Questioning Authority: Q&A with Leading Authorities for Entrepreneurial Excellence

Are you killing your business with bad customer service? An interview with Kelly Henry

• Scott Vatcher

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What if mastering customer service could revolutionize your business? Join us as we welcome Kelly Henry, a former chiropractor who made a bold transition into the world of business consulting. Kelly's journey from managing thriving chiropractic clinics to becoming a renowned expert in customer service and business coaching is nothing short of inspiring. Fueled by a passion to mentor and a desire to leave the chiropractic field at its peak, Kelly shares the universal business principles that transcend industries and the common challenges healthcare professionals face in balancing clinical excellence with business savvy.

Kelly's insights extend far beyond standard business advice. Learn how treating your employees as VIPs, a philosophy championed by Richard Branson, can naturally lead to superior client care. Discover practical tips like crafting a customer service mission statement and the profound impact of empathy and small gestures on client interactions. Celebrate your achievements while setting new goals, and find out how efficient business practices can help you save time and reduce stress, promoting a healthier work-life balance. Tune in for personal anecdotes and actionable advice that will help you achieve fulfillment both professionally and personally.

If you want to connect with Kelly go to drkellyhenry.com and if you want to buy his book heres the link: https://www.amazon.com/Define-Deliver-Exceptional-Customer-Service/dp/1954024002/ref=mp_s_a_1_1?crid=NGUXHFB9A5R2&keywords=dr.+kelly+henry+-+define+and+deliver+exceptional+customer+service&qid=1707178362&sprefix=%2Caps%2C95&sr=8-1

Takeaways

  • Providing exceptional customer service is crucial for business success in any industry.
  • Treating employees well and creating a positive work environment is essential for delivering exceptional customer service.
  • Simplifying business practices can lead to increased revenue and more free time for personal life.
  • Success is defined by setting and striving towards goals, rather than comparing oneself to others.
  • The Profit Acceleration Software can help businesses identify areas for improvement and increase their revenue.

Chapters

00:00 Introduction and Background
03:12 Transition from Chiropractic to Consulting
05:58 The Importance of Business Acumen
08:59 The Power of Exceptional Customer Service
11:36 Providing Better Outcomes through Customer Service
14:41 The Ripple Effect of Exceptional Customer Service
24:00 Redefining Success and Work-Life Balance
28:42 Simplifying Business Practices for Success
30:41 Using the Profit Acceleration Software to Increase Revenue
31:39 Conclusion and Final Thoughts


Speaker 1:

I'm Scott Vatcher, the host of Questioning Authority, where I question authority figures about health, wealth and relationships. This episode is brought to you by TheAuthorityCocom, helping health professionals be seen as the go-to authority in their community. I hope you enjoy this episode. Welcome to the Questioning Authority podcast. I'm your host, Scott Blatcher, and on this podcast, I question authority figures in the spaces of health, business and relationships to help our listeners' success and fulfillment in both business and in life. And I want to welcome my special guest today, Kelly Henry, Welcome.

Speaker 2:

Thank you, scott, appreciate you having me on the show.

Speaker 1:

I love connecting with people all around the world. We've connected through the interwebs somehow and I love some of the messages that you are putting out there. So let's get into it as to how you're an authority figure in your space, because you've done a lot of things. You know you're the author of a book called Define and Deliver Exceptional Customer Service. I believe that our listeners could learn a lot from improving their customer service. You know you've been a chiropractor. You run your own successful consulting business. How did that come about? How did you go from being a chiropractor? You run your own successful consulting business. How did that come about? How did you go from being a chiropractor to a consultant and what does that mean in the authority space? What are you an authority figure? Yeah, good question.

Speaker 2:

I actually get. That asked a lot, at least how I transitioned from chiropractic to the consulting business consulting world, which I've been in for about five years now, practiced for about 20 years, had a couple of successful clinics, multiple clinics Throughout my career chiropractic career. I had the opportunity to buy out two chiropractors two aging chiropractors, if you will and they were at the point where they really had nothing left other than I was buying facilities, equipment, some patient files and paying them pennies on the dollar for really what they had. So I just made a mental note that you know what, when I get through my career, or as I'm coursing through my career, if I get an opportunity to sell out or to leave the chiropractic field and active practice, I want to do it at the height of my career and not when things have completely gone off the other side and I'm hoping somebody will buy me out so I can have retirement. So I did have that opportunity in 2018 to sell my practices and move on as to moving into the consulting realm.

