if there's a lot of ortho codes, then, you know, they're doing a lot of ortho. So I think you can tell a lot by the codes, for sure.
11:48
You just read my mind. Let's go down the ortho track. Okay. Thank you for bringing it up. What is the code? 80, 90, 80, 90 for full and 80, 40 for limited. Okay, folks. 80, 80 for children. 80. Okay. Now she's showing off. Oh, ortho. Okay. Pitfalls with ortho and, and, and, and orthos. If you're listening, um, this is not, these are not your golden.
12:16
Well, yeah, I mean, this is definitely something to obviously to think about, but GPs playing with the idea of ortho or or hell even even in North Apollo, it was kind of cute folks. She said we don't cause we cuss on this show, don't we? Sorry, it happened. So we do. If you feel if you feel like running one, just go with it. We we call them passion words on the show passion. And and you have a lot of passion with with ortho. If it's something you want to incorporate, that's an opportunity. But go look.
12:46
under that code and see how many they're doing. I think, Palipham, if my memory serves, did you inherit a lot of ortho cases that were prepaid for? Let's talk about that. I wouldn't say a lot. I definitely had some. I had a blessing because I had a young associate that came in and finished them all without any additional charge. So
13:14
I had a unique situation of there were some unfinished and prepaid and he did me a solid and did that. The seller himself did not or care. But the associate, because he was the one in there and doing them was so passionate that he wanted to personally see those through. Can you walk the audience through that?
13:42
I'm tracking you, but what's the risk there for buyers buying existing ortho cases, you know, with the payments, financial arrangements and all that good stuff? Yeah, I mean, you would definitely want to have something in place. mean, either the buyers coming in and finishing those cases, which is tough, right? So some of us keep the buyer or I'm sorry, the seller, excuse me. Some of us keep the seller on because they got a great name.
14:12
They've been with the practice forever and it helps with the transition. And then other times it's easier if the seller's gone. It just depends on the situation. So if the seller is gonna stay on and they're the one that started the case, you just need to identify those and make sure that those are very defined in the purchase and sell agreement so that you don't get into those. Because if you're taking those over and the patient either
14:41
has paid in full, right? Now you're owed some money because you've got to finish these cases out or they're making payments. I mean, you don't have that same relationship with those patients. So you just want to make sure that whatever you do in that purchase and sell that you very much define the situation that you're in and how that's going to finish out for each of those patients. So there's the money part.
15:08
what's collected, what's outstanding, what work is to be done. That's that. Then there's the question of how to incorporate Invisalign or gotta quit saying Invisalign, but someone like Invisalign. Well, mean, mine were brackets and wires. Oh, wow. needed a full blown bracket and wire person. So it would have been impossible to find.
15:35
you know, just an average associate off the street. So I think you're right, though. You got to look at the money aspect and you also have to look at the treatment and you have to look at the philosophy. Right. So. You know, for instance, this case, this associate had started this, you know, poor kids, canines were up in his eyeballs pulling them down like what if I, you know, if I hadn't done my due diligence, like there's no way I would have had to
16:05
send them to an orthodontist, refund some money, know, are lot of of things. So you just gotta be careful when buying ortho. You gotta be either really comfortable with it or the person has to stay on and do it, or we've gotta really define what's happening in the situation. And I guess we're making this about ortho. Sorry. No, no, no, that was me, but.
16:32
mainly because of the financial arrangements. That really goes for really big cases in general. I think if you're buying a practice where there's a seller who's getting into dentistry and being super nerdy and doing big things, like it might make sense to keep them on and finish out that work in progress as we call I mean, even if they just dropped an implant a couple of months ago. Yeah. there's warranties. that implant failing, it could happen. So you've got to have some
17:01
some liability around that, right? What you're getting at? Yeah, well, liability, financial arrangements, how much money was collected, how much work is to be done. So, ortho exaggerates that idea, but like you're right, implants, any major cases that might have a longer quote unquote warranty, they even need to get watched. You need to ask how much money was collected upfront. Is there any more work that needs to be done? Can you do that?
