In this episode of Practice Talk, Lacie Ellis, the host, warmly introduces Janella Perez, a seasoned orthodontic professional with 17 years of experience who brings a wealth of knowledge from her varied roles within the office. Janella shares her office’s successful strategies for welcoming new patients and fostering a positive environment for current patients, emphasizing the importance of feeling valued. From handling emergencies to ensuring stocked supplies and cross-training staff, Janella covers essential operational aspects to maintain smooth clinic functioning. The conversation culminates in a discussion on aligning staff with effective marketing strategies. Tune in to gain invaluable insights and actionable advice for enhancing your practice.
IN THIS EPISODE:
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EPISODE TRANSCRIPT
What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for watching the video.
(00:00:00) Lacie Ellis: Welcome to Practice Talk, a deep dive into the world of healthcare practices, where we invite team members to share strategies to make your work life easier. Now your host, Lacey Ellis.
(00:00:16) Janella Perez: Welcome to Practice Talk, brought to you by People in Practice. This where we specialize in digital marketing, website development, SEO, and so much more. I'm so excited for today's topic, discussing insights from a clinical supervisor with my guest Janella Janella began her orthodontic career about 17 years ago as a chair site assistant.
And since then, she's pretty much worked every position in the office, including training at the front desk and even spending time as a treatment coordinator. Coordinator. She truly has a great passion for orthodontics and her patients. Janella is originally from Texas. However, she is now working and living in beautiful Las Vegas with her soulmate and furry companion, Lucy.
Welcome Janella.(00:01:00)
Thank you so much for being here. Yeah, I'm so excited. Wonderful. So just as a quick reminder to our listeners, uh, don't worry about taking any notes today. We will put together a printable that you will be able to download for free from our website filled with the details, uh, from today's discussion. So Janella, I'm really excited to dig into the ins and outs of your practice and how things work.
And I would love for you to kind of walk us through an overview of how your clinic functions day to day, starting with like, how do you welcome a patient back to an appointment and then walk. Yeah, my favorite thing is that we, so I mean, obviously like adjustments on patients that are already in treatment, we go up to them and we're like, Hey, and we love to know everything about our patients.
So, like, whether it's sports or like what they're into, so we'll always follow up with them. But my favorite thing that we do is (00:02:00) that we, when we get new patient exams. We go and grab them and then we walk them through each set. So we have like a Webster or I'm from Webster orthodontics in Las Vegas. Um, so we have like a Webster cabinet of all the prices.
So, like, if you get Webster wages, which is. Kind of free money that you could use at our office Um, we have gift cards and like all these bottles and like just everything that people could use in life It's so fun so when we have new patient exactly walk them through each step and tell them like This is our front desk and we introduce them to everyone who's at the front desk.
Um, we introduce them to the Webster cabinet of what they can buy. We introduce them to the back and show them like where the magic happens. Um, and Dr. Webster and all the staff always says like, welcome guys. Like we just want all our patients to feel so welcome. (00:03:00) So it's just my favorite part of how we welcome patients.
It's like the new patient exams because We want them to feel so comfortable. I love that. Um, I know the practice that I worked in the longest, whether it was a new patient or an existing patient, like the assistant that was going to work on them was the one that like went up to the front desk and, you know, greeted them and said like, you know, kind of started the, how's it going?
And then brought them back to kind of start their appointment. And then at the end, we would always walk them. Back out. And typically for the kids, we would then give like a report to mom and dad about this is what we did today. This is what we're on track with. Um, I know since covid, some of that maybe has changed a little.
So when you like, just existing patient wise, when you greet somebody and they come back, can you kind of walk me through how that part of the process works? And like, how do you wrap up the appointment at your office? Yeah. Um, so, uh, I know it has changed. Um, but (00:04:00) I think we're back to normal at least at our office.
Um, so we do have, we do walk our patients, all of my assistants walk their patients up to our Check out whose name is Jackie. And so we'll say like, come on, follow us. Like, we're going to walk you up to Jackie. And then we tell them like, Hey, Jackie is going to help you out. And she'll like make your next appointment.
