Increasing Practice Profitability with Philip Arnfield: Strategies for Health Clinics and Practices
About the Episode
In this episode of the Health Practice Insights podcast, host Wallace Long speaks with business advisor and chartered accountant Philip Arnfield.
Philip shares practical strategies for health practice owners to address their biggest business challenges. The conversation covers pricing for profitability, becoming an employer of choice, customer segmentation, and the crucial distinction between compliance and advisory services.
Whether you’re a sole trader, small or medium sized practice, this episode is a must listen.
Philip Arnfield CA
Philip is a chartered accountant and business advisor with over three decades of experience. After selling his successful chartered accounting practice, Philip now delivers his ‘How to Build a Better Business’ training programs across Australia to small businesses and accounting firms.
Disclaimer
This podcast is for informational purposes only. The views expressed are those of the hosts and guests, and does not constitute professional advice. We make no representations or warranties regarding the accuracy, completeness, or applicability of the content. You should consult your professional advisers for specific advice relating to your situation.
Key Takeaways
- Price Strategically for Profitability: Don’t just absorb rising costs—review and adjust your pricing to ensure you can invest in your people and maintain a profitable practice
- Become an Employer of Choice: Attract and retain quality staff by offering a valued work environment, professional development, competitive earnings, and modern facilities
- Segment Your Customers: Analyse your patient base by payer type and value, and manage appointment bookings to ensure higher-value clients aren’t crowded out by lower-paying ones
- Leverage Your Team: Recognise the critical role of front-desk staff in shaping profitability through strategic diary management and customer prioritisation
Timestamps
00:00 – Introduction
02:00 – Guest Introduction
03:00 – Main Challenges Facing Health Practices
04:00 – How Businesses Are Responding
05:00 – Research Insights & Attracting Patients
06:00 – The Simple Business Equation
07:00 – Accountants vs. Business Advisors
09:00 – Becoming an Employer of Choice
10:30 – The Cost of Being an Employer of Choice
11:00 – Pricing and Profitability
12:00 – Health Sector Pricing Mindset
13:00 – Customer Segmentation
14:00 – Diary Management & Receptionist’s Role
15:00 – Hidden Sales & Marketing Issues
16:00 – Practical Strategies
Mentioned in the Episode
Unearthing drivers of patient demand and practice productivity. CommBank Dental Insights 2024. Australian Dental Association 2024.
General Practice Health of the Nation 2024 – an annual insight into the state of Australian general practice. Royal Australian College of General Practitioners 2024.
Resources
Use this link to request the following resources
- Ep 1. Increasing Practice Profitability Philip Arnfield CA – Podcast summary (PDF)
- Subscribe to the free Health Practice Insights Email Newsletter
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Transcript
WALLACE LONG
Welcome to Health Practice Insights, a podcast where we bring fresh perspectives and ideas to address the challenges health practices are facing today.
I’m your host, Wallace Long. In each episode we’ll be exploring practical solutions and expert insights to support health practice owners in navigating business costs, profitability, staffing, patient growth, and technology.
This podcast is for informational purposes only. The views expressed are those of the hosts and guests and do not constitute professional advice. We make no representations or warranties regarding the accuracy, completeness, or applicability of the content. You should consult your professional advisors for specific advice relating to your situation.
My guest today is business advisor Philip Arnfield, a chartered accountant. Philip ran a successful chartered accounting practice for 30 years. After selling his business, Philip has concentrated his efforts on his passion, creating and delivering training programs for accounting firms and small business owners.
Philip has delivered his ‘How to Build a Better Business’ Programs to accountants and business owners across Australia. In this episode, Philip shares insights into pricing, profitability, customer segmentation, becoming an employer of choice, and the value of advisory boards. Whether you’re a sole trader, small or medium sized health practice, this episode is a must listen.
Health Practice Insights is brought to you by C2M Consulting, marketing advisors to the health sector.
Philip, welcome to Health Practice Insights.
PHILIP ARNFIELD
Thanks Wallace. Happy to be here.
WALLACE LONG
Great to have you on board. Now Philip, may I start by asking you what you’re seeing are the main challenges business owners across Australia are currently facing?
PHILIP ARNFIELD
It’s a common thread, certainly with the clients I work with and speaking with other advisors that, that work in the same space that I do. Number one, clearly is attracting and retaining quality people. In my time, in practice and in advisory it’s never been more of a problem than it is, right now and for the last few years since COVID really. That’s number one.
