Scott Leune: So I've got a proposal for you. You need people to work in your practice. What if I could bring you 3, 4, 5 applicants within a week? All of the applicants have college degrees, typically age 30 to 50 speak perfect English, have been trained on your software and you only have to pay $11 an hour and they'll work whatever hours you want and they will be so thankful to work for you. It sounds crazy, but that's exactly what's now happening in dentistry with the use of virtual assistance supporting dental practices. These people that are highly talented, many of 'em are even dentists in their countries where they live and they're working for us practices virtually, and they're getting paid more than they ever have. They're earning in the top quarter in their country doing the work to assist our team members. Our rock stars are being assisted by these people. I'm going to dive into how this happens, how that cost actually pans out, what to expect with training, what to expect with quality. Super important episode on today's episode for the Dental CEO podcast. All right, Cory, so thank you again for joining us and before I dive in, I just want to make sure because while most people listening to this have probably heard of your company reach, I'd like you to just give a little extra tidbit on this. So who are you, what are doing now? Give us kind of a couple sentence intro as well, please.

Cory Pinegar: Yeah, started as an entrepreneur eight years ago. Today have over a thousand team members in 10 countries including the United States, around the globe, and really passionate about healthcare, passionate about building people, businesses. I kind of love the unsexy stuff. And then in my free time I sit on the board for Horrific and the board for the Parkinson's Foundation where my dad was diagnosed with P.

Scott Leune: Okay, so you said a thousand team members. Did you say 10 countries? Did I hear that right? Yes. Okay. So Reach, I like to label it this way. Reach is a company that enables private practices and dentistry to be a virtual assistant supported practice. But before we dive into that whole model of how today's practice with ai, with technology, how today's practice uses virtual assistants, can we back up a little bit because your story kind of started before this current awesome model. Can you take us back before that a little bit and kind of tell us how this whole thing came together?

Cory Pinegar: Yeah, I was going to Brigham Young University. I had just got off a Mormon mission and I got a call one day from my aunt and she was working at a little startup called Weave, and they had a closet that they needed cleaned out and they were willing to pay someone 500 bucks to go do it. That was a ton of money to me back then. And so I said yes, and that's kind of how I got my foot trapped in the dental world. And then in December of 2016, I actually bought a portion of weave from them for a dollar and the company at the time was named Recall Solutions and all it did was call overdue hygiene patients and then Recall Solutions would get paid $25 per appointment that they set in Weave at the time was bleeding money and needed to reduce headcount. And so my partner and I were able to purchase that from them being novice 22 year olds for a buck.

Scott Leune: Yeah, that's amazing. Now we've as a company is insanely successful and very well known in industry. Could you just real quick, what else did Weave do that Weave still does today?

Cory Pinegar: They were building a VoIP system, a text message online schedule, really an all encompassing dental specific patient engagement tool. And so since the call center almost felt like an appendix, their investors told them, Hey, you need to chop this and chop another 30% of the headcount or else we're going to come in here and make some pretty significant changes to the executive team.

Scott Leune: I have heard the call center appendectomy time and time again in organizations because call centers can be incredibly expensive, incredibly challenging to manage, and you said, you know what, I'll take the appendix and I'm going to make a company out of this call center. So real quick, what happened from there?

Cory Pinegar: So I got the call from the two co-founders in December and they're like, we'll do it for a buck. The business was doing a quarter million dollars in revenue at the time, so pretty small five or six total team members. I called my dad who I greatly respect in business and I'm like, Hey man, I've got this awesome opportunity. I was supposed to go to Goldman that summer and do sovereign credit risk in Hong Kong. And my dad came from a large big three consulting background and he's like, this is the dumbest idea I have ever. You're going to go buy a call center for a dollar in dentistry and you think this is better than your economics degree going to Goldman for the summer. My dad could, and my dad's a pretty soft-spoken dude and he was pretty strongly opinionated that this was stupid, which was the great motivation as a 22-year-old to say, great, I'll buy the business. And for the next four to five years really just started scaling it. We started doing hygiene recall, then we rolled out an overflow scheduling and answering service, and then we added insurance verifications to do the mundane but essential things that often get missed in practices.

