Helping Healthcare Scale
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Helping Healthcare Scale
Transforming Medical Aesthetics: Shannon Seeberan on Empowering Practitioners and Monetizing Space at Cloud Med Spa
Can the medical aesthetics industry learn from the hair care world? Discover how client loyalty to individual practitioners is transforming both fields. Join us as we chat with Shannon Seeberan, head of business development at Cloud Med Spa, about her journey into medical aesthetics and her partnership with founder Iggy Fanlo. Together, they’ve crafted an innovative business model that empowers aesthetic practitioners to become entrepreneurs, providing them with the freedom to manage their own schedules, pricing, and transactions, all while sidestepping traditional overhead costs.
Explore how Cloud Med Spa's platform offers a unique opportunity for existing medical and dental practices to monetize underutilized spaces. Shannon explains how the COVID-19 pandemic has accelerated the demand for such entrepreneurial ventures, particularly among nurse practitioners and RNs. This system allows independent aesthetic practitioners to rent these spaces, creating a win-win scenario akin to an Airbnb for medical facilities. Additionally, we highlight Van Sanity's efficient scheduling model in Boston, which maximizes practitioner capacity across multiple locations.
Private equity’s interest in the booming medical aesthetics space signals a lucrative future. We discuss the importance of enabling practitioners to scale their businesses independently without compromising control or ownership. Shannon provides insights on how Cloud Med Spa supports clients through shared resources and continuous collaboration, ensuring their success. Tune in to learn more about this transformative approach and how it’s revolutionizing the medical aesthetics industry.
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And it is very similar to the hair care industry, meaning the clients of our practitioners are basically wed to their practitioners. We all know in the hair care industry that if your hairstylist moves locations or changes locations or moves across town, you're more likely to follow them because your relationship and the outcome of the procedure that you're getting is purely tied to them. It's not tied to the salon or the place of practice, and medical aesthetics was experiencing the same thing. And going back to the hair care industry, hair salons had been renting their chairs for many years and the majority of hair salon employees or the workers at hair salons were private contractors and they were renting chairs. The same relationships between the practitioner and the clients is true to the aesthetic space as well, and so one of the biggest problems Iggy saw in the aesthetic space was the spa hopping employees, med spas having problems retaining employees, because employees saw that they basically could own their outcome, own their profitability and run their own business because their value was really tied to the patient relationship.
Speaker 2:The goal of this show is to help healthcare organizations scale by leveraging real estate strategies and interviewing high-level healthcare executives in order to pull out lessons learned along the way. If you'd like a free site selection analysis from our team, or you'd like to learn more about how we're acquiring real estate through our fund on the blockchain, visit us at wwwreuniversityorg and drop us a line. That's re as in realestateuniversityorg.
Speaker 3:Hello everybody, welcome back to Helping Healthcare Scale. I'm your host, austin Hare, and I'd like to welcome our guest today, shannon Sieber, and she is the head of business development at Cloud Med Spa, and Cloud Med Spa is a platform that essentially monetizes a medically appropriate space for aesthetic practitioners. And what does that mean? We're going to dive into all of that on this show and I'm excited to get started. So, shannon, thanks for hopping on today.
Speaker 1:Thank you for having me Excited to be here.
Speaker 3:Yeah, we always like to start from a thousand-level foot approach on this podcast and we'll get to know the guest and see what did it like, how did you get here? And so if we want to step back, we'd love to just let you share your story talk about your experiences that led you here?
Speaker 1:I've been asked this question before and it's interesting because you can think of many different paths that sort of lead you to where you are today and the control and lack of control as to where you end up. It's quite interesting. But I have been in marketing and business development my whole life and supporting sales teams nationally, but I most recently got into medical aesthetics. Specifically about 15 years ago I made a pivot in my career and I started supporting independent medical practices with acquiring and including medical sex in their business. A lot of physicians I worked with in private practices and group practices wanted a cash aspect to their business and they saw it as pretty endemic as to what their specialty was, whether it was plastic surgery, dermatology, obstetrics and gynecology and those sorts of things.
