Bonuses tied only to revenue can push providers to over-treat.
Bonuses tied only to volume can reduce quality of care.
Comp plans shape behavior whether you intend them to or not.
What is your compensation structure actually incentivizing?
Someone fills out a form or sends a DM and waits hours (or days) for a response.
By that point, they’ve already booked somewhere else.
Speed is not just a “nice to have” in lead handling. It is a conversion lever. The practices that win here treat inbound like a hot handoff, not a task that gets checked when someone has time.
How fast is your average response time to a new inquiry?
Not a rah-rah culture meeting. Not a policy review. A meeting where we sat down and walked through what the patient experience actually looked like from the moment someone found us online to the moment they left after their third visit.
Every friction point, every handoff, every gap. The team found things we never would have caught from the owner seat.
When is the last time you mapped your full patient journey with your whole team in the room?
Not hypothetical. Seen it happen multiple times. Practice opens a second location, splits owner attention, the flagship location starts to drift, patient experience slips, reviews go sideways, and now you have two struggling locations instead of one strong one.
The instinct to expand is usually about chasing more revenue. The question worth asking first is whether the first location is running at the level it needs to be before you take your attention off it.
What do you wish you had done differently in how you timed your expansion?