Speaker 2:

I've been coached for many, many, many, many years and I knew, I knew, I know how incredibly effective and beneficial having coaching is in regards to my chiropractic career and business career to just personal coaches and other coaches that I've I've had. It always intrigued me. I had multiple, like I said, clinics and associate doctors and so I always felt like I was kind of a consultant coach with them and helping them and teaching them and building a team and espousing what I've learned through the years to them, and so it was just kind of a natural transition and actually one of my coaches. When I sold out, I was contemplating what I was going to do in the next phase, next chapter of life, and it was funny, my coach and then my wife, within just a day or two, both said you need to be a coach and I think that would be great for you and I thought about it too and that kind of solidified everything and moved me into the coaching consulting realm.

Speaker 1:

I feel like I've mirrored so much of that. I'm not a coach or a consultant at this stage, but my wife has said the same thing and I have had numerous coaches over the years and have had huge benefit from that. So I see the results from being the beneficiary of that, if that's correct, but not being the whatever the other word is. You know the other side to it. What I, what I find, is I've gone on, you know, I've, I've grown a practice. I've had multiple practices, I've had had chiropractors work in the same practice as me and grown a very successful practice. And now I've sold my practice and I, you know, I'm still working as a chiropractor, but outside the business side of things and trying out all kinds of other things, and I don't know what I'm doing, but it's but it's a heap of fun learning process.

Speaker 1:

So how did you like, once you got into it, did you? Did you realize similar to what I'm realizing is that healthcare professionals chiropractors, dentists, physiotherapists, et cetera we are healthcare professionals, so we do have a different standard of care. But the big variable, the big problem, I believe, is our business side of coaching, like forgetting that we're running a business, um is, is that where you're like you coach and consult with, not just chiropractors, like with all kinds of business, don't you? I do, correct? Yeah, and have you found that you know essentially what you would say to a chiropractor from a, from a business consulting side of things is almost exactly the same as another small business.

Speaker 2:

Pretty much. There's so many parallels. Exactly, the framework of business is the same. You just plug in chiropractor or electrician or dentist or whatever. But the framework is virtually the same. Just the flavor of the particular industry is going to be a little different framework is virtually the same just the flavor of the particular industry is going to be a little different.

Speaker 1:

So yeah, particularly service-based as opposed to retail might be some, but even that there's you know some.

Speaker 2:

You know a lot of similarities and a lot of parallels with with those types of businesses as well.

Speaker 1:

So yes, hey, you know you tend to hear the stories of the chiropractors or you know other health care professionals that are killing it. You know you see those people that are, you know, growing their practices doing really well, having multiple businesses, et cetera. You don't tend to hear so much about the other side, the side that is struggling, and so why do you think it is that most small businesses have such a difficult time surviving, let alone thriving, but just surviving?

Speaker 2:

A lot of them just don't know what they don't know. They just don't know how to run a business. Like you alluded to a moment ago, you can be a great chiropractor, you can be a great electrician, you can be a great plumber, you can be a great whatever. But if you don't have some business acumen, you can struggle. On the flip side of that, you can be a mediocre chiropractor, a mediocre electrician, a mediocre whatever.

Speaker 2:

But if you have a great business sense and can run a business, more than likely you're going to be a lot more successful than what I just mentioned earlier the great at this particular industry, great chiropractor, what not knowledgeable in that area, but your business acumen is not all that great. I'd rather err on the side of not being so great in the professional sense but a great businessman. And you know, ultimately you want to have both but a great businessman and ultimately you want to have both. But really, if you have that business sense and know how to run a business, that's what's going to help you, that's what's going to be the foundational principle to help you skyrocket a business and growth and revenue and your ultimate success.

Speaker 1:

And is that where your thought process and your idea for your book came from?

Speaker 2:

Partly, yes. So my ultimate philosophy, really throughout my chiropractic career and now, and what I teach my clients, is really the simple things done consistently are going to create major results. And so my thought is always how can I make a business simpler, how can I make a business more expeditious and speedier? How can I increase profits the quickest, the easiest? And providing stellar customer service is one of those pieces that will do it.

Speaker 2:

When you're treating your customers, your clients, your patients, like they're VIPs and giving them that experience, ultimately you create retention. They want to keep coming back. They want to continue using your services. They want to continue to use you because they love and they love the way they've been treated and they love the way they feel when they interact with you and your business and your employees. They like to refer to you, and so that is an element of certainly marketing, but also profitability.