We’ve had in the last few years, for the first time in maybe a decade or so, a significant increase in costs. So the inputs to business are now more expensive. It’s driven by inflation, driven by scarcity. So business owners are finding it hard to attract good people. And the costs of running their operation are rising.
WALLACE LONG
So how are businesses responding to these challenges across the board?
PHILIP ARNFIELD
Well, some are not, and they’re finding it quite difficult to keep their heads above water, particularly the increasing costs, they’ve just tried to absorb those costs themselves. The difficulty of getting people because they have to pay more to get good people is meaning that they can’t deliver the same quality of service as the competitors that are doing the right thing. Well, there competitors that are doing the right thing. And the right thing to do when your costs are rising is to adjust your price. You’ve got to certainly look at your margin, which is the difference between what you sell a product or service for, and the cost of the direct costs associated with that product or service.
And, if the costs are increasing, i.e. wages or other direct costs, you’ve got to increase your price. Simple as that. Alternative to that is to let profit drain out of the business.
So there was recent research with health practice owners highlighted the main business challenges they’re facing, which, similar to what you were saying, increasing business costs, business profitability, sourcing and obtaining healthcare professionals and support staff, and growing and maintaining patient numbers.
WALLACE LONG
Are there any other business challenges that you are seeing in the health sector?
PHILIP ARNFIELD
I work with a number of clients in that sector. One of the things I don’t see as being a problem is attracting customers, clients, participants, however you want to describe them. There’s a lot of people out there requiring the services of health professionals.
So I don’t see that amongst the clients I’m working with that as being a problem. Getting quality people, professionals to deliver the service is certainly a problem. And being squeezed, in terms of price and therefore their profits are being squeezed is a problem. So, I mean business is pretty simple.
People think it’s complicated and, and sometimes accountants try and make it complicated, but it’s as simple as this. There’s a price you charge and receive for the service you deliver. There’s a cost associated with delivering that service. And what’s left is your profit. So pretty clearly if costs increase, prices don’t increase, profit has got a decrease. It’s a very, very simple equation.
WALLACE LONG
Philip most health practices will work with an accountant. You’re a chartered accountant and specialist business advisor. What’s the distinction between what accountants do and what you do?
PHILIP ARNFIELD
Accountants are in the, some people say enviable position of having a never-ending line of work normally delivered to them by the government. In as much as every business owner has to lodge income tax returns, have to have various financial statements prepared, business activity statements need to be lodged monthly or quarterly. So accountants are in that space of helping their business owner clients comply with the taxation and business regulations. So that’s, that’s really a, a core competency of accounting firms and there’s so much of that work around. Some are more than happy just to focus on that, just to deliver that service, which is a very important service to the business community.
And they leave it at that. There are others that, like myself, who like to do more than just compliance and that is deliver advice and help clients look forward. So what an accountant does in preparing those financial statements and tax returns, they summarize what’s happened in the past, whereas a good business advisor, is more focused on looking at what’s happening in the future and say to the client, well where does your business sit now in terms of the benefits that it’s delivering you, the owner and your family, the profitability and the lifestyle that’s coming from that business. And are you satisfied with where that business sits at the moment? Is it something that you’d like to improve in terms of either growing the business or increasing the profitability?
And that’s what the business advisor should be working on with their client to say, well, how can we make this better if better is what the client wants to achieve?
WALLACE LONG
You mentioned one of the key things that you are seeing, and the research indicated that health practices are struggling to attract the right people, the work that you do, what is the focus that you do that could assist them to attract the people that they want in their business?
PHILIP ARNFIELD
One of the things I do very early on in a client engagement is I challenge the client to say, well, let’s overcome this problem that the whole industry that you’re operating in is facing.
And to do that, you need to become what we term, an employer of choice. So that means that, that you create the circumstances within your practice, within your business to say if an employee is looking to work in, whether it be as an occupational therapist, whether it be a dentist, a physiotherapist, any of the allied health professions, what about my business?
What about the business that would make it the most attractive place for an employee to work? So you then have to say, well what’s the answer to that? And the answer is, there’s lots of articles that have been written on this, but basically, the main things are that the employee has to be valued in the work environment that they’re operating in, they need to be working in a good physical environment, in terms of the space, the facilities and the equipment that they’re working with. Professional development or any professional is important. The work that they’re doing, the actual service they’re delivering to the patient care needs to be enjoyable.
