Today on the Podcast: From PT Intern to Multi-Location CEO
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About This Episode
Where did you start YOUR journey as a PT Owner? How have you grown?
Today, Adam Schoenberg, PT shares his journey from intern, to a physical therapist, to the CEO and Owner of Atlas Physical Therapy & Sports Medicine, which is now a 4-location physical therapy practice in Saint Augustine, Florida.
Adam has been involved in all facets of the business, from patient care, to management, to ownership.
Today, he’ll share about his journey and what he’s learned about leadership, private practice growth, and ownership. You’ll learn…
- Mindset shifts he had to make on his way to CEO
- How he uses a manual scorecard to manage his 4 locations
- His biggest mistake as a CEO
View Atlas Physical Therapy’s website here: https://atlasphysicaltherapy.com/
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Listen Above or Read The Summary Here:
From Intern to CEO: Key Insights for Physical Therapy Practice Owners
Neil and Adam Schoenberg explore Adam’s journey from a physical therapy intern to the CEO of Atlas Physical Therapy, which has expanded to four locations. Throughout their conversation, they delve into valuable lessons on leadership, team development, and adapting to a changing market landscape.
Embracing Responsibility and Growth
One of the first major insights Adam shares is the responsibility that comes with leadership. He highlights, “Being responsible for other people is one of the greatest privileges you can have.” As a therapeutic practice owner, understanding that your decisions impact the livelihoods of your employees and their families is crucial. Adam’s journey teaches owners to transition from an intern mindset to a leadership role, emphasizing accountability for patient outcomes and business performance.
When shifting into leadership, Adam stresses the necessity for personal growth and maturity. “Time to grow up, right? Time to put on your big boy pants, big girl pants and start living the real life,” he states. This mindset shift is vital as practice owners learn that their actions directly affect their teams’ success and the organization’s overall health.
Developing Talent and Fostering Engagement
Neil and Adam discuss the long game of talent development in physical therapy practices. Adam advises that building a successful practice requires attention to the growth of your team. He champions the idea of cultivating talent from internship programs, stating, “We have hired all of our previous four or five clinicians from our internship program.” By mentoring interns, practices can shape future employees who are already familiar with the company culture.
To maintain interest and engagement among seasoned and new clinicians, Adam suggests giving them time to develop their clinical skills without the added pressure of business performance. He notes, “Give them a 12-month grace period. Don’t worry about anything except just being a great clinician.” This strategy allows clinicians to focus on patient care while ensuring the business remains sound behind the scenes. With this approach to personal and professional development, practices can preserve talent while nurturing a committed team.
The Shift to Business Acumen and Data-Driven Decisions
A defining moment in Adam’s transition to CEO came with a realization of the importance of knowing the numbers that drive the business. He points out that “it doesn’t matter how great of a clinician you are; if you don’t know your numbers, you can quickly find yourself in trouble.” This highlights the crucial role that data plays in decision-making for successful private practices.
From tracking key performance indicators (KPIs) to understanding profitability and performance metrics, Adam outlines a robust scorecard system that keeps each team accountable. “We have a scorecard that is put out weekly… it’s tied to incentivization,” he emphasizes, showcasing how necessary metrics drive both motivation and business success.
Moreover, Adam underlines the need to keep your end goal in mind. “Stop trying to tell people what they need… listen to what they’re telling you they need,” he advises. This commitment to understanding patients’ and employees’ needs helps build stronger relationships and bolsters business performance.
Adapting to Market Changes and Direct to Consumer Marketing
The conversation naturally transitions to marketing strategies in today’s world, where Adam shares how Atlas has evolved its marketing methods, transitioning from a traditional referral-dependent model to a more robust direct-to-consumer presence. He notes, “Our SEO presence, our Google Ads presence… is 1,000,000% more than it was seven years ago.” Understanding how the marketing landscape has changed allows practices to effectively reach potential patients and enhance their visibility.
Adam mentions the critical role that personal relationships play, both with referring physicians and directly with patients. He recognizes that the landscape can be complex but emphasizes the excitement in overcoming challenges to be top-of-mind for patients and physicians alike. “If you can be the person at the top of that physician’s cell phone list… you’re good to go,” he states.
By analyzing the challenges and opportunities in the physical therapy marketplace, practice owners can apply these insights to grow their practices, engage their teams, and adapt to changing health care dynamics.
Common Questions Practice Owners Ask About This Topic:
- How can physical therapy practice owners effectively grow their businesses?
- What are the essential leadership skills for a physical therapy practice owner?
- What common mistakes do physical therapy CEOs make?
- How do successful PT clinics manage multiple locations?
- What mindset shifts are necessary for growth in private practice ownership?
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