Scott Leune: So what's really cool about this is one of those problems. So answering the calls that a dental office misses, dental practices even today still miss about a third of their new patient calls. And one reason for that is these calls can come in waves. So you might have three calls come in at once, but you only have one or two people work in the front. So even the people that are just on top of the phones are still missing calls. And to have an outside person or a call center, someone kind of catch that call that we just threw away and convert some of those to a patient is super valuable. Then you said you did insurance verification. Man, some of those tasks are mundane, they take forever and it's getting more and more expensive to hire people and to find people and they don't want to be tied up for all that time. And so to be able to have an outside company do some of that gives us consistency. We have maybe less people on site. Those are all super cool benefits. If I'm owning lots of locations, I mean I would love to have a model that has less people on site and I'm able to answer more calls, but that model was your call center, like your insurance verification team, your outbound recall

Cory Pinegar: Charge per call, per appointment, per insurance that we verified. So it was really a service that we provided at that point.

Scott Leune: Well then that means if you're answering phones for a hundred axes, all hundred want to be scheduled differently. They're on all different software platforms. Some take insurance, some don't. Some do root canals, some don't. That means you've got to be able to do all of that for all them, right?

Cory Pinegar: Yeah. And that's really to be transparent, Scott, where we began to struggle as a company, when you're small, you can provide this boutique white glove service no matter their patient engagement tool, no matter their practice management software, no matter the way they schedule because you have a small team and you have a select number of practices for insurance verification or new patient scheduling or anything else. But as we passed that thousand location barrier, we all know that businesses break and plateau at different areas. Your first million, your first 5 million, your first 10 million, and when we crossed a thousand locations and we were already, I would say having certain issues before then the number of customers we would add in a given month is the number of customers we would lose because we couldn't deliver that boutique customized quality that practices expect because there's 200,000 practices in North America. They're all uniquely different with their tech, their systems and their scheduling, and that makes it really complex.

Scott Leune: So that was kind of the learning, the foundational chapters of what now became what you currently do in your company reach and what you currently do, excuse me, is changing the entire face of practice management, not just for big groups like DSOs, but all the way down to the fee for service boutique, solo owner operator dental practice. So could you just for the listeners that don't know what Reach now is, and by the way, I don't mean for this to be like some reach story or Cory story. What we are going to do on this episode is dive into how to become a virtual assistant supported practice. But real quick, could you now describe what Reach is doing and kind of the world of assisting practices from outside of the four walls

Cory Pinegar: Outreach? We provide dental virtual assistance and practices can use that to answer their phone calls, to do their treatment calls, to do their recare calls, to do their confirmation calls. They can have someone to help on insurance verification or other areas of revenue cycle management. Scott, you said something interesting a minute ago when you talked about running a group. There's certain things when you look at a solo practice, they have between one and three team members typically at the front, but they're answering all calls, they're making all outbound calls, they're checking people in, they're rea appoint people as they leave, they're taking payments. And that's just a few things to name. In a normal company, you have a sales department, you have a support department, you have a finance department, you have an admin area, and it gets blended in a blender and called a front desk within dentistry.

But because they've got so many roles and tasks, things slip behind. And then the second trend that we're starting to see emerge more commonly is a quiet or silent front desk. We're all used to walking into the medical practice where there's a super kind person and they're like, Hey, give me one minute and it's actually five on the phone. People spend more time. If you look at the data interacting with the staff of a practice than they do interacting with a doctor, why do people go back to the same dentist is because they have rapport and a relationship. And so what practices are doing is they're moving to more of that silent structure so that their staff actually has the time to invest in the patients who are checking in and out and building that relationship.

Scott Leune: So let's back way out. Then we've got these processes that are happening, the processing of patients, whether that is answering a call or verifying insurance or creating a claim or fighting a claim that wasn't paid or collecting money or scheduling all these processes over time, some of these processes are being automated by technology, some are being assisted with ai, some processes are being created and added and some are kind of becoming obsolete. But there's certain processes that have to be done if we're going to do it the right way, have to be done on site right in front of a patient. For example, telling a patient they need a bunch of work and explaining, answering the questions they have about the work is still going to be likely done by a doctor or a team in the dental office. So when we list out all these processes, I think it's very clear to those who work in a practice how some of these are low value, they're mundane, they take a lot of time, but they're definitely not driving up case acceptance.