Speaker 1:So I started in that end of the business and with consulting and about four years ago I was introduced to Iggy Fanlo, the founder of Cloud Med Spas, and he introduced to me.
Speaker 1:The problem that he saw was that they were solving and a lot of the problems in the medical aesthetic space are practitioners wanting to become entrepreneurs, and so he saw an opportunity to empower medical aesthetic entrepreneurs and create a win situation for everybody, whether it's the owner of the practice and that practitioner, the owner of the dentistry practice, the owner of the medistry practice, the owner of the med spa. He was bringing a solution to the table for everyone that involved shared resources and really leveraging opportunities and assets that were currently already in place for a lot of our clients. So it's been really exciting working with this team and obviously being able to now bring a product to the table into our clients that we have what we think is perfected over the course of the last four years of owning our own cloud med spas location. Now we are leveraging all the work that we have done and allowing our clients to benefit from incorporating a more efficient way of running their practice and adding a new revenue stream as well.
Speaker 3:So how did the idea originally come up? Is there a story around that?
Speaker 1:There is a little bit of a story and I think Iggy Fanlow tells it really well as far as understanding the wave of how quickly medical aesthetics was growing and how quickly everyone and their sister and mother, and now we know the demographic for medical aesthetics is beyond just women. It's beyond women only in their 40s and 50s and now it extends between women and starting in their 20s. And now men, as we know, are getting medical aesthetic procedures. And when I say medical aesthetic procedures, that means anything from injectables like Botox or fillers to laser procedures, skin resurfacing, hair removal, things like that the non-invasive side of the vanity of the business. So Iggy realized that this business is booming and it is very similar to the hair care industry. And it is very similar to the hair care industry meaning the clients of our practitioners are basically wed to their practitioners. We all know in the hair care industry that if your hairstylist moves locations or changes locations or moves across town, you're more likely to follow them because your relationship and the outcome of the procedure that you're getting is purely tied to them. It's not tied to the salon or the place of practice. And medical aesthetics was experiencing the same thing. And going back to the hair care industry. Hair salons have been renting their chairs for many years and the majority of hair salon employees or the workers at hair salons were private contractors and they were renting chairs. The same relationships between the practitioner and the clients is true to the aesthetic space as well, and so one of the biggest problems Iggy saw in the aesthetic space was the spa hopping employees, med spas having problems retaining employees because employees saw that they basically could own their outcome, own their profitability and run their own business because their value was really tied to the patient relationship. And so we came up with a concept that could empower that independent practitioner without taking on the risk of and I like to say that entrepreneurship historically has a risky undertone to it meaning to take out a lot of loans and debt in order to build your own business from the ground up and take on all the resources needed to run that business. But what we did is we created a shared space for independent practitioners to come rent by the hour, use the space to treat their clients. They decide their own scheduling, they decide their own pricing and profitability. They basically do their own transactions. They're just using our resource of space and access to product, the prescription product they need to run their business. So we were eliminating all the overhead of a lease, of buying lots of product and the ownership of basically a brick and mortar. We were taking that away from the entrepreneur and empowering them with all of the tools they needed to run independently. So that idea really took off and the whole.
Speaker 1:Obviously, the pandemic played two different roles in us launching our business. It was COVID basically started when we launched our first location, which was tough, but as COVID also created a huge wave of entrepreneurship people wanting to control their careers, to control, to have more work-life balance, to be able to work from home, to be able to control their own schedules and profitability. And so we saw a huge wave during the pandemic and after the pandemic of nurse practitioners and RNs seeking additional revenue streams, seeking a side hustle in business, wanting to access medical aesthetics, wanting to find a place to practice, to grow their business from the ground up, and our locations provided that. Obviously, as the popularity of this business concept grew, rather than open brick and mortars across the country, we wanted to leverage the platform for which we have created this business model, which is the CloudMed Spas platform. When our clients get access to our software. They get access to the maximization of their own medical space or dentistry space or business space, whatever it is, and they get access to a platform that helps them manage the utilization of that space and maximize it, in addition to getting access to very competitive product pricing as well. Clients of ours range from medical physicians to dentistry practices to med spas and very motivated entrepreneurs already also seeking space with which to implement this model, and so when we have a client who already has space that exists, which tends to be their largest asset, their biggest overhead cost, this is a great way to leverage additional revenue.