But all of the assistants need like all of the, all walk our patients up to check out. They're not allowed to just be like, okay, bye. Like, see you later. You know, like figure it out. No, they, we all walk our patients up and we. Physically, you know do the exit and then if there's like an update or whatever, you know, we'll be like, okay like Let's go talk to your mom or talk to your dad or who brought you today and and we'll just update them on anything that needs to be updated.(00:05:00)
I love that. Okay, perfect. So what about emergencies? How does your team kind of handle the emergencies that come in? Especially? I know you guys have a very busy practice. I think. You know, startup practices maybe don't have this to worry about as much because they don't have as many patients, but you guys are a very established practice.
So how do you handle emergencies within a very busy schedule? Yeah, we're very into the community. Um, we always handle emergencies. Um, so whether we're super busy and we don't have like a time for us to schedule them in. Um, my rule for my clinic is if, or for the front, I should say, is if there's no slot available, you are to put them on the schedule, and then either I will handle it myself, Or the team, my team is great.
They will see it on the schedule and just handle it (00:06:00) while they're waiting for Dr. Webster, or, um, if they're just sitting there, you know, and they just look at the schedule, they're like, okay, I'll go handle it. But we're all in communication. So it's all about communication for us, um, at Webster Orthodontics for sure.
Um, but it's, it's, it's great. I will never turn away an emergency. That's that's not a role in our office. I love, um, so the thing that you said that, like, sparked in me that I'm like, I wish every office understood this is it's really about the communication because I don't care how busy your clinic is or your front desk is.
If you've got a patient who. Whether it's a real emergency or a, they feel like it's an emergency. Um, you want to take care of that person. There's clearly something that they perceive is going wrong. So you need to get them back and get that taken care of. Um, we, so the practice I was in again, for the longest, we had an overflow chair.
And so it was, and we all worked columns, but it was like, if an emergency was scheduled in the overflow (00:07:00) chair, one of us would just hop over there. The 2nd, we could. So sometimes the front desk would bring them back just so they weren't sitting out front, you know, for a long, long time. But then 1 of us, we'd be like, we know there's emergency in the chair.
When 1 of us can step away from our patient, we would go take care of the emergency. Um, and then. You know, just keep flowing through the day. So do you have like an overflow chair that isn't scheduled with patients that you stick those emergencies in? Or do you try to fit them into a chair slot? Um, preferably I would like, well we work Collins too, so I would like them to be like with a certain assistant.
But we do have an over, we have two overflow chairs. Um, one is used for records, um, and then the other one is our official overflow chair that we use. That's for overflow and emergencies that happen out of nowhere. Um, And so, yeah, we'll just stick them in there. And even if it's like in our, cause we do have problems with our names.(00:08:00)
So I kind of like, if I see an assistant that's just waiting for a doctor, I'll move the emergency to their column. And they already know, go get them, sit them in our overflow chair. And take care of whatever needs to be taken care of. Perfect. Okay. So we like to get questions or comments from our listeners and our people in practice clients about our topic.
So let's listen to our first question.
(00:08:26) Listener Question: We constantly seem to struggle with staying on top of our supplies and ordering. There has to be a better way. Could you give us some tips for this?
(00:08:36) Janella Perez: Um, yes. So I've been ordering for a very long time. I actually love ordering. Um, I try to do ordering enough for every three months of the year.
And so, um, I've heard everything from like tags where you tag everything and then the assistant knows like when they're at the end to (00:09:00) put in somewhere. I hated that now. I just have like a big white board in sterilization. So when the assistant knows, like, we're low, they just write it on the board and then we have admin days.
So we were 3 patient days and then 2 admin days. So our admin days are to where we can catch up on paperwork and everything that we need to do um, and then My admin day is for sure looking at the whiteboard and making sure we have everything in stock. That's what works best for me I know everyone's different but it just It just makes it easier when like the assistants can help me out like telling me like, hey, we're low on this So i'll go and i'll check in i'm like, okay.
Yeah, we're really low like let's get this done Uh, reordered. Um, so that's what works best for me. I mean, my, I got to train my team to do that and it, it was really easy. So, I mean, we just write it on (00:10:00) the board and I'm like, got it. Check. That is exactly. So, Um, you know, the practices I've worked in, that's exactly what we did where we would just have a paper or somewhere that we all knew to go.
And then one person was in charge of ordering. That's another thing. I feel like if you have three or four people ordering different things in different areas of the practice, that gets super confusing for everybody. So just like. Keep the amount of cooks in the kitchen kind of small and have that one person in charge.