17:29
You know, I'm not trying to scare the shit out of you guys, but this stuff really does need to be thought of. mean, I mean, Dennis come to me all the time. You know, listen, you guys are super smart. You can figure this stuff out. Most of the time it's fine. These are the horror stories. This is how you eliminate the horror story is looking at this kind of stuff. So I think it boils down to just those big cases. Like you just said, Michael, it's just
17:58
you know, coming up with a plan around it, a financial plan. If you're comfortable as a new dentist coming in and buying a practice, if an implant fails or you need to do something, are you comfortable doing it? If you're not, you know, what's plan B? we, cause if you're comfortable, you just hold some money back. You know, you just say if they've collected it all, some of that has to go with you to, you know, to be able to warranty that investment. If you're not comfortable, then it's,
18:27
the other plan, can the seller be responsible for that? And then what does that look like? Yeah, beautiful. I mean, that's exactly right. Yeah, it's perfect. I your attorneys help you, you know, solidify all of these little nuances. And we had Robert Montgomery, another legend in the industry, talk about the purchase and sale. didn't get that deep. But a guy like like him can can figure all that out.
18:54
and really protect you. That's what your attorney's for, by the way. Everybody thinks, I feel like people, sorry, I'm gonna go down a path here. I'm gonna do clinical due diligence, but that's why you have a team. understanding the roles of each person on the team is really, really key. Your attorney's the one writing the paragraph in the contract that specifically says, hey, any work in progress is dealt with this way and any warranties are dealt.
19:24
this way. And so that's what your attorney's for, obviously. Anything, I'm going to kind of shift this a little bit towards team now. I know that's not clinical, but we didn't cover any transitional issues with team with our Wiedermann. We just, we really just focused on numbers. So Paulette, we're kind of experts in the team world. And I know you dealt with some stuff in the team department.
19:53
So it's really, this is- I know what you're talking about. I know you don't, but I will have fun reminding you. I'm kidding. It kind of goes again towards this question. What are some of the biggest pitfalls that you had when you purchased your practice? And again, leading the witness slightly because I was so close to it, but there was a lot of team issues. And I think team in general is something that our clients deal with.
20:20
doesn't necessarily have to be yours, Paula, but maybe all of the deals that we've been a part of with team, can you think of some scenarios of things that we can get ahead of before the purchase goes down?
20:37
I guess asking. For those of you watching on YouTube, Paula's dog just made a guest appearance, which is a good moment to remind you that you should be subscribing to YouTube and watching our faces interact. you can see Koda. Koda just popped up. There's a little bit of Koda. Hi, Koda.
21:04
Yeah, team, team issues with transitions. mean, I gotta be honest, this is one of the biggest things. Okay. Yeah. Well, I'm gonna start with mine briefly, cause mine was probably the most unusual circumstance ever. What could I have done differently to know that when I walked in day one that there was actually no team? I don't know that I could have done anything different. You know, on the prospectus and what the broker gave to me and the dentist.
21:33
selling dentists gave to me, there was an entire team with their wages. And then when I walked in, there was no one. I don't know. I guess I could have had a bigger voice in the moment, but what was done was done. I think what we see mostly is just teams in shock, Teams upset, teams failing.
22:02
that they instantly have a distrust. There's something that went on behind their back. Nobody trusted them enough to tell them, how could this happen? They're very afraid of what's to come. But you've bought and sold. There's a reason why you don't tell team and we've discussed this. It does protect everybody. In your situation, you had no team day one and actually they're...
22:28
You were protected legally. You just had to execute that. you didn't know I was and I was different because you know, when I sold, I told the team to in advance. Don't do that, folks. I know. I know. Don't do that. It was a different circumstance. I was lucky enough to have the buying doctor come in and work for a month. You know, my circumstance was completely different. The reason we don't tell is because I'm a buyer and.
22:55
if they get spooked, what happened to me is gonna happen to you all. They're gonna come in and the team's gonna be, without even giving the new owner a chance, they're gonna jump ship, right? They're gonna go look somewhere else. And that's why we don't tell, is I wanna protect the buyer and make sure that they have a chance to meet you and know you and know that they're gonna be in good hands and that I...
23:23
as the seller handpicked you to buy practice because our philosophies aligned and I knew you were going to take good care of my team. So we want a chance to tell the team that. And if you just tell them before they meet you, they have no idea, you know, we're left to make up all kinds of things in our head. So I think, you know, bringing the buyer in the day of, and they get to meet you, they get to be introduced to you, you get a chance to
23:53
to talk to them a little bit has seemed to work out really well in most situations. Let me flip your brain to a different direction. And that is change. Every young buyer went through school, modern day dentistry, and they're buying a practice where the seller might not be so modern. And so one of the things that buyers want to do is make change. And how hard that can be for
24:21
Do you have any suggestions around how to implement team with a newer team to you, but an older team to the practice?