They're definitely not driving up our collection rate or how much we diagnose. They're just these long processes that we have to perform like verifying insurance or processing insurance payments into the ledgers, right, these long processes. So I think that what you're describing here is a new practice model that's evolving, that's emerging that says, okay, we are going to automate or AI assist or outsource all the non-vital patient facing tasks so that my team onsite has got their complete focus on the patient. All other things could be done offsite better, cheaper maybe, but at least better because we will have specialized software, specialized ai, specialized outsourcing to do those things. Did I say all that correctly?

Cory Pinegar: 100%. Again, at the end of the day, we all know where we focus. We become an expert. And so if we are a jack of all trades, we are the expert of none. And that's the typical way the front desk has operated. What's the edge, Scott? It's empathy, it's connection, it's focused on those in-person conversations to treatment plan and to diagnose and to convert. So if people can specialize in sharpen their sword there, provide better clinical care, provide better patient care, and you actually drive a more profitable growing practice,

Scott Leune: Well, we've got a whole nother problem in industry that says it's so hard to find employees. It's so hard to keep them in the practice happy. It's so hard to deal with when they leave. And maybe one reason why employees are not very happy sometimes is because we've put all these tasks in a blender and made them chug it down and be everything to everyone. So they have to verify insurance while they're having to cover the phones, while the patient's waiting for them to get checked out while the doctor wants a presentation in the OP for some same day dentistry. And that person at the end of the day is exhausted, never feels like there's enough help, never feels like they get paid enough for this and anytime they look over at some other pasture and it looks greener, they're just so tempted to jump and go start tasting that pasture's grass instead.

So I think that when we look at the virtual assistant assisted practice or supported practice, we solve two issues I just brought up and I want to dive into what this is actually like with you, but what we solve is number one, it's much easier to find employees because if I'm using reach for virtual employees to support me, you're lining up five interviews on a Monday and for me to get five people interviewing in my practice within the four walls could be very difficult to take me weeks. It could take me months to get that many people even applying, but you could just line it up. So I'm tapping into this fountain of almost unlimited people wanting to work for my practice. That's the first thing. Did I describe that accurately?

Cory Pinegar: Yeah, just to give some data behind that. We took 30,000 inbound job applications last month. We hired less than 0.3 of a percent and I don't want to BS here and be like, oh yeah, we're really good at marketing. The reason we get so many applicants is we can pay them really well in their home country. And so you get the cream of the crop and you can turn around and find roles, but then you get them to stick because the compensation, our base compensation in Brazil, Scott puts you in the top 25% of earners in the entire country.

Scott Leune: It reminds me of I want to go to Harvard as a new high school graduate so that I'm earning in the top 25% in my field, but Harvard may only take 0.03% of applicants. So what does that mean? If Harvard accepts me, I'm all in. I'm honored. I'm so proud to be an alum. Once I get that degree, I'm so happy with that thing. I don't think dental practice employees in the US and Canada feel like when they accept a job, it's like Harvard giving them an offer. I feel almost like a lot of employees feel like, of course they're getting an offer, they're going to get in no matter where they want to get in and you should actually be happy that they even gave you the time of day. So such a different cultural change that happens when we tap into a workforce from other countries that is desperate to have this job that values it, that now becomes a top earner in their country because they're working for a practice in whatever Oklahoma remotely. Now we say countries, what countries are you talking about?

Cory Pinegar: We hire primarily out of El Salvador, Brazil, Argentina, and then there's certain medical specific roles we hire out of the Philippines for.

Scott Leune: And these people, what's kind of the typical avatar? Are they a certain age? Are they a certain education level? Are they male? Are they female? Do they speak English? What's the avatar?

Cory Pinegar: Average demographic is a female in the early thirties to late forties and it's people with university degrees and as people who have fluent or perfect English. And because we have the ability to be selective on who we hire, we can find people with minimal or non-existent accents. A lot of the people we employ have lived in the US or our dentists. We've got multiple team members on our team that are actually dentists in their home country that make better money and have greater stability in their career working on the front end or back end of a practice delivering their skills.