Speaker 1:For example, we have a dentist that comes to us and says I've got eight exam rooms. Three of those exam rooms are underutilized. They're barely used. Can I implement this? The Cloud MedSpot platform? Rent those rooms out to independent aesthetic practitioners and generate revenue for myself, and that works With two exam rooms. The math is very easy. What we know from our existing locations is that practitioners tend to work anywhere between five and 30 hours a month. The average rate that our clients charge per hour is around $99. It can be lower, it can be higher, depending on the market, and so if you have a practitioner working at your location for 10 hours a month. They're generating roughly $1,000 per month for you, and when you have two exam rooms available in this platform, you can basically have anywhere from 15 to 20 different practitioners renting at your location. So if you do the math, 50 to 20, 15 to 20 practitioners generating around $1,000 a month it's a great additional revenue stream for that practice owner.
Speaker 3:So 1,000 a month. You're saying this is through the lease, if they rent the space from you, correct, yeah, yeah, no, yeah. I think it's interesting because what stood out to me was just like it's a different model, right, like the model has always historically been you start a location, do a startup or an acquisition or whatever, and then you figure it out and you get your systems in place, and then you start to scale and you start to go up from there and buy. You're the owner, coo, ceo of that organization as it grows, and so this, to me, looked like a different way to grow, because it allows you to essentially just be like an Airbnb of other practitioners. So, instead of having to have them be on your payroll and introduce them to your culture and have their schedule and do all these things, it's just hey, this is my you always have to make that initial investment invest in the space, sign the lease, buy the building whichever one and then buy the equipment, but after that it's a little bit more hands-off. Is that accurate?
Speaker 1:Yeah, and for the majority of our clients they already have the space right.
Speaker 1:They already have their practice, whether it's a dentistry practice or medical practice, and they may have signed a lease on a space larger than they need right now and so their margins may not be ideal at the time.
Speaker 1:And we know a lot of physicians and dentists struggle with the insurance margins that they're restricted to. Their overhead continues to increase, their lease increases, their salary demands of their employees increases, the cost of doing business is high and a lot of physicians and dentists in this industry are unaware of their options to run an efficient business because, in theory, their practices are their business and they either might not be business savvy or know how to pivot and improve their outcome and alleviate a lot some of their overhead. And that's been a real rewarding side of this business for me to have clients who have come to us saying how do I run a smarter practice. This is my biggest asset, and if there is a way for me to utilize this to my benefit and increase my cash flow, this is a win for everyone. To my benefit and increase my cash flow. This is a win for everyone.
Speaker 3:And so do you think there's a model where people can essentially rent space, get up what's involved in getting it rent ready? Could people essentially rent space and then get it ready for practitioners and then keep opening up new spaces, almost like the WeWork for practitioners? In that sense, completely.
Speaker 1:And for our clients who, I think, with my example before, clients who might have already five exam rooms, but they know, hey, I'm in the OR a couple of days a week, or these days of the weeks we're seeing less clients, and I've got these extra exam rooms on the side that are being underutilized. Those rooms are ready to go. Practitioners don't need a lot, and so what our platform also empowers them with, and what makes our clients' locations interesting for them and sticky, is that they're also getting access to the prescription product they need to do the procedures on their patient.