And then when it's up on that whiteboard or piece of paper, we would, you know, the person who was doing the ordering, which I did it for a while too, which it's always fun, you know, like getting some supplies for the practice and looking at what's new in the brochures. But, um, then I could go back and look at backstock and make sure, you know, did this team member just not know that we had some existing stock somewhere else.
And then I can pull that out and just. Cross it off the list. So I think it's a really effective way to do it. And, um, I'm glad to know that, that we were doing it efficiently then. Yeah, (00:11:00) no, yeah. It's the best way. It's so great. And just like having that help of the assistance, knowing like how to help me out also, um, it's, it's just great.
It's so efficient for our office. So that's how That's how we run it. Perfect. So let's listen to our next question.
(00:11:20) Listener Question 2: We tried virtual exams during COVID and found that a lot of people were not as serious as we had hoped to actually get started. Do you find this happening for you as well?
(00:11:30) Janella Perez: I do. So, um, that is actually my job is to direct my doctor.
Um, we have our own program that we could have like a light system. Um, we've tried that and I just, I personally do not like it. Um, so it is my job to actually direct my doctor. Um, it is also my job to do same day chair starts. So sometimes (00:12:00) that could be a struggle because I'm focusing on my patient and I can't read the schedule or have time to do it while I'm focusing on my patient.
Um, so I do have my lead assistant. So when she knows that I have a patient. It's her job to now direct Dr. Webster, um, but we are starting to train all of our assistants to kind of read the schedule. Um, I know a lot of people, uh, don't really know how to read a schedule, um, or just don't want to know, but we have, like, certain people, like, in line, or at least I do, that, like, will take care of, you know, Where did I wreck Dr.
Webster when I was seeing, so let's say he gets out of an exam and you know, your clinic is full and ready to go. So do you meet him at that door coming out of the exam and say, okay, this is where you're going 1st. And this is the next place. I need you. And you just kind of. (00:13:00) Um, yeah, so we have an island, um, and we have 2 computers.
Um, so I work with 1 computer and he works with another 1, um, to do like, in checks and in misaligned stuff. And then my main job is to mainly direct them, so. Um, I'm kind of, we're like side by side next to each other. And I'm like, you're going to chair two with so and so. And then I give them like a, a follow up kind of, cause the assistant will come and tell me like, this patient wasn't wearing their trays from Invisalign.
Like, I don't like my doctor to be surprised. So we, they come to me and they'll give me the update. And then I'll let him know like, Hey, this is what's going on. Don't be surprised or alarmed. Like. And you're going here like, and I'll give him like this little update. I love that. I, you know, um, I don't know that I've worked in a practice where we had like that level of oversight in the clinic and man, as an (00:14:00) assistant, that would have been really, really helpful.
Cause sometimes it was just like mass chaos. Like we were all fighting for the doctor comes out of the exam and we're like, this. It's, it's my turn, you know, so it's nice to have somebody else. Yeah, it's super chaotic. Um, I've worked at an office where it was like that and it was so chaotic. Um, so I, I really love that system of where I'm like, okay, this is where you're going to go, this is.
Kind of just like directing him. You gotta be the director. Someone has to be the director. And I don't trust the light system. It's just like, I will do it. I know where you go. But you need to also learn how to like read a schedule, so. Not to hype myself up, but I'm perfect at that. Well, I know I've even worked in practices where we did use the headset system and the theory was great, like so much communication, but man, it was more mass chaos.
(00:15:00) It felt like, because then you had everybody in everybody's ear and like, doctor was like, he just kept taking it out. He's like, I don't need 10 women. At one time telling me what to do, so, um, I think having that clinical supervisor in place where you can make sure, like, you will know, then this patient's been in the chair for the longest and we need to get to that person, get them checked out and get the next person in their chair.
Um, so I just, I think that system is probably the most efficient and effective and it sounds like you've got it. So no, yeah, it, it, it didn't take a while, but, um, we also have like a preset schedule, so like templates are set in place sometimes that's not always followed, you know, you know how it goes in like the orthodontic world.
And we're like, you just got to get them in sooner or something's happening. Um, so the template isn't always followed, (00:16:00) but. I think it's still great that I'm there to be a backup of that, where I'm like, okay, this is where you need to go. If the schedule is not like templated, how we want it to be that day, I could still show him and direct him where to go.
Perfect. So how do you ensure a quality control and consistency with your patient care across your orthodontic team? That is a good question. Um, I. We have, uh, meetings every month, so, um, we also are an office that does checklists. So, like, everyone has, like, opening duties, or closing duties, or, you know, check this, you know, check that.