Scott Leune: So the last 30 seconds of this podcast episode was an insane moment. So hold on. Because if I had a company in the US that Dennis hired and said, Hey Scott, find me some applicants, and I'd be like, no problem. It'll take me two weeks. I'll find you. Find people, they're probably going to be female, they're aged 30 to 50 with college degrees speaking, perfect English, and some of 'em are even trained dentists. If that company existed, I would be flooded, I'd be slammed, I'd be on the cover of magazines and websites and I'd be on a hundred podcasts. But see, I don't think we realize in the US what we can actually tap into with this kind of model because it's pretty new, isn't it? How long has this become what you might consider at today's kind of mainstream level? I'm not talking about outsourcing to India for customer support when someone doesn't know how to use the remote control, the cable box, I'm talking about dental. How long has this been?

Cory Pinegar: 2017, 2018 it started and it only became possible because of VoIP phones. I mean before your Comcast had hard lines into your practice. How are you forwarding that anywhere? How's anyone making confirmation calls on your behalf? So VoIP systems, systems that also do the texting that you can do from anywhere and then remote access into or more cloud-based softwares are kind of the fundamental technological shifts that took place that made the embedding of remote team members. And now you hear, I could have a biller on my team in Utah and she could move to Kansas. She's still going to work for me because we've got all the tech out there. It's the exact same concept. You can just get the cost effectiveness and dedication that good money comes from in another country.

Scott Leune: Yeah, I'd add to your list of developments. I remember this from my own kind of story is it is hard to believe, but it wasn't that long ago that internet speeds were sometimes a barrier to even doing this in real time, right? Answering a phone and scheduling someone in real time and accessing their software remotely. Internet speeds were at one point a barrier

Cory Pinegar: When I was at Weave. And keep in mind these are in the very early years, we probably lost 25 to 30% of our practices because they did not have the internet speed to operate VoIP in Oklahoma or in southern Utah where they were.

Scott Leune: That's crazy unheard of today though. So you mentioned cost effectiveness. Let's walk through the model now I'm a dentist, I just lost one of my front office people. I paying them $24 an hour, they decided to go to some other practice that was going to pay 'em 24 50 an hour and I am now shorthanded and I'm asking, I may not be in this big city. Some practices are, it's kind of hard for me to find people. If I were to say this is a moment for me to consider having virtual dental admin support, what might that look like? So if I lose one full person that's doing verification and recalls on the phones and things like that, do I hire one virtual person now or what does that look like

Cory Pinegar: Generally, especially with effective practice team members? It sounds like in the scenario where you have now, the big differential though is okay, you're 24 50 or 24. The things that we don't think about sometimes when we napkin math, our own business is what's our payroll tax, what's our healthcare, what are all of the other total costs? And then when you look at the average cost for bringing on a va, like we talked above through any company like what we do, you're around 10 to $11 an hour. Full stop.

Scott Leune: Alright, so I'm going to do the math for the listeners here that are on their treadmill or driving to work. So if I typically pay someone 24 bucks an hour onsite, let's add another eight to 10% for various taxes, let's add another five or 10%. I'm just being very conservative, but let's add another five or 10% for some benefits. So at 24 an hour all in I might be at 28 an hour, it would be very realistic to be at 28 an hour all in. And of course that person could get sick, that person could get mad, that person could not show up on a Monday, that person could need maternity leave and all the other things that come with people on site. You're saying if I were to go with a va, you said VA virtual assistant, so a VA virtual assistant, that could be like $11 an hour all in?

Yes. Did I describe that correctly? Okay, so in another words, I could even have two VAs and be at 22 in this example and be saving money compared to one onsite person, which means I could have one of my VAs do the work that my onsite person was doing, but I can have a whole nother VA do all the other work we're not getting to or the other kind of monotonous, laborious work that my treatment coordinator is having to do and she doesn't have time to call on unscheduled treatment or follow up on treatment plans. That would be way more beneficial to us then have her kind of resubmit failed claims and process EOB payments.