Speaker 1:And they're getting access at very competitive rates. As we continue to grow as a company nationally, we have more buying power and we're leveraging more competitive rates for our clients and our practitioners. So our practitioners want to practice at Dr So-and-so's Dr Smith location because, in addition to getting access to a medically aesthetic space where they can treat their clients and choose when they work and when they see their clients, they're also getting access to a medically aesthetic space where they can treat their clients and choose when they work and when they see their clients. They're also getting access to the product they need and, potentially, devices. And when we say potentially, devices is we can help the location acquire a device that their practitioners will use and the cost of having that device at that location is offset by the provider, not by the owner of the practice. Okay, so it's about growth and sustainability without more risk and capital investment.
Speaker 3:Okay, and you think that the again that like somebody, a medical, aesthetic spa owner or medical, they could essentially utilize this model to continue. So what would that look like? If you wanted to like scale, would you take, sign a lease for building? You'd obviously well, I shouldn't say obviously, but would you want to operate like a certain percentage of the building yourself and then have a separate? What does that ratio look like?
Speaker 1:Yeah, it's different for everyone. We have a dentistry practice who signed with us. They're moving to a new location and they I believe it's a lot of square footage let's say it's 10,000. They're allocating 5,000 of that square feet to a wellness portion of the building in which they're integrating the Cloud Med Spa platform because they want aesthetic practitioners renting space in that part of the building. But they're also using that part of the building for health classes, yoga and Pilates and things like that. So they've allocated 50% of their real estate as basically a rental model and a cash flow to subsidize the other 50% of their real estate, which is just dentistry.
Speaker 3:So then it's a little bit of arbitrage, right, because they're giving an example of like how much it costs them to rent out the extra space versus how much they're getting. If you, let's just say, you need 2000 square feet, but you decided to do 4000 because you want to do this model, so what does that financially look like?
Speaker 1:So that financially, what we do and how I back into it with my clients, is basically say what is your lease? If your lease is $5,000 a month, let's figure out how many practitioners you need and how many hours rented you need to get to that number Right, because we want to alleviate your overhead, especially your lease payment, your rent, mortgage, whatever it is, and we sort of work backwards from that standpoint and figure out how many hours a month would that be. If you're renting at obviously $99 an hour, that clearly is 50 hours of rental revenue per month. So think about getting 10 to 20 practitioners on board to hit that goal of $5,000 of revenue. Everything, as we know, with the space that large and I'll just use the example of our Boston location, which is 13 exam rooms we have 80 practitioners we call them members Using and accessing that space. We could easily take on 80 more practitioners with 13 exam rooms.
Speaker 1:One thing we learned with implementing this model at our own locations is that you don't need a large amount of space. You don't need 20 exam rooms. You could have three exam rooms. You could be very efficient with your space. And I tell my clients the biggest problem I want you to have in a year or two is to come back to me and say I need a second location because I have so many practitioners wanting to use my space, or I need a bigger location and I need to move this model to another location, and that's a good problem to have.
Speaker 1:But what we are learning from a scaling standpoint is our clients who have opened one or two or three locations is the proximity of those locations is key.
Speaker 1:Practitioners want to work at multi locations and you think about it in a way you want to treat your clients where they are, where they're convenient, versus taking on more risk as a practitioner and having a salon 30 minutes from downtown and having a salon in the middle of downtown.
Speaker 1:Now you can have a location that you practice at two days a month, then you see all your clients in those two days a month, and then you get to go to the other location in the middle of the city and see your clients there. So now you can extend your client outreach because you're not making your clients travel, but instead you're going to these locations a minimal amount of days per month and consolidating your appointments in a very efficient way, and so practitioners see this as a way to extend their clientele reach and have multiple locations and, from a client perspective, if you are the owner of the location now, you're doubling up the way practitioners use your space. So, instead of just when you have a one location, you have 10 practitioners there. Maybe 50% of those practitioners also want to work at your second location, which might be 30 miles away, which is great.