Speaker 2:

When you retain customers, that's how you grow exponentially. When they are referring in, that's how you grow exponentially. When they are referring in, that's how you get the most for your marketing dollars, and it's an upward spiral for a business from providing exceptional customer service. Now, it's not the only foundation principle or the only principle that I teach and that is important, but it's a big one and it's one that statistically, roughly, at least here in the States, about 80% of businesses provide mediocre to less than well, average to less than average levels of customer service. So really, only the top echelon 20% are really the ones that stand out with their customer service protocols or what they present as great customer service.

Speaker 1:

So, that being said, you don't even have to be that good. You don't have to be that exceptional when it comes to customer service compared to the average. You just need to be even.

Speaker 2:

Okay would end up looking like exceptional, exactly, and that's my premise, or my thought is let's not just be okay, let's provide exceptional customer service. But the reality is it's not that hard to create that perception in a business that you do provide exceptional customer service. And that's another myth, if you will, that business owners kind of get locked into that. It's too much work, it would take too much effort, too much work, too much time to do this. Well, even if it did, in my mind it's worth the time and effort because the return on investment is phenomenal. But the way I teach it, the way I look at it, it's no, it's again simple things, simple actions, simple philosophies within the customer service realm. If you do them consistently, it's going to blow up the perception of customer service and inherently going to blow up a business and what's happening in it because of, uh, of what's, uh, what's presented that way.

Speaker 1:

Yeah, I mean, if you think about the generic model of attraction conversion retention, most of marketing and sales is attraction conversion. The retention side of things is actually where the money is.

Speaker 2:

Isn't it yes?

Speaker 1:

And so creating that exceptional customer service in and of itself. Like you said, even if you don't improve from a point of view as a practitioner, like better patient outcomes even if you just improve the service side, that retention is going to go through the roof.

Speaker 2:

Absolutely, that retention is going to go through the roof, absolutely. What's unique for health practitioners is particularly in the chiropractic realm, but this applies to all health-related practitioners is, as you provide that stellar customer service, you're actually helping a patient's physiology, you're making them feel better, you're making them feel better internally physiology, you're making them feel better, you're making them feel better internally, which, in turn, will actually help you not necessarily provide better outcomes, but better outcomes. Thank you, yes, so it's that's very unique in the the health related realm that you know great customer service will help outcomes and you know that that just triggers something in my mind where, uh, when I owned my practice, my staff was phenomenal.

Speaker 1:

It was just over the top, the best, like we still have. Clients just come in and have a chat with the staff Uh, they're not, they don't even have an appointment, they just come in and have a chat, don't say hi to me, they just talk to the staff. And now, come in and have a chat, don't say hi to me, they just talk to the staff. So how much? Because something you said earlier was a big misnomer or a big misconception about it is customer service takes a lot of work. How much of it can be, for lack of a better term pawned off to your staff.

Speaker 2:

Well, a lot of it needs to be pawned off to your staff. Ultimately, I teach that it needs to come from the top down and truly that's how it has to work. You can't crack the whip clients, your customers, because the only way they will treat you or your employees will treat your patients, clients or customers well, with the respect and providing that VIP experience, is if the employees feel like VIPs. So that is where it has to start. When your employees feel like they are VIPs, then it's naturally expected that they'll turn around and treat the customers, the patients, the clients as VIPs. So that's rule number one just getting that idea and making sure that is done. That goes a long ways.

Speaker 1:

I think it was. You know, used to be the old adage was customers always right. And I think it was Virgin Australia Richard Branson who said no, listen, you need to treat your employees better than anyone else, and when your employees feel treated correctly, they're just going to naturally be better employees and treat customers better. So I 100% believe that. And when I said palm it off to staff, I didn't mean that in a bad way, I just meant, from a practitioner point of view, to think it's going to be all this extra work. I don't know if I can do it. It's like well, treat your staff well and teach them some small things to make that customer service a little bit different.

Speaker 1:

And you know, I think there was some place recently I'd heard of, with something like with every order or something, you get a chocolate chip cookie. Something like with every order or something, you get a chocolate chip cookie, a warm chocolate chip cookie. And actually I flew, I was, I flew to, I went up to the Yukon um on a trip just a couple of months ago and I flew Yukon air and I was blown away. You got a warm chocolate chip cookie on this, on this flight, and you know how flights. Now that you don't, you get nothing.