Cory Pinegar: It allows you to elevate and delegate your team where is their highest value, where is their best skill and catch those areas that we all know exist in dentistry of patient billing that's not been followed up with recare lists that are not being called monthly unscheduled treatment on the appointment that just canceled today at 2:00 PM drive better patient care, remove things from your team and it gives you room in your compensation structure to invest in your team or people in your office.

Scott Leune: Yeah, that's a great point. There's a lot of points there, but if I'm having to pay someone $11 an hour instead of $24 an hour, I'm creating open payroll space to either add more people or pay people more. 7, 8, 10 years ago, if I wanted to pay a call center to answer a phone, a phone call that I missed, like a new patient call, what might that cost me as a dentist?

Cory Pinegar: Probably around $5 a call.

Scott Leune: Okay, $5 a call right now if I have a confirming appointments and verifying insurance all day, but they also happen to answer a call we miss at the practice that call cost me nothing because I already employed them to do verifications, to process EOBs to confirm appointments that they happen to be able to catch the calls we miss and there's no added cost for me. I'm not paying five bucks a call. So this becomes compared to the old model, this becomes a more cost effective way for me as a dental practice to have those phones answered. I got a couple questions for you though. This va, how many practices do they work for?

Cory Pinegar: One.

Scott Leune: Okay, so when I hire a VA for my practice, they're only for me. And what hours do they work?

Cory Pinegar: The hours that you select. Most of our VAs Scott are working for the practice during practice hours. We've got a couple groups or a couple clinics that need Saturday and Sunday coverage. And so they're during those times to field emergency calls to field and work implant opportunities and leads. And so as part of the process when you sit down you say, okay, I need someone Spanish and English, I want them to work in insurance verifications or I want them to answer calls and here's the hours we need. We even have a few groups who run 24 7 coverage because again, we can comp people and fill according to the practices needs.

Scott Leune: Well let's make this real. So let's say I've got a single location, a couple doctors, busy busy group, and I look at my situation and we're not open, we don't see patients on the weekend, but we miss calls on the weekend. We also miss calls kind of right before lunch through lunch and we miss calls after we close a couple hours. And so what I might do is I might say, okay, I'm going to have one or two VAs depending on the volume, let's just say one VA work on the weekends and they are to process all the previous week's insurance payments, but while they're processing payments on the weekend, they're going to answer all of our incoming calls coming in because we're closed. And then for the rest of the normal working week, I'm not going to have my VA start at 8:00 AM when we open.

I'm going to have 'em start at 10:00 AM because that's right before we start missing all of our calls and I'm going to have them verify insurance and I'm going to have them confirm appointments and while they're verifying insurance confirming appointments, they're going to answer the calls we miss. And I don't want them to stop working until 7:00 PM even though we close at four 30, I need those couple hours after we closed cover because we missed calls, then did that set up. That's all doable. So you are then going to your applicants and saying, Hey, here's the job, here's the hours, here's what you do. And then people raise their hand and you decide or you decide which ones for us to interview

Cory Pinegar: Based on your requirements that you bring are bringing three to five people. Then you get to go through and say, okay, this fits exactly what I want from my practice. Or there's the scenario where they're good interviews but they're not great. We repeat that process so you can find your Cinderella fit.

Scott Leune: And if I can never find the shoe or the foot that fits in the shoe, if I can't ever feel like I got Cinderella, chances are that's just like anyone else I might hire. I need to train them. They don't come knowing Dentrix for example, do they? Or how does that work?

Cory Pinegar: Yeah, and obviously we both have operated our own businesses for a long time. Something I deeply believe in. Number one, you have to find the right personality and soft skills that align with your company, align with your practice. So we individually source, it's not like we have 20 people in a queue behind the scenes and then we say, Hey Scott, take your pick at the litter. But training and dentistry is super important and there's no resource within the practice that just has an abundance of time. So we have something called reach university, and when a practice starts and they make their hire, then they can go in and say, I use Dentrix and I have peer logic and I'm hiring someone to do patient billing and insurance verifications. And then it assigns only the specific courses that train them on Dentrix that train them on peer logic.