It needs to be what the employee wants to do. We say money or people say money’s not a, an important thing, well it absolutely is. But money on its own won’t attract someone to an organisation, it will be these other things that I’ve spoken about. And earnings is certainly up there. So when you put all of those things together, you look like, you’re going to have good workspace, good equipment, good environment, professional development, enjoyable space, good earnings, that’s expensive.
So in order to deliver that to potential employees and also to existing employees so they don’t look over the fence and say, oh that place looks like a nicer place to work, I think I’ll go there. It comes back to your services have to be priced at a point that allow there to be enough income coming into the practice to spend the money on becoming an employer of choice and leaving sufficient funds at the end of the day for the profitability of the practice.
Again, everything comes back to price. It’s as simple as that, the price you charge for the services you deliver.
WALLACE LONG
The cost of people is increasing, as you indicated, costs of actually having a business have increased. What you’re saying is that there are two things, one is that they can influence the price and the actual profitability. How do they go about that?
PHILIP ARNFIELD
It’s interesting, and I don’t, people I have met and worked with in the health space always look upon themselves a little differently. I’ve worked across all industries, manufacturing, professional services, health services, pretty much everything.
And the health professionals, when I have this discussion with them about price their hands go up in the air immediately. No, no, no, no, no Philip it’s, you don’t understand it, you know, we’re different when it comes to price. And with respect, I fully appreciate that the services that people are delivering in the health space is not just about profit, but, but then again, no business is just about profit, whether you’re manufacturing, whether you’re lawyers, whether you’re engineers, whatever you’re doing, if your focus is, if you’re just about profit, well you’re going to go out of business because you’re actually not delivering, you’re not focusing on your customer.
Coming back to the health professionals they need, I think assistance to understand the importance of price. So the sorts of arguments that I hear all of the time is, oh, well, you know, the health fund says this is how much we have to charge. You know, NDIS cap services. Now I know NDIS do cap services, so we can’t say to the government, well you need to increase your price.
There’s a bigger discussion around that, which probably we don’t have time to go into today, so let’s just leave NDIS to one side, there’s other things that a practice in that space would need to have a look at in terms of price, and that is segmentation of customers. NDIS aside, there’s so much you can do with price to increase revenue, and it’s not just a matter of saying, oh, I’m going to increase my price 10%, or 15%.
You’ve got to look at segment the business into the services you deliver and the type of customers that you work with. What type of customers? I mean, there are customers that have come in who are members of Health Fund A or Health Fund B or Health Fund C. They’re all different types of customers. There are people presenting and their account is being funded by someone other than themselves. It might be WorkCover, it might be a government department, there are private patients attending. So, you know, there’s a wide variety of customers.
The health practice has to look and segment their customers and then say, okay, are we seeing too many of the low value customers, or the low paying customers? And can we do something about that while maintaining your professional dignity and your standards? You can, and this is an area that I work extensively in practices in actually doing that.
You know, it’s interesting that I say that to clients, you know who controls the profitability of your business. They look at me and they say, well, you know I do. I said no, the person who controls the profitability of your business is the receptionist, the person who answers the telephone because a customer rings and they get an appointment, next available appointment or an appointment that suits them. Whereas we should be looking at the people who are ringing and saying, well, if there are a certain group of customers that are what I call discounted customers, so for whatever reason they’re paying a lower price, then sure we we’re not going to turn them away but we are going to make sure that they don’t take up all of the spaces in the diary so that we don’t have enough space for higher paying customers.
And sometimes as business owners, this applies to all business owners we just allow that the receptionist to fill our diaries with no regard whatsoever to what type of customers are coming through, and it hides a sales and marketing problem. Often people say, I don’t have a sales issue because I’ve got a full customer list. I say yes you do because you’ve only got a small group of customers who are at this level, and that’s your sales and marketing problem you’ve actually got to address. You’ve got to get more high paying customers.
WALLACE LONG
It’s interesting, isn’t it, because that’s a deep dive and I wonder if many practices have in fact had a look at that deep dive.
PHILIP ARNFIELD
People are coming to me or clients are coming to me and they don’t do this deep dive and they find it an empowering thing when I sit down and speak with them and talk to them about this and also to support them in making, this is not easy to do. They’re very hard decisions to change your strategy around price and around the type of patients that you’re seeing with an eye to profit.
NEXT EPISODE
In the next episode of Health Practice Insights, my guest is Cecilia White, HR Consultant and Director at Perks People Solutions. We’ll be looking at the staffing challenges currently facing health practices and explore strategies that your practice can use to attract and retain staff.