Um, so that everyone has, like, like a, not a leadership, but, like, a, What's the word I'm looking for? Like ownership? (00:17:00) Yeah, like ownership, uh, or like I could like check the checklist and be like, okay, you're the one that kind of did this or you know what I mean? Like it was a mistake. Um, so we do have a lot of checklists in our office, which is working.
So great, because there's always a fallback and I could always say like, okay, I know where this mistake was done. And so I can go and talk to the person individually. Um, so it's honestly checklists are great. I fully, fully recommend checklists for any, anything we have opening duties, closing duties. Um, we have checklists for the front that they need to track.
Um, and then at the end of the week, we'll send them to our manager. And, um, she'll kind of like go over it. And we'll also say like a summary of what happened that week, um, positive or negative. Um, and then we have meetings every. (00:18:00) Every month for my clinical staff and for the front staff, um, and then we'll just kind of see, like, the issues that were happening that month.
And then we'll kind of go over them. We don't technically call people out, but we'll just say, like, hey, we found this issue like, this is how to. Control it or like fix the problem or how to verbalize it better. It's a lot of verbalization that. We kind of want to, like, enhance in the charting and stuff, so we do a lot of that, but we have monthly meetings so that we're all on the same page, front and the back, and I've been in practices where the front and the back are against each other.
And it is the absolute worst. Um, but our office, we work as a team front and back with communication. And so it's just (00:19:00) so when we have those monthly meetings, we'll have a front and clinical like meeting together and then go rob those issues and then we'll separate. And then the front will have their own meeting, and then the clinical will have their own meeting.
So it's all about, we do it monthly. I mean, anyone can do it like at any time, but we like to do it monthly just to keep it consistent. And I love to like, enhance my assistants, like their knowledge in orthodontics. So, I, I keep it monthly so that we're consistently all on the same page. That's so great. So, um, you, you hit on a couple of things that really stuck out to me.
Um, one is that front and back office, um, you know, contention when that exists. It, I mean, even the patients feel it. I'm, it's, it's so distracting to everybody. And what I've learned is. It's the cross training, because if you understand how stressful it is to be up at the front desk, (00:20:00) dealing with the mom, whose child is not allowed to miss school because they're the smartest kid on the planet and they just can't miss, you know, like there's those, you don't understand the pressure of that.
And then you're trying to fit them in a schedule in a template where they're not supposed to be in that spot, but you're like, I don't have a choice with this mom right now, you know? Um, and then in the back. When you see that, if you don't understand the pressures of being up front, you look at it and you're like, This front desk person's ruining my life, you know, like, and so you're like, that's not how it's templated.
We don't put people here. And then there's just this friction that comes and it's really unnecessary because if you've sat up front, you know, you can't, there is no perfect way to. You can't have a perfect schedule all the time just because we're dealing with people and people are imperfect. And so, and then it's good for the front to come into the back because then they can understand, you know, if you want me to deal with a patient who's popped a bracket.
And they're not, and you're putting them in a (00:21:00) retie slot that there's no way that's going to happen. And now all of a sudden you're putting everybody else on my schedule behind for the whole rest of the day, you know, maybe I can make it up at lunch if I skip half of my lunch or whatever. But so I think cross training is super valuable.
And then I think, um. Just that what you were saying about the checklist and like being able to really go back and hold people accountable to what they're doing and what they're responsible for. Um, but I am curious. Uh, so let's say you have an assistant who is not strong in 1 specific area. Like, they're really not strong in.
D bands or scanning or something like that. How do you help them get to a better level so that you're not constantly putting it on the people who are good at it? You know, like we had somebody who was great at iTero scans, and so she just had to do them all the time and it didn't help any of us get better at it.
So I'm wondering if you have like a (00:22:00) little plan or solution for getting people up to speed with things that maybe they're struggling with. Oh, for sure! Um, so I Like to talk to my assistants and be like, what do you need help on? And they'll tell me honestly because we're kind of like an open book and I really love like Um our like at websters.
We're like a family all of us like front back like we Communicate we don't get offended like we just All want to learn better, and it's just, it's great there. So, when, I mean, when the assistants need to be better at a certain appointment, Um, they'll tell me, they'll be like, I hate RPEs. Great. You're getting all the RVs because that's how I learned.