You could get trained on Vine trellis as an example because what we've realized in dentistry is just as we said at the very beginning, 200,000 practices, but they're all made up of different Lego blocks. But there's a commonality between PMS, patient engagement softwares and then the role specific. And so we allow the practice to assign what they need and then it allows the team member to go through all of that training. But instead of saying they're dental trained, we can build training that is specific to their needs and it shows the practice when they're done and how they score. And then every week we drop new courses. So not only is your team member going to be good after two or three weeks, but they can go back and say, Hey, I want to learn on how to better convert implant opportunities or follow up and prioritize a recall list. And it allows it to be an continued education and improvement platform.

Scott Leune: Well that's pretty amazing. I think nearly all of us in dentistry are embarrassed by the lack of training we've built within our organization. And if we're hiring someone off the street, we hope they have some experience, but they all still need to be trained. Maybe they have experience in Eaglesoft, but they've never used inrix. Maybe they've got experience answering the phone the wrong way for 10 years, but they've never been told how to answer it the right way in our practice. So we all struggle with that and if you guys are helping with part of that, that's very valuable. So the way I like to think about this is I like to describe VA supported model as my rock stars within the practice are going to get an assistant and there's a nuance there. What I don't want them thinking is I'm replacing people onsite with offsite people.

So it's not about the replacement of people. I'm not going to go fire someone on site so that I can hire someone offsite. But what it is is as dentistry evolves, as our practice grows and evolves, we have the opportunity to take these mundane tasks and give them to the people that assist our team. So I've got a treatment coordinator, but assisting my treatment coordinator is someone in Brazil that's got a college degree and speaks perfect English who's been trained for a couple of weeks on Dentrix. And that person is going to be processing all the EOB payments and holding aside the problem cases, that person is going to be overseeing claim submissions, but maybe holding aside the problem claims that person's going to be confirming appointments and now suddenly they've taken away 80 or 90% of the workload from that treatment coordinator having to do those same things so that now my treatment coordinator has the time and the focus for the patients currently in the practice and for the problem claims and the problem verifications that we run into. Did I describe this model the way you would've described it?

Cory Pinegar: 100%. And there's something interesting, almost a tune that you're talking about and a trend I think we all know is happening, but to call it out blatantly, there's a report that came out, I'm sure you've read, and most of us have read about the average fee that has reimbursed or reimbursement rates since the early two thousands. And if you look at it to cost of living fee reimbursements have marginally gone up while your cost of living and operating a group or a practice in the US is drastically up. Let's actually visually think about that. If we had a ceiling, which is our revenue, and then our floor is our cost structure, our floor is rising faster than our ceiling is going up, who gets caught in that pinch? The business owner, you've still got to pay your triple net rent, you've still got to pay for Dentrix, you've still got to keep the lights on.

There's just no, oh, I'm not doing it today. And so what a VA allows you to do is create that margin. The average VA drives about $24,000 a year in cost savings where they can invest in those other areas and in their team where the business can still be sustainable. And we all feel that looming pressure of costs ever since COVID in the US have gone through the roof. Well we're not seeing Delta Dental or United Match, anything close to that. And so why I think this is so relevant today is it is a way you can create that freedom to pay your loans to invest in the practice and to pay your team what they deserve.

Scott Leune: Yeah, I'd like to say it another way too. On one hand, if we're having a virtual assistant do something at 11 bucks an hour compared to our fully loaded cost of 28 an hour, we save money and that savings could be profit, it could help our family, or that savings could be giving people the practice raise. So now we're paying top at the area. So there's that strategy that says we can save on payroll and then use that money to give to other people, including ourselves. There's the other strategy that says, what if I had another treatment coordinator in the practice whose only job was to call all the unscheduled treatment? That's literally what they did 20 hours a week. Okay, well how do I make that happen? I don't have to hire another treatment coordinator. What I can do is I could take a virtual assistant and that virtual assistant will take 20 hours of work away from my current rockstar treatment coordinator and now that current rockstar treatment coordinator can spend 20 more hours a week just making outbound follow-up calls that will make me way more money than the 20 grand I saved that will make me, it's not going to be tens of thousands, it's going to be hundreds of thousands.

And so I'm able to raise my collections because I've got a reallocation of talent, I'm doing more of what creates value and I'm using the VA to do the other things that still have to be done, but they don't create value.