WALLACE LONG
Key thing that I’m taking from you on this topic is the fact that they have control over this. They may feel as though they don’t, but in fact they do have the ability to increase their profit.
PHILIP ARNFIELD
Absolutely they have control. Absolutely they have control over it. I mean you know they’re very intelligent people. They didn’t get into the practice, into the profession that they’re in. You know, they’re smart people. What they don’t have is support.
And another thing that I do, and I think all good business advisors should do. This doesn’t happen, I don’t see it happening in healthcare practices, particularly the small or medium sized ones, is the concept of an advisory board. We know that big corporations have boards of directors, and they meet every month and every business should have an advisory board.
And the advisory board quite often consists of two people. No more the business owner and a mentor, or a business coach, if you like, or in my situation, a chartered accountant who focuses on business advice.
I sit down every month with a fixed agenda. I challenge the owner of the business. Let’s say we start off and the business is earning 130 or 140 or $80,000 or 560, depending on the size. So is this profit sufficient to do what we want to do in terms of the outcomes for the owner and also outcomes for the patients and outcomes for the employees, all the stakeholders in the business?
Are we delivering at a level that is sustainable for this business? And the answer to normally is no. So, okay, well what are we going to do about it?
Let’s set a plan. Let’s set a course of action. Let’s challenge ourselves, and it will come back to pricing and productivity, that top line, that margin. And we have an advisory board where we talk about this every month, we review performance, we talk about actions going forward.
And the business owner is challenged and supported in making very important decisions. And more often than not it’s something that has never happened to the owner of the business previously. And the impact of it is on the bottom line result and on the development of the business is enormous.
If I was to say, someone said to me, what’s the one piece of advice that you’d give to a business owner, I would say is find yourself a good mentor, advisor and appoint them as chair of your advisory board, that meets monthly set day every month, second Tuesday of the month, 10 o’clock, four o’clock, whatever. Those meetings are never cancelled, they’re board meetings.
WALLACE LONG
Philip do you have an example, you mentioned before about health funds and how they may restrict or they have a limit in regards to what the reimbursement for a service may be. Have you got an example of how you’ve addressed that within a health practice?
PHILIP ARNFIELD
Yes indeed. This particular practice was a preferred provider. It was a practice that the owners decided to invest money into the premises that they operated the business from and that in terms of the delivery of service to patients, it was a fabulous space. They employed very good practitioners and paid them an appropriate salary, and they were a busy, profitable practice.
I was invited in through an agency that there was a referral. They asked me to do a review of their practice, which I did. And I went back, I looked at three or four years, and I, rather than just look at the financial results or the tax returns, I jumped into their customer database. I said this is interesting, three years ago 30% of your patients came from this particular health fund and it went up to 45%, now it’s gone up to 55%. And they said yes we’re a preferred provider, that that’s why that’s increasing. And I said, well this is not a good thing because percentage of your patients that are coming in are paying a lower price.
So the margin was, was dropping. So we talked about this and, and over three or four months, three or four different advisory boards, and we came to the realisation that we had to do something about this, that we had to move away from this discounted price. And, you know, there was a risk associated with that the owners thought that they’d lose a good swag of their patients.
I said, well, why do you think the patients are coming here? Are they coming here because you’re cheap? Or are they coming here because of the expertise of the practitioners in the practice? Are they coming here because of the physical environment, which was a stunning place? Are they coming here because of the facilities that they can use to help with their rehab?
You’re sort of like probably getting an idea of what practice it may have been.
So we moved away from being a preferred provider and prices immediately went up, because we weren’t offering the discount and we didn’t miss a beat. Well, we probably lost some customers, but it was not noticeable.
The business had an immediate increase in profitability and is still going well. So, you know that’s an example where people took a very courageous but appropriate decision, because at the end of the day, and this might sound strange, but if you’re not charging your patients enough, you’re doing them a disservice.
And the reason I say that is because, I mean we’re here, whatever business we’re in, but particularly in health, you’re here to provide an outcome for the patient, for them to be better, for them to be healthier, for them to have a solution delivered to the problems that they’re facing. And the way you do that is to deliver the best care.
And the only way I think you can deliver the best care is to have the best practitioners delivering that care in an environment that is conducive to them staying and for the patient to be better. So that requires a certain price to be charged in order for that business to be profitable. And if the business is not profitable, you will not be able to retain the best providers and your physical environment will diminish, it must.