Like, I was like, I hate doing this. And that's how I was trained. If they were like, well, you're getting all of those patients until you love it. And I'm like, (00:23:00) okay, so that's what I'll do. I'll, um, work, tell, show, do office. So, um, we'll tell them how to do it, show them how to do it. And then I'll, I'll show them and then, um, I will kind of oversee them while they do it and I will not leave their site until they're comfortable doing it because I don't want my patient or the parent to be like, uh, this assistant does not know what they're doing.
I don't want that in my clinic. So, um, I, yeah, we're really big on, like, showing patients, um. That we know what we're doing and we're confident in what we're doing. So yeah, all my assistants, if they have struggled with anything, they are to come to me and tell me they're uncomfortable with it and I will make them comfortable with the appointment because I want everyone to know everything.
Like I don't want any cherry picking or what you have columns. There's no really sure kicking, (00:24:00) but. I want everyone to be, like, on the same playing field, like, the same level, so that's, that's my goal. Um, not that we're already there, but, um, yeah, if they have an issue with something, they're me and then we.
We kind of train on it together. That's great. Thank you. Thank you for sharing that insight because I do think that's something I love. I love the idea of like, great. You're struggling with this. Okay, let's work it until it's not a struggle anymore. Because back in the olden days when we fit bands on patients, I was really bad at fitting bands.
I hate those seven bands. Oh, my goodness. I was so bad at them. And honestly, when I was first training, I watched a team member, you know, I was watching and observing and I watched a team member don't worry. It wasn't Brandy. Cause she did train me, but it was not her. Um, I watched a team member accidentally drop.
a band down a patient's throat. And (00:25:00) it was just this, it was so scary and so chaotic. And so I was terrified of fitting bands from there forward. And finally the doctor was like, great, we're going to fit bands until you feel like I've got this. And honestly, then I became like, I could fit a band like that because we did it over and over and over and over.
And then I just developed that skill. So I think it was partly good. Uh, for me to be able to verbalize with somebody I trusted, like a team member and be like, I really stress out every time this certain thing comes up and then have them be like, great, how do we get past that struggle? So that you don't feel like we don't want to feel like that when we're at work, where you're struggling with this one thing all the time.
Like that's so stressful for everybody. It's so dreadful. You know, when you look at your column or the schedule or the next I'm awful at this. Exactly. Okay. Well, great. So, um, my last question, you know, with people in (00:26:00) practice, because we're a marketing company, um, something that comes up often in our marketing meetings with our clients, uh, is that their clinical team.
Doesn't really want to help with the marketing efforts. You know, that seems to be something that we hear a lot is like, we really struggled to get our clinical team to help with the marketing side of things. And so I'm curious in your practice, how does, uh, the crossover for marketing work with the clinical team?
Do they help with it? Is that a struggle? Maybe give us some insights about that. Yeah, we've had, um, a long time of struggling, but we just got into, um, my manager, Jennifer, she's amazing. She, um, grouped us of what we're best at. So, um, obviously the younger people that are good at social media and take talk and stuff.
So now they take care of that part of the marketing section. (00:27:00) Um, and then, um, the TC and she broke up like people who are good at like with the dental deliveries. Um, but we also have, um, Mona Lisa, who's our, uh, front desk person. She is actually retired, so she just does this for fun, but she was in the school like CCSD for a very long time.
So not, so Jennifer was like, okay, great, your focus is on the schools. Yeah. Like marketing because you know, everyone at the schools. So, um, we broke it up into like different groups of like what we knew each person was good at. So now we just kind of follow that like group and it's It's been so great, especially for Jennifer, because she took care of that for the longest time.
It was all on her shoulders. Um, and so now that we've broken up in groups, it's been so great. And I'm sure it's been great for her too, because it was, it was a lot for just one (00:28:00) person to do, but now that we delegated, um, like who's, who's best at what, and they're in those groups. It's been great. It's been so great.
I love, I love, love, love the fact that you have like a team approach to marketing, because I do think in many offices, it's like either they have a marketing coordinator or they've got somebody, you know, a scheduling coordinator who does the marketing too. And I know when I was chair side, they would tell us like, Oh, we're going to do this thing and we want you to help promote it.
Really? Do you know what my checklist looks like for every patient? I'm serious. You know, it's like, I'm just trying to make sure that I did everything for the patient. And I don't really have time to promote this parent program to the parents that we want to put braces on them too. Or, you know, we can touch up their smile.