Speaker 1:

It used to be you get the full meal, you get nothing now. Like you get nothing, it used to be you get the full meal, you get nothing now, unless you pay for it. They gave us a meal and a warm chocolate chip cookie and I was like I was blown away. So that alone. I don't know how much it would cost them, but I'm going to continue to be talking about that forever. Fly Yukon Air if you can get a chance, because it's unbelievable. So is there any particular tips or tricks or things that you can say to an audience member listening now to go okay, just try this and see what kind of difference it could make? Absolutely.

Speaker 2:

I like to call it my customer service mission statement, and this is what I would recommend any business adopt. You have your regular mission statement, your business mission statement, but this is specifically to your customer service attitude and your philosophy, and that is to be the best part of the patient's day. That's the mentality you want to have each and every day with each and every patient, with each and every interaction. Each and every employee needs to have that mentality of being the best part of the patient's day stay and that really encompasses, I mean, if you truly have that attitude, you truly believe that your actions are going to line up or they'll line up in a manner that would be providing exceptional customer service, because, hey, I'm going to be the best part of their day.

Speaker 2:

So how would I act? What would I do? And just naturally, a lot of things will come out in that regard. So that's a big one right there. So just having that mission statement be the best part of the patient customer day, yeah, it's interesting because I kind of did that in practice when I owned my practice.

Speaker 1:

I didn't quite say it that way or have it as a mission statement, but I would constantly say to the staff just keep in mind, you don't know what these people that are coming in, what their day is going to be like. This could very well be the best part of their day. This could be the thing that they look forward to the most for their whole day. So let's really help them to have that be the case. So very, very similar, but just a slight different twinge on that. So I definitely would agree with that.

Speaker 2:

And you know, like I said ours Well, you bring up a great point and really you're touching on the, which is another big aspect of customer service, is the ability to have empathy and to walk in somebody else's shoes. Because you don't know what's going on in somebody else's life. You know you don't know the struggles they have, and everybody has struggles. You know the kid that's sick, or the parent that's aging, or the car that broke down, or you know the infinite amount of things that could be going wrong in their life. We're not judging them. We're there to put a smile on their face. We're there to make them feel again like a VIP, like they are king and queen of the world. And you just don't know how incredibly valuable that can be in somebody's life.

Speaker 2:

And when you you know and there's times where you know it can be unbelievably profound in somebody's life when there's something just you know they wouldn't even tell you about, something extraordinarily bad or wrong and they come in and you go the extra mile, make them feel important and be the sunshine in their day. That that can. That's not just about, you know, garnering business. You know that person's going to leave, leave the office. You know and this is something else that I preached in my office and I teach my customers it's, it's the ripple effect. So as that person, as you change their life, you make them feel better about themselves, you know as they leave that is going to ripple out from them as they go into their day with their family or friends or employee or employee or you know whatever, whoever they interact with.

Speaker 1:

So again, it goes beyond just the the walls of the office yeah, and I think you know that that is a good point in that us, as health care practitioners, we can kind of get lost a little bit in the um, the medical side, or the the practical patient outcome side of things. But just remembering that they're people too, right, like we're not just creating physical outcomes for people Like you know, they come in and they feel better, they have a, you know, depending on which type of model you work in, if it's a pain based model and their back pain feels better, or if it's a wellness based model, now all of a sudden their gut works better. Whatever the case might be, it's, it's. What can we do beyond that, um, to create that exceptional customer service? Because I would think that as professionals, we're delivering the professional side of things, um, in a good way. But what can we do on top of that? And that's that's probably back to that first question I asked you about, um where can businesses go from thriving to thriving?

Speaker 2:

You bet Customer service goes a long ways to help make that shift, to boost them up to that thriving level.

Speaker 2:

To be honest with you. That's early in my career, before I was coached in the business side of things. I grabbed hold of the customer service side of things early on In my business. It did reasonably well. I mean, I was making a good living before I knew how to run a business. It's when I added the element of coaching and how to systematize and put a better business model in that I really blew things up. But customer service helped me run a reasonably successful business before I knew what I was doing on the business side of things. So I don't recommend just doing that. You want to have everything solidified but again, that customer service part can be that big a deal for a business owner.