24:32
So I think what you're saying is just, well, I mean, first of all, we typically suggest don't make a ton of change in the first six months. just, just you're, you are new, you know, you're there to learn. Their way might be, they may have some amazing ways and a lot of ways that might actually teach you. I guess I shouldn't say all buyers are brand new because, you know, buyers come in all shapes and sizes, but we mostly deal with, you know,
25:02
babies straight out of, you or, you know, been being an associate for a couple of years and they're ready to buy. But I know that there are some more seasoned doctors that definitely become buyers that, you know, probably have a little bit more experience underneath their belt. But let's talk about the, the mass, the majority that we're talking about. So you have a lot to learn, right? You get in there and, you know, not only do you need to earn their trust, but
25:32
Um, there's a lot of experience in that room. And, um, I think sitting back and listening to them for six months doesn't hurt. get, this is your vision. This is your baby, but you get to, you get to make those changes. You're going to own it for the next. What? 20, years. know, who knows 50 years. not 50 folks. see no one would own that long. Invest your money folks. Invest your money. Uh, no Paul, you, you hit it. And that is that.
26:01
the team has to trust you first. And we've had some clients that the team never trusted the doctor right out of the gate and it was difficult to earn that back. And that's a challenge in itself. So you do gotta win their trust because they're selling treatment for you, by the way. You're not best salesperson, God's gift to sales. So you do need that team. So trust is huge and I'm glad you brought that up.
26:29
I also think like if you're buying that smaller practice, kind of like you did the startup, the fixer upper, it's probably more prone to change than if you bought a practice doing a million dollars or more and it's kind of, dare I say, a well-oiled machine. Is there a different strategy around change of those two profiles of practices in your mind?
26:54
Well, I think sometimes a broken practice, you do have to change a little quicker, right? If it's failing, you know, it's it's already not doing what it needs to be doing. So how much more harm can you do? You know? Yeah. So I think if it's a well-oiled machine, definitely you you come in, you just go with the flow, you earn trust, you learn from what they're doing right. And then, you know, you may even alter your vision.
27:23
and your changes you want to make based on what they're doing. Like, hey, I actually like that better or hey, I like that. Let me tweak it a little bit. So I think there's a lot of sitting back when you come into something where like I came into where you're living same day dentistry. Just do it. Just do what you want to do because there's nothing that you can probably do to hurt it and you can only help it. You know, I think I think some of the biggest things that I find
27:53
you know, pre-buying is just for me, you know, and you mentioned earlier, don't promote us and I'm not going to, it's just know that the broker, you know, as great as brokers are and as honest as brokers are, they're representing the seller, right? So they can, they're there to buy or to sell a practice. a buyer, you either get a buyer rep or you just really do your diligence.
28:22
Just be careful because you get advice from sometimes too many people. We have people who listen to a lot of podcasts. There's different opinions on lot Well, Mike D'Incio said. Well, that one they need to listen to. I think that it can be pre-buy and after you buy. I think the pre-buy is, you
28:48
Do your due diligence and know that you are representing yourself. So no matter what information you're given, you need to go in and do your due diligence, whatever that looks like, right? I think talking to the seller, because I've seen and I did this, you get caught up with the broker and the lawyer and the contract and all of a sudden there can be some distrust. So I think making sure that you
29:14
talk to the seller at some point, right? Anybody you look in the eye and have a chance to have a conversation with, that's where the truth lies. It's good advice. Yeah. think knowing you know it all, no matter how, you know, and I kind of said that earlier, being a perfectionist, you'll never know it all until you have the experience. You can probably think of any job you've had in your life. You can probably think of, you know, being a freshman versus being a senior in high school.
29:44
you think you know it all and then, you know, four, three, four, six, 10 years in, you're like, oh, okay. You know, even being a teenager, you know, you think your parents are stupid and then you realize you don't know it all, right? So that, I think this, you know, listening to too many people, what I've seen once they buy to watch out for is the changing too quickly. And that's what brought this whole thing up, right? Changing too quickly.
30:14
And again, you listen to either bad advice or you're given really good advice and you don't take it because you're a bit arrogant because you have worked as an associate in a practice for many, many years. And then the last thing I think is just people who are drowning forget to reach out, right? It's you think you're supposed to know it and you're afraid to ask for help because you know, that's
30:43
you're a dentist, that's not something you should know how to practice. You know, it's funny that you say that because just because you're a dentist doesn't mean you're the best leader or business owner ever made. We have a lot of clients that like won't admit to themselves or to the team that they don't know something and that's dangerous. Well, we've had I'm not saying we have now, but we've had clients.
31:11
that walked into practices and they didn't want to look, I guess, weak or incompetent. It was maybe an insecurity. I will tell you the most confident people can say, you know what? I don't know. I'm going to find that out and get back to you. I think that instills your team knows that you're not feeding them a line of bullshit or that you're just trying to dance in traffic. I hate.