Speaker 3:And so yeah, and talk about a little bit about your firsthand experience, like how many locations do you guys have that you're doing this at? I'm sorry, can you repeat that again? How many locations do you guys have that you're doing this at?
Speaker 1:Yes, so we have 17 locations. We have been selling this platform for the past year and the 17 locations are across the country. We do have quite a few in the Boston area, where we initially started, because we had practitioners at our first area who said I love coming to Boston to treat my clients and rent space here, but I also have clients in the suburb where I live who want to be treated there. I'm going to continue to come to Boston and see my clients there, but we're also capable of opening a location in their own location where they live, which is exciting no-transcript space when they're not there.
Speaker 3:And so that's 17 locations you guys personally either own or you have your name on the lease.
Speaker 1:So two of those 17 locations are our brick and mortar owned locations. They are called Van Sanity. The other 15 are privately owned. They are powered by Cloud Med Spa's platform. So it's just like how restaurants are powered by OpenTable software to run their restaurant efficiently and maximize their seating. We are a platform that powers locations, but these locations are MSO locations. Form that powers locations, but these locations are MSO locations. They are branded by the owner of that location and the practitioners coming to rent space at each level have their own LC, their own brand name as well. So a practitioner that would come to a dentistry practice and use an exam room with his chair one day a week for two or three hours has their own business name, has their own malpractice and maintains their own liability. The owners of each location do not absorb any additional liability for the practitioners using their space. So that's another reason a lot of our clients love this model.
Speaker 3:Yeah, okay. And so then I understand, like when you say practitioner at a med spa, I understand that's people doing fillers and injections, botox, they're probably a red light care. It could be a bunch of different things, right, but from a dental perspective there's not really like a mid-level. So when you say practitioner, you're referring to a dentist like an associate.
Speaker 1:When I say practitioner, the members of that location, people who are coming to rent. Sorry, I didn't clarify anything. When I say client, it is someone who has purchased our platform and our software. So our clients are the ones that own the location. They have the software with which to manage the maximization and utilization of their available space and the software with which they can purchase the product needed by the practitioners that are in their space.
Speaker 3:So who would be considered a practitioner in dental? It would be a dentist, right, because there's not really a mid-level.
Speaker 1:The practitioners most of our practitioners in our network who are renting space, who are running their own medical aesthetic business in this way and using these locations to see their clients. The majority of them tend to be RNs and NPs.
Speaker 3:Okay, so dentists will rent to RNs and NPs. Not necessarily other dentists, correct, because they can come in and do Botox.
Speaker 1:Yes, yeah, the dentist is the owner of the space and who has the asset with which practitioners want access to basically.
Speaker 3:So the RNs and the nurse practitioners, they're able to do those types of services without a supervising physician, right Like the aesthetics.
Speaker 1:Great question. It changes state by state. Every state has its own regulations. There are states where nurse practitioners can service medical directors and they don't need oversight from a physician, and there are states where all NPs or RNs and PAs need oversight from a physician. Most states don't require that physician to be on site all the time, but that physician needs to be accessible and needs to sign off on charts from time to time, and so that physician serves as a medical director for most. How it normally happens is these practitioners tend to have access to a medical director. We can help our locations get access to medical directors that will support the practitioners at that location. Most medical directors tend to have quite a few practitioners that they are overseeing, and so the process is pretty fluid.
Speaker 3:Okay, because, yeah, I think a dentist, could they be a supervising physician, some of those things?
Speaker 1:Some dentists can be if they have their medical, if they are physicians as well.
Speaker 3:Okay, so maybe that would be how they could get providing those services in the States.
Speaker 1:Correct. But most, a lot of our dentist clients have friends who are physicians who serve as medical directors. What we encourage is a referral, that is, a third-party contract relationship between the practitioner and the medical director. We encourage those relationships to be assisted via our client or ourselves. Obviously it gets the ball rolling with the practitioner in their space. So if a physician can't serve as a medical director, if a dentist cannot serve as a medical director, that is not a roadblock at all. That location can still be a healthy, thriving cloud med spa location.