Speaker 1:

Yeah, and it can be daunting as a business owner who is in survival mode and feels like they need to do a million things to improve and there might be a million things that they could do but really focusing on one or two things. And again, customer service is not necessarily something that costs the business. From that side of things, it really can be that easy to be successful. Because in your book you said something like this book is not about customer service, it's about success. But obviously I can only assume it's using customer service to create success. So what is your definition of success?

Speaker 2:

Well, I kind of use a loose definition I think it's one from Earl Nightingale, who's a success guru but it's basically having a goal and striving to meet that goal. That means your success Having an outcome and striving to meet that outcome. People tend to look at success as okay, when you become a millionaire, I'll be successful. When I achieve this, I'll be a success. The reality if you just look back over the course of your life, you've really achieved a lot of things. We all have every one of us listening. We've all achieved a lot of things, so we're already successful on our own rights.

Speaker 2:

Where we get into trouble is we compare ourselves to other people and other people's success and make that comparison, and that's where we diminish ourselves. So I don't like that model. I like the model of what's my current goals. Looking back at what I've achieved, yes, I have got to a certain level. Let me put a new level up, a new bar, a new standard up, and just because I've done that, now, as I'm moving toward that, I am successful. I have a worthyal and think about one day I will be successful.

Speaker 1:

When I make a million dollars, when I see this number of people, when I have this many customers as opposed to. Okay, I have a goal and I am striving. Did I do something today that pushed me towards that goal? If I did, then I am successful Absolutely.

Speaker 2:

Brilliant. That goal if I did, then I am successful. Absolutely. I love and this is what I work with my clients on on a regular basis is to have them stop and look backwards and just count and look at what they have achieved at this point. You know, a lot of them are built like me. You know I'm I'm always striving for that next level, you know, and it never comes quite fast enough and I want to just keep pushing and I'm always, you know, almost just a little on edge of getting to that next level, and that's where we have to stop, look backwards and go. Okay, you know I may not be where I want to be, but I'm sure a heck of a long ways farther down the road than I was a year ago, five years ago, 10 years ago, 20 years ago, and you know, pat yourself on the back a couple of times occasionally and look back how far you've come over the course of your lifetime.

Speaker 1:

It's a good thing to do, to remind yourself, maybe every, maybe even every quarter. Look back a quarter and say, okay, it feels like I haven't gotten anywhere. But let's look backwards, because I'm exactly the same as you and I can only imagine most of our listeners are the same. We have a hard time rewarding ourselves, you know we just if we get a, if you create a success, an outcome, and we get to the outcome, Okay, what's next? Not like there's no reward, there's no wow, I'm successful. It's like now I've got this goal and now I'm not successful anymore because I haven't, I'm not there yet.

Speaker 2:

Exactly, it becomes never enough. It's just never enough. We've got to stop and look at yeah, you know what? I am enough already. Now I have some outcomes.

Speaker 1:

There's still things I want to achieve and that's fine. But I am enough right where I'm at right now and that'll come back to me just diving a little bit on what you think of. You know, work-life balance. How does that equate? Because, you know, looking through some of your socials and stuff looks like you're quite fan. I am.

Speaker 2:

I like to catch a game every now and then.

Speaker 1:

Not just one sport either, hey. We'll go see them all.

Speaker 2:

For the most part, we've been to I'm trying to think we've even been to one soccer or football as you would call it but one soccer match. We don't do a whole lot of that, but yeah, football, baseball, some basketball. We've done hockey, been to golf tournaments, so we've done quite a few different things.

Speaker 1:

So, yeah, we do enjoy those that's fantastic, yeah, and so that's where I go. Ok, this is, this is a work life balance. This is a situation where you can sit back, you can enjoy yourself and then most listeners here are going to have if they don't already, they probably will have one, two, three, five, 10 kids. Who knows? Kids are a huge time commitment, particularly when you're trying to run a business. So, with that sort of stuff said, where is your thought process on work-life balance? What does that mean to you?

Speaker 2:

It's funny. You say that when I first started my chiropractic career and I can still remember this like it was yesterday, although I don't remember the gentleman's name, it was an elderly gentleman one of my patients Gave him an adjustment. He got off the. You know we'd become acquainted and he'd been in a few, several times, a few times, and you know he knew my drive and knew where I was trying to go, and I was a young practitioner and had a young family. And he got off the adjusting table. He said, doc, I want to tell you something.