Cory Pinegar: We just wrapped up a study on what you're saying where no one is replacing staff but they're elevating and delegating their in-house team members. The average difference that a practice produced after they did this was $18,700 a month in increased revenue per location.

Scott Leune: That's amazing. And I bet that because that's an average, that includes all the practices that didn't even really know how to take full advantage of this. They didn't even really have if they were being coached to say, alright, step one, do this, step two, step five, you're there. It would've been a much bigger number. I bet. So that's including the people that were successful with it and the blind leading the blind not knowing what they're doing. Just the natural state of this model results in more value creation. This is why, and we got to wrap this up, but this is why as we look forward, what's the strongest model to staff or practice? If we look at hygiene, people are starting to now see what I've been preaching for 20 years. The assisted hygiene model when done, when done the right way, has more profit for the practice, better patient care and more money for the hygienist.

And that's a model compared to unassisted. It's like which model is better for the longterm? One of 'em makes more money and needs less people than the other one. So now when we look at this, okay, what's the right model moving forward? All of you listening to this, you work in a practice right now. Is this the right model where your onsite people bring more value and can get paid more? Because all the junk work, if I call it that all the low value work can be shifted to a college degreed professional in another country for a half or a third of the price per hour. I'd say that's a really strong model on top of the fact that it's so easy to find them because you're lining three to five of 'em up on any given week. We tell you we need to hire some more. That's a really strong model. If I were an investor in dentistry, reach would be a company I would be trying to invest in because you're one of the only ones that's helping with us. You're at a scale that's very large and proven a thousand team members and the whole kind of tide happening, pulling in and pulling out in dentistry says this is the model that is going to succeed the most. Does that make sense?

Cory Pinegar: 100%.

Scott Leune: Alright, so a couple things before we wrap this up. So first of all, Cory, I keep mentioning the name of your company Reach. If those of you all are interested in this model, I'm assuming they can just search, reach and talk to you guys and y'all would walk them through what this takes in a proposal. Is that right?

Cory Pinegar: Absolutely.

Scott Leune: Okay. And then if someone wanted to get ahold of you personally, would they just do that? Would they call reach or is there some other spot they're supposed to go to?

Cory Pinegar: LinkedIn or Facebook is probably the best way can add me just directly there and shoot me a message, but probably easiest just to go through that process.

Scott Leune: The baby boomer areas of the internet, LinkedIn and Facebook. Alright, that sounds perfect. And then I'm going to turn it over to you for kind of a last set of comments. Before I do that, I just want to kind take, bring a couple things home. We're struggling in dentistry because practice owners can't find enough good people to interview and hire. We're also struggling because the people working in the practice, we're having to do way too many things at the same time. And we're struggling because the people that work in the practice don't make enough money and we can't pay 'em anymore because we're not creating enough value. This is a model that solves those problems. We can interview more people and we can bring 'em in the practice. We can afford to pay our people more and we can bring more value in from this setup. And so I'm passionate about people considering doing this, which is why on rare occasion I bring a CEO of a vendor into the podcast, but that's exactly what I did right now, bringing Cory in, CEO of reach because this product is the kind of product or service that revolutionizes how you staff practices moving forward. Alright, Cory, before we wrap this up, are there any last kind of words or comments you want to say?

Cory Pinegar: I think going with the tune of the show, I've run my own business for eight years now. I've made a lot of mistakes, multimillion dollar mistakes, and I've also learned a lot of things. And I think the biggest thing that we all know is to create a sustainable business, it has to win for everybody. And what we are trying to create here at Reach is a win for better patient care, a win for less stress on your team, a win for the dentist with profitability. And then the fourth component that we've alluded to today is paying people around the world, good money and making a real difference in their lives. And when you do that, you create a sustainable and less stressed based business because you've got buy-in and support across the board.

Scott Leune: Awesome. Well, I am so happy we did this today, Cory, Cory Pinegar, the CEO of Reach. I really appreciate your time on this. Thank you for everything you do. And that was today's episode. My name's Scott Leune, and this was of course the dental CEO podcast. I hope you've subscribed already. I've hope you've liked us and commented and posted review or just done something to support us so that we can keep doing our best in bringing more episodes like this to you. Thank you, Cory. And thank you everyone else for listening.