Speaker 3:So how long have you been in the med spa space for?
Speaker 1:How long have I?
Speaker 3:Yeah.
Speaker 1:So I would say probably about 12 years now, and I was consulting for the first few years for primarily dermatology practices and helping independent dermatology practices convert their patient base or new patients over into medical aesthetics. As you can imagine, medical aesthetics in the dermatology space is quite endemic, so it makes sense in the dermatology space is quite endemic, so it makes sense. And so I did that for about eight to 10 years before I came over to Cloud Med Spas. And when I started with Cloud Med Spas I was strictly a part of our brick and mortar in Boston and growing the provider acquisition and membership of that location. And I would have to say I learned so much from our constituents, so much from the practitioners who wanted the opportunity to benefit from their own success, to benefit from their own work.
Speaker 1:We always tell our practitioners if you don't create a model with which you, if you don't have access to this entrepreneurship platform and opportunity, someone else will benefit from your services and this is a great opportunity for you to create, an opportunity for you to gain full profitability of your success in what you do.
Speaker 1:Otherwise, someone can hire you and take a large margin of the procedures you perform, of the procedures you perform, and so what we have learned from watching our practitioners use our space and collaborating them with business growth opportunities is that under this model, as an entrepreneur because you're making more money as the owner of your own business you tend to work smarter, not harder. So instead of working a 40-hour work week at a med spa, being busy all day long eight hours a day, you can work 10 weeks and generate the same amount of income for yourself. And so practitioners who are taking on this opportunity as a side hustle post-pandemic after working 60, 70-hour work weeks are seeing a huge value in a work-life balance, which is really nice to provide that opportunity for a field where you have a lot of overworked practitioners.
Speaker 3:Do you work with any NSOs that are like multi-site scaling, or is it mostly private practice?
Speaker 1:Right now it's private practice.
Speaker 1:We have not worked with a lot of multi-location chains or things like that.
Speaker 1:We are open to it.
Speaker 1:It's a great opportunity to explore a new market, we think, as a chain, by starting out with a platform like this, to generate interest, see what sort of interest there is, and to scale at a low cost, right.
Speaker 1:When you scale as a regular business via multi-chains like this opening the location, doing the build out, hiring all the employees, doing the marketing, buying the devices, getting the inventory on site it's an extremely expensive venture, and so what CloudMed Spas provides is a way to scale that is very low out of pocket, right. So we're turning the tables on all of that ownership and we are empowering the practitioners in the space, and we're empowering the owners as well. So, instead of taking on all that risk and capital to launch a business, to launch a location, you are now supporting the practitioners with the things they are naturally good at, which is client management. All these practitioners own the relationship with their patients anyway. So let's empower them with all the tools to run their own business and you can scale as a location via the rental model and the rental revenue, which can be just as lucrative, if not more, as the owner of a med spa.
Speaker 3:Have you seen a lot of private equity get into the space since you first started?
Speaker 1:That's a great question, obviously trying to say they are empowering providers in this space, but they still are wanting to take large margins of the profitability of this business. So, as medical aesthetics is a very lucrative space, everyone wants a piece of the pie and everyone's trying to figure out how to maximize that profitability for themselves. What we see ourselves doing is creating a platform that is similar, more similar, to an Uber. Let's give everyone access with the tools they already have, whether it's the car in your driveway and pick up people 10 hours a week, or whether it's the two exam rooms in your office that you open up to the platform a couple days, a couple hours a week. So we are empowering people to use their most expensive asset to leverage more revenue for themselves and obviously, with that, it is helping everyone benefit from shared resources from the cloud in order for us to win, and so it takes a lot more acquisition and it takes a bigger network of providers and people being involved in order to win. At the end of the day, just Uber structured its business model.