31:39
I hate that word or that phrase, dance in traffic. It's okay not to know something. Just say, I got a team of advisors. I don't know. I'm a brand new owner. I'll find that out. We'll do the right thing. That's okay. I think your team needs to hear that. But there also are some things that you need to do to get prepared walking into that and having an HR manual is great to have it. It enforces stability with the team. And we're gonna get into that actually. HR for Health is our...
32:08
is our group that we're gonna get into some of that later on in the season. So, but anyways, I digress. The reality is too much change versus not so much change. And I think it just depends is the overarching idea there. Any last thoughts, or comments about just the fit of a dentist buying a practice clinically, even leadership wise?
32:39
It's so important, but any last thoughts that you may have to add before we shut this bad boy down? You know, I would just say, read your purchase and sell. Don't rely on somebody. I would say, you know, take inventory of the big things, the big things in the practice. When you go in and do your due diligence of all the numbers and you're evaluating the technology and all the different things in the practice, those really big important things that you know you're going to need.
33:07
take pictures, take inventory, compare that to your purchase and sell. There's a clause on there that's exclusion and inclusion, right? So if someone writes all the things that are included and they leave out things that aren't included, but they don't exclude them, it can be somewhat of a battle. just, if there's something you know, the autoclave, the lasers, the intro aural cameras, just...
33:36
Take note of all those and just make sure that the inventory is there on your purchase and sell. I think if there's things like membership plans, things where they've already pre-collected money on deals that have marketing that's gone out there of specials, anything that might affect you. And again, it's totally fine. Go with it. That's marketing for you. It's advertising. I think you just need to know
34:05
what you're getting yourself into. If they have a membership plan that they're pre-paying for and then you have to honor that membership plan, it can be a little expensive. So just make sure that there's things in regards to taking the team from you, memberships, marketing that's out there, trying to think what else.
34:31
Oh, one other thing that I wanted to say it was really important that I wish I would have known is how are you credentialed? Right. So when I came in, you know, I just credentialed my own doctor. I'm like to heck with it. Like, let's just get your name on a piece of paper and get you in there. And lo and behold, I had the worst fee bracket ever in all of America. And I had to go through two years of this. Right. Because I just I just didn't know. So
35:01
I think making sure that you know your your fee schedule is one thing but your your insurance fee schedules is what's more important how your credentialed how you are in network with each of these providers which really someone with a lot of experience can do that for you it's it's really hard you know Suzy Q I'll just call her that because I called her that before upfront might not know how to do that so
35:30
don't just trust someone saying, I've done that before. There's a process. And then the last thing I would say is, you you inherit ARs and credit, you inherit a lot of financial stuff, right? In your practice, a lot of outstanding stuff. And I would say the best thing that I did was get a third party biller in there that cleaned everything up, looked at my credits, looked at,
36:00
where my ARs are just got me an order. And if Susie Q upfront is gonna take it over, that's totally fine. I just wanna make sure that what I bought and where I'm at now is, I know, because even in a due diligence prior to buying, that's hard to know. So when I buy it, I wanna make sure that there's somebody in there that can tell me where we are, what we need to do, how we need to make this beautiful.
36:28
And then if you want to hand it back to the front office, that's great. That would just be my couple pieces of advice from being an owner and not learning the hard way. that there was a lot there, folks. rewind that last two minutes, three minutes and listen to that again. I challenge you because each one of those caused Paula specifically a lot of heartburn and
36:57
learned, you learned a lot from that. But if there's anything to really highlight with all of that is not all of the, none of this would really put anybody under. That's the great thing about dentistry is it's such a good business. Even one misread during the due diligence process is not going to totally wreck you. It's almost a death by
37:26
paper cuts, suppose, if that's even a real thing. But catastrophes are, you know, where we started with this two part series and that's making sure you don't run this thing down from a production perspective. So, Paula, thank you so, so much for spending the time with me. You know, I think a lot about you obviously as a partner in this business and
37:55
Folks, you can get ahold of Paula. I'll put some things down in the description below. Reach out. She's an open book. You can set up a consult, have this discussion with her and her experience. She also sold, so she's been on both sides. A lot of experience here, clinically and professionally, so don't hold back. Reach out. So thanks again, Paula, for being on the show. Thanks for having me on.
38:23
Okay, talk to you soon. Okay. Probably in like a minute. Bye. Okay. Tune in next time for another truth-filled episode of Acquisition Unscripted. We want to hear from you. Interact with your host, Michael Dinsio. Follow us on Facebook, Instagram, and YouTube. Comment and subscribe.