WALLACE LONG
I’d imagine any business, because it’s very clear that fixed costs are going up, we’ve got increased costs for staff, and that’s certainly going up. So there are two things which, you’ve just got to pay for.
PHILIP ARNFIELD
Indeed. The alternative is, and this is happening sadly, is for the proprietor to say, well I’ll work longer, I’ll work 50 hours a week for less pay. Well, again, I think you’re doing your patient a disservice because your longevity in the industry is limited.
I think you’re doing your family a disservice. Why should the proprietor be the one that carries the can? It’s just ridiculous.
WALLACE LONG
I like the idea of the advisory board and the regular contact that you’d have, talking about working on the business and getting insights in regard to how you’re going to increase profit over time in a strategic and considered way. Just on that example you gave, did you do any checks and balances before you made the decision to remove that health fund?
PHILIP ARNFIELD
We did. There was a lot of work. We asked our patients how they would react if we ceased being a preferred provider for this particular health fund, which means that you would pay more for your visits. So we asked a good swag of our customers. Now, if a hundred percent of the customers came back and said, well, good luck you won’t see me again. Well, that would’ve perhaps made the decision harder, but we found that the response we got from our patient base was that the significant reason as to why we were able to make it.
Now, we didn’t just ask them a question, if we charge you more, you’re still going to love us. It was a questionnaire where we were asking patients to comment on other aspects of the business, and it was clear they rated us highly across a range of criteria.
And when we looked at that evidence, we thought, wow, they’re not here because we are offering them a lower service, they’re here for a whole lot of other reasons. So, you know, it’s the old, what do people buy? I mean, I say this across all industries when I’m encouraging clients to look at price increases or segment their customers and see more of the higher paying customers, people buy results, they buy good feelings, solutions to problems, hope, a vision of the future. This is why people spend money. Therefore, once you understand and embrace that decision around pricing and segmentation of customers it is a lot easier.
WALLACE LONG
In the context of what you do, I take three words, price, productivity, and profit, or profitability. Talk to me about how you work to increase productivity within a health practice.
PHILIP ARNFIELD
Can I answer that by looking at non-health practices. So most businesses that provide a service other than in health provide a service together with a product.
A plumber, sometimes a plumber will just come along and provide a service of fixing a dripping tap or something. But they’ll also install a hot water system or a new bathroom suite. Electricians are the same, manufacturers, so are motor mechanics, so when they deliver a service, they’re selling a product and the product they buy from a wholesaler and markup for every hour that they deliver a service they’re making whatever their hourly rate is plus a profit margin on materials. So when I look at the productivity of a business like that, I say, well, the more customers that we can see, the more services we’re delivering, but also the more products that we’re selling.
So that productivity in that sense is very important because you get a double whammy. In the health sector you really don’t have a product, you’re delivering a service, so there’s no markup on anything else. If anything, you know, you’re giving stuff away, bandages and things like that.
So productivity is important. Productivity is gross profit per hour that each practitioner is generating. And that is a key metric in any business that I work with, is we say, well, what’s the gross profit per hour? So, in health, it’s the difference between what you’re charging customers and what you’re paying the practitioner to deliver that service.
And if you’re delivering the service yourself as a proprietor of the business you have to factor in a wage for yourself in calculating that. The difference between the service fee you receive and the price you pay, is your gross profit. Out of gross profit, we pay all our practice overheads and what’s left is net profit.
So there’s a certain level of gross profit that we target on a weekly basis, and that’s driven by the number of hours that we’re delivering to patients. And a business owner has to monitor that. You look at all the practice software that’s around that does allow you, if you’re using that particular module of the software to actually look at that key metric of gross profit per hour and the productivity therefore is how many patients are we seeing on a daily basis.
We’ve got to be careful, it’s not a production line. Let’s assume that we’re not in the production line. So you’ve got to look at the level of gross profit that’s being delivered on a daily basis. And that then comes back to really, it’s about the segmentation because the patient will take the time that the patient would take in order for you to deliver the service, and some will take longer than others.
We talked about segmentation earlier. You’ve got to make sure that you’re seeing enough of the higher paying customers in a week to ensure that your gross profit or the gross profit per hour is at the level that it needs to be.
I think people work productively in the health sector. You can’t make them work harder or faster. So productivity, it’s important but it’s probably not as important in the health sector because people are there delivering the service that they think is appropriate. It’s more about price Wallace and customer segmentation.