But now that I'm on the other side of it, I'm like, man, you know, what to do. If our clinical team doesn't talk about some of these things, or if they don't know what's going on, like (00:29:00) it is hugely detrimental to the practice because let's say we're doing a giveaway and we've got a flyer at the front desk and the back team doesn't really understand what it's about.
If the patient's like, Hey, what's this? Thing that you're doing. And the back office is like, Oh, ask the front. I don't really know. Like, that's not helping sell it to the patient that this is, Oh, we're doing this really cool thing where like, if you refer patients to us, you get into this drawing for tickets to Disneyland or, you know what I mean?
Like, um, so I think it's making sure that everybody on the team knows what our marketing goals and efforts are. And then the back team, like understanding that I know you're busy, but some of this is important for you to help us out with. And I wish I would have like cued into that a little bit better when I was chairside.
Cause I really, I did a very poor job at helping with the marketing when I was chairside. So, um, I, I think it's really great that you guys kind of all have. A role (00:30:00) in it and know what your expectations are for it and can help, uh, put, push the marketing forward to the practice. That's great. For sure. And, and like, we do do like a lot of, um, promotions.
Um, so we'll do like posters all over the office of what we're doing. Um, but like, it's great for my assistants to know, like what we're doing that month, because while we're walking them up to the front to check out, we have something to talk about. It's not awkward. And we're just like, It's like all silent, you know, so they all know, like to promote the promotions and everything that we're doing, we do a Disneyland, um, wristband challenge.
And so that's always fun. That's what we're doing right now. Um, but we kind of have something like every month, just because it's fun. It's fun for us. And it's fun for the patients. Um, but it also gives like my assistant something to talk about while they're walking up to check out. Well, and even when you're chairside, I learned later, you know, some of these marketing (00:31:00) tricks, but I'm like, even chairside, there are times when you're sitting there waiting for a doctor and you've already talked about how school, how sports has your family.
And you're like, cool. This is awkward now. And so it's nice to have other things to be like, did you know that we're like giving this away and that we're doing this thing or my favorite thing that I learned and got to implement. Down the road, um, was when a parent was back there, we'd be like, if we were delivering a retainer, we'd be like, Oh, so do you understand how retainers work?
Do you have a retainer mom? And mom's like, no, don't look at my teeth. I never wore my retainer. I wish I would have. And that was the perfect time to be like, Oh, did you know that we offer special financing for parents of our patients? We can totally help you with that. You know, like just little things that made.
Yeah. Like I'm just trying to help you, but also like keep conversation flowing and make it important. Make those, make those connections with people. So that's great. Perfect. Um, so I (00:32:00) really hope that you enjoyed our conversation today as much as I did. Um, thank you so much for your time and for sharing your valuable insights, Janelle.
It's been really, really great to have you here to chat. Oh my gosh, I really loved it. And I love that you know, like, so much about Ortho because, like, we just, we understood the conversation. But I hope that our talk could help, like, other offices. I would love to do that. I mean The, your questions were so amazing and so great because they are like important questions that people need to know about.
So yeah, exactly. Well, so, um, our goal with this podcast is to truly give people a, you know, tangible items that they can use in their day to day life at an office and to elevate the voices of the people who actually work in an office and sit in the same chair you sit in every day. You know, it's not consultants and people, you know, Who maybe have really great insights, but they're not like boots on the ground doing what you do.
And (00:33:00) so having somebody like you on here is just really valuable to us. So thank you so much for joining us today. Thank you so much. That's so sweet. Yeah. Thank you. I, I really. I love the career, I guess, that I chose, but yeah, thank you so much. Yes. So, um, we would love to hear from you, uh, about topics or guest recommendations as well as questions or comments about things that you are dealing with in your practice.
Send us your anonymous questions and stories to practice talk. com. Please subscribe and share this episode with your friends and family that might find these conversations helpful or interesting. And don't forget to listen to our original podcast called the golden age of orthodontics hosted by the founders of people in practice.
Dr. Leon Klempner and Amy Epstein. Until next time, thank you for joining us on practice talk, where your voice. Practice has value.
(00:33:54) Lacie Ellis: Thank you for listening to the practice talk podcast. Head over to practice talk. com to (00:34:00) ask us questions or tell us your stories until next time.
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