Speaker 2:

He looked me in the eye and said no man has ever laid on his deathbed and wished he'd spent more time in the office. He says you need to make sure that you've got a good balance and you're taking care of your family. And that hit me like a ton of bricks at that moment and so I've always strived to again have that balance. So to me, one big aspect of it is when you're at the office, you're dialed in, you're focused on being at the office. But also when you're not at the office, when you're at home, when you're with your family, you're not thinking about the office or thinking about your business. You are dialed in and spending that time and focused in on your family and spending time with them and being connected to them.

Speaker 2:

So that's a big part of that work-life balance all the time with my coaching and consulting is just that you know, that drive for a business owner, for a young entrepreneur not even a young entrepreneur, but an entrepreneur and just being overworked in their business, and a lot of the reason they're overworked is because of their weak business practices, if you will. The business model is just not strong, and so I love to go in and start showing them you can run this a whole lot simpler, a whole lot easier. Not only will you make more money, but even better, we're going to cut a lot of time out of your week 10, 20, 30 hours out of your week that you can spend with your family and doing the things you love and being with the people you love, and so that's a fun aspect of what I do now in my coaching, consulting business.

Speaker 1:

I think that's a really important lesson to learn there is simplify. You know, if there's one thing I've learned over the years of running a business is you can make it really complex, and there's a lot of new shiny objects constantly. Particularly in the world today, it's constant. But if you really get back to the basics, provide exceptional service, it will pay so many dividends in the long run, and not only from a financial point of view, but yes, then from a freedom point of view when it comes to mindset, so that when you are home you don't have to be thinking about the 10 million things that need to be done. You can really simplify. So I think you definitely hit the nail on the head there and I'm sure your clients are loving you for that.

Speaker 2:

You did say I hope so. It's neat when that light flips on that. Wow, I don't have to work as much, I'm making more money. You know, this is what I signed on when I started this business, or when I took over this business, so it's a big moment.

Speaker 1:

Yeah, do the basics well. You said in your website that you can find any business more than $100,000 in less than 45 minutes Guaranteed. Tell me about that, you bet.

Speaker 2:

I'm privy to some software it's called the Profit Acceleration Software.

Speaker 2:

So I can take a potential client, any industry, get some basic numbers from them, and then we can sit down and we can go through the software and I can show them where they are leaving money on the table, basically, whether it's from their sales process or marketing process or their customer service, or they don't have a referral system in place.

Speaker 2:

There's just a whole host of things that we can look at and see where they're missing the boat, so to speak, and how that will potentially work to their bottom line, to the revenue in their bottom line. And again, that's another light bulb moment for a lot of business owners when they see that, wow, I'm not doing this, I'm not doing this, I'm not doing this, and really it's not. Usually it's two, three, four different things. And when I show them this and it's and it's, it's moving the needle. Just, you know a few percentage points in those areas, but collectively, if you're doing this, this and this and this better, you get the synergistic effect of all that and again, that's what will, you know, congenerate a hundred thousand000, $200,000, $300,000 more in their business if they'll just be more intentional and look at these areas that create a bigger impact?

Speaker 1:

Yeah, things compound Exactly A couple of degrees different direction or a couple of percentage points higher. Like you said, 80% of businesses are providing mediocre service at best, so you don't even have to be that good.

Speaker 2:

You, just, you know just a little bit better, and it can make such a huge difference.

Speaker 1:

We're going to put the link to that in the show notes so people can check on that. You know what would you call it? The service, something software.

Speaker 1:

The profit acceleration software, profit acceleration software, you know. So go ahead, get that link and give it a try and see where you might be able to save yourself 100 grand and think that for a lot of people that would make them go from survival mode to thriving hugely with an extra six figures in their pocket. Awesome. Thank you so much for being on the show, for being on the show. Like I said, we're going to drop all those links in the uh in the show notes for people to contact you to. You know, see if, see if your services could help them out to to get them from survival to thrival.

Speaker 2:

Sounds good. I really appreciate the opportunity, Scott. Thank you.

Speaker 1:

Thank you very much and uh, so that's it for another episode of questioning authority. Stay tuned for the next one. Thank you so much of Questioning Authority. Stay tuned for the next one. Thank you so much. Thanks for listening to this episode of Questioning Authority. I hope you enjoyed the show. Stay tuned for the next one coming out soon. This episode has been brought to you by the Authority Co. Helping service providers increase authority and revenue. Check out theauthoritycocom for more info.