Speaker 1:Yes, we do see a lot of private equity has always been very interested in the medical aesthetic space because of the dollar signs that are everywhere, and the growth of the business and the scaling of the demand of the procedures and the population that's now getting the procedures done. It is continuing to grow year over year, and so the demand for practitioners is growing. The demand for space is growing. Education and training is a huge aspect of it, and so what we want to empower our clients with is the fact that they can do this on their own. They don't need outside investors necessarily to help them implement platform with the tools that they already have.
Speaker 3:That's good. Yeah, again, the reason I think it's interesting is just because it's an alternative to the traditional model, and so I can see it, either A, giving people a reason to scale more or, b, being like the lifeline if you are in a position where you have too much space and you can't fill it. And yeah, I think these disruptive types of ideas are like very interesting. I know we're getting close to the time. Is there anything that you want to add that we didn't get a chance to talk about yet?
Speaker 1:Just another. I just wanted to say. Another thing on the private equity standpoint is practices and physicians and dentistry practices tend to cave to the private equity route because they don't see a better, smarter way of running their business. And these firms come in and say well, we can get you more money, we'll take care of your overhead, we'll take care of all these things. And it's easy to concede when you're not business savvy and to realize I want to share resources. That reduces my overhead and a lot of these group practices provide that opportunity as well.
Speaker 1:We are bringing those shared resources to our clients.
Speaker 1:We are bringing that cloud of opportunity where they can still have full control and ownership of their practice and benefit from a new way, a new efficient way of generating revenue for themselves.
Speaker 1:But I guess the last thing you know I would want to say is we just love having an intro and talking about how this potential opportunity fits with potential prospects. And every client is different and every client has different problems and has a different way of implementing the Cloud MedSpot concept and we are a team of really client savvy people who want to collaborate and assist our clients in this process. This is not a one-off transaction. We work with our clients every step of the way. We status of our clients every week to make sure that the implementation of this platform is working for them, that they are profitable, that they're seeing growth and we have a lot of success stories that we're excited to share. And so we love having the conversation with prospective clients just to show them, from a financial standpoint and from a lot of testimonials that we have and outcomes, how this could win, obviously help them and be a win for their business as well.
Speaker 3:Yeah, and so what's a good resource for people to reach out and learn more?
Speaker 1:They can come to our website, cloudmedspascom forward slash Shannon S-H-A-N-N-O-N. And they can book an appointment to speak with me via that link, and that's just the best way to get things started to be inquisitive. I think the most important thing is to understand that there are collaborations, there's teams, there's resources out there to help you think of running your business in a smarter way, so that you can have a sustainable, scalable practice, whether it's dentistry, medicine or a med spa.
Speaker 3:Okay, yeah, that's perfect. Are you guys going to be at any events? In-person events.
Speaker 1:Not anything in the near future. We have done a few trade shows in the past. Right now we're focused on obviously communicating our awareness through different resources and obviously amazing podcasts like yourself, and the goal is Austin to get on the how I Built this podcast too. I know you sometimes ask favorite podcast. That's one of mine yeah.
Speaker 3:I love how I Built this I haven't listened to it in a long time actually, but I used to listen to it all the time.
Speaker 1:It's. The one reason I love that podcast is because it's real and that he has founders on board that talk about a lot of their failures before their success and that's just a real journey in this process of of startups and businesses and solving problems. And it's just a human side of those podcasts and the business success is out there as well. Yeah, absolutely.
Speaker 3:Okay, listen, this has been great. Yeah, we got your. We'll put that in the show notes for everybody. Great, and get in touch.
Speaker 1:And yeah, this has been great.
Speaker 3:Yeah, we got your. We'll put that in the show notes for everybody to read about and get in touch and yeah, thanks for your time.
Speaker 1:Thank you, austin, I really appreciate it.
Speaker 4:If you need help finding the perfect location for your practice or you're ready to invest in commercial real estate, email us podcast at leadersreecom, r-e, as in realestatecom, or go to leadersreecom and fill out our form. See you next.