WALLACE LONG
Yes. I’m hearing that. It’s interesting because I’ve just got the GP Insights report in front of me from 2024. Some of the top priorities are to expand the range of services offered by GPs and to expand the range of services offered by other practitioners. So in a way, what they’re doing is, one would suggest is to actually utilise that human resource and make sure that they have other services that they can deliver. Either at a higher value or at some way, they’re actually diversifying the type of work that individual people would do because they’re limited in regards to the staff that they can attract.
PHILIP ARNFIELD
Correct. So again, you’ve got to plan what profit you require and what does that mean in terms of the patients and the services that you’re going to provide. Don’t let the patients control the practice. The practice has to work out, and it’s a pretty simple formula, you sit down with an account, any accountant can say, well, you know, this is how many appointments you have across the number of people that you’ve got working in the practice. The number of rooms that you’ve got. You’ve got this many appointments a week to generate this much revenue. We know what the costs are, they’re fixed pretty much, and the profit falls out of the difference between those two.
So there needs to be a lot of work, and you talked about productivity, this is the area of productivity is, how much revenue can I get out of the available appointments I have? And you have to set up a business model with that in mind, I believe. That’s a very simple, easy conversation to have with a plumber or an electrician or a lawyer, or you get more money from these sorts of customers, let’s see more of those sorts of customers. In the health sector, I’m not so comfortable having those discussions with the practitioners because they said, well we need to be here for for everyone. Okay, I do get that, but don’t let it control your life.
If you’re a GP and you’ll make a call based on things other than profit in terms of whether you’re going to bulk bill a patient or not. Sure, a hundred percent I understand that, but don’t let your receptionist fill your book with people you’re going to bulk bill, you say, okay, with all those spots are full this week. You know, we’ll see you the week after next. That’s how you do it.
WALLACE LONG
Philip that’s been really insightful. Is there anything else in regards to the price, productivity, or profit or anything else that you’d be suggesting at this point in time for health practices that would all be going through these challenges and having to address them? Is there anything you’d be recommending that they turn their attention to now?
PHILIP ARNFIELD
Yes, I’ve said it earlier in our discussion Wallace, I think the most important thing they can do is go and find themselves someone to provide them this insight, to be their advisor on a monthly basis. And it may well be the accountant that they’re working with. Maybe they say well my accountant doesn’t do that, they only do tax. Well just ask.
Talk about having difficulty attracting good people. Accounting industry is right up the top there in terms of shortage of staff in accounting practices.
So, they’re busy and they might give you the impression that they don’t do this sort of work, or it may be that they look at your practice and say, well, you can’t really afford this type of work, or you wouldn’t be interested in this type of work. I can tell you it’ll pay for itself multiple times over.
So, ask your accountant, do you do business advisory work? Can you help? And, if they say yes, say good, I want you to work with me on a monthly basis. But make sure you ask this question. Can you help me increase the profitability of my business? And if the accountant says yes, you then say, how?
If they can’t answer that in a paragraph, say, thanks very much, love the way you’re doing the tax returns. But go and find someone else. They’ve got to be able to answer in a paragraph how they’re going to help you increase the profitability of your business. And the answer is, I’m going to help you segment your customers, make sure that your pricing strategies are correct, and we’re going to set a profit target. That’s how they do it.
WALLACE LONG
Brilliant. Philip, thank you so much for your time. It’s really insightful. Really appreciate you being part of the podcast and helping health practices grow.
PHILIP ARNFIELD
Thanks Wallace. Thanks for having me.
WALLACE LONG
Big thanks to Philip Anfield. I was struck by the practical nature of Philip’s approach, focusing on pricing, building a great workplace, customer segmentation, and finally the suggestion to form an advisory board, even a simple one, stood out as a practical way to gain accountability, support, and strategic focus.
I hope you found this episode useful as you navigate the challenges in your practice. To receive a PDF summary of this episode, head to the link in the show notes, or go to our website, www.healthpracticeinsights.com au
In the next episode of Health Practice Insights, our guest is Cecilia White, HR Consultant and Director at Perks People Solutions.
We’ll be looking at the staffing challenges currently facing health practices and explore strategies that your practice can use to attract and retain staff.
Please follow us on Spotify or Apple Podcasts.
Health Practice Insights is brought to you by C2M Consulting, marketing advisors to the health sector.
I’m Wallace Long. Thanks for listening.
