The healthcare industry has been so slow in adopting digital technology to deliver its services that it took COVID-19 for telemedicine to be taken seriously by virtue of necessity. Dr. Daniel Carlin, the founder and CEO of WorldClinic, pioneered the company’s innovative concierge telemedicine model at a time when almost nobody else was doing it. More than two decades ago, Dr. Dan took the challenge of leveraging connectivity to deliver healthcare to people who need it, wherever they are. Through all the challenges, he successfully built WorldClinic into what it is now, a concierge level telemedicine practice that serves families, executives and corporations. During this time of pandemic when everyone is forced to do physical distancing, telemedicine is booming and providers will certainly have a lot to learn from WorldClinic’s best practices. Joining Bob Roark on the podcast, Dr. Dan explains the rationale for telemedicine, its brief history and the future that the post-COVID world holds for it.
Watch the episode here:
Pioneering Concierge Telemedicine With Dr. Daniel Carlin, CEO Of WorldClinic
We have a real treat. We have Dr. Dan Carlin. He’s the Founder and CEO of WorldClinic. He pioneered WorldClinic’s innovative concierge telemedicine model. He’s a national leader in the field of telemedicine. He’s a recognized pioneer in the delivery of medical care to distant populations, board-certified emergency physician, and a former US Navy Medical Officer. Commander Carlin, thank you so much for being on the show.
I haven’t received that title for years but I still love hearing it.
It’s a privilege to have you on the show. For the business owners out there, it’s extremely important as you work hard, you have a tendency, or at least most that I know of, to neglect healthcare. When you have a liquidity event, it seems like you wake up with all the things you want to do, and your health condition is not going to support your efforts. For Dr. Carlin to be on the show and talk about what we can do about that, tell us a bit about what WorldClinic is about. How you got into a clinic?
Before I jump in there, I wanted the audience to know that I’m an entrepreneur also. I’m a physician but I’m not in the big white tower of medicine here. I want to talk on the ground level like this is what’s going on. I’ve built a successful practice and a company. These issues I’m talking about are also personal. I want to speak one-on-one around this stuff. Let me tell you about WorldClinic. It’s a 22-year-old telemedicine practice. Back in the ‘90s, I was a pioneer trying to figure out how do I deliver healthcare at a distance using the internet. I had a big vision for it. I’ve seen most of that vision come to pass. It hasn’t been easy. It’s been a lot of struggles along the way but also a lot of some amazing successes.
In 2020, this is a private concierge level telemedicine practice. We take care of families, executives, corporations. We’ve gone from superyachts, because my naval background suited me well for taking care of ships, to the families that own those superyachts to the companies in the portfolios of the families. At this point, we’ve broadened out to taking care of and in some cases, C-Suite executives or an entire workforce. We did that classic marketing strategy thing of start with a niche market and expand and use technology to scale. We still have our original families. Most of them are still with us many years later. They are several generations worth and lots of corporate executives, but I’m happy to report we’re on now taking care of a lot of line workers, construction workers, these kinds of things.
It’s been a fun, challenging journey. The biggest thing I’ve seen, I want to close the loop here, is I know a ton of entrepreneurs that put their healthcare, their basic health and wellness as a 3rd, 4th or 5th place issue behind their business and their family. I want to start out with this idea of if you’re closing in on that liquidity and transition event, or if you’re north of 55, I want to talk to you and start terms about, I need you to treat your healthcare as an asset as important as your business. I want you to be around when that day comes when you step away from the business and you have time to enjoy the broader pleasures of life including family, travel and your legacy.
I even think about the business owner that took and bought a brand-new business. He’s looking over the next 3 to 5 years to take in and turn around and grow or scale that business. You look at the workload they’re going to be taking on board. I would think that a critical component is the viability of that business owner. I’ve even seen this as a risk management piece for that new business development guy.
I would say in our corporate executive world, which is about 58% of the business, the driver by far is risk management, keeping high-functioning executives healthy. I’ll be blunt here. If they’re healthy, they’re happy. If they’re happy, they perform. It’s their performance that’s driving so much of the value of the company. Being proactive and keeping them healthy, it’s great. The other side of the risk management is you’ve got to prevent the sudden unexpected event. That’s how I make my living. When we get a new executive, the very first thing we do is saying, “Show me your executive physical.” A lot of the executives are like, “What are you talking about?”
I’ll say like, “Where are your medical records?” You look at the medical records and they’re haphazard and incomplete. One of our first things is, “I’m sending you in for a 1 or 2-day executive physical depending on how old you are, what your risk factors are, and what we might be sneaking up on you.” We get that all done. Usually it’s one day. If you’re older, it’s two days. I get all the records at once in a nice tight package and then my partners and I will pick those records apart looking for risk. For example, unrecognized hypertension or borderline diabetes.
We’ll see in the records like, “There’s a strong family history of pancreatic cancer but you haven’t had a CT scan in five years. What’s going on?” They’re like, “It’s inconvenient to get a CT scan.” “Sorry, that is not negotiable. You’ve got the wrong family history, so we’ve got to get this under aggressive surveillance. If it does emerge, we take care of it before it becomes a life-threatening problem.” We get the executive physical, pick it apart, find the risk, jump on the risk, and get very aggressive in terms of monitoring surveillance and managing.
I think about that business owner. In circling back, when you were looking at starting your business and you’re a business owner like the audience is a business owner, did you envision way back when the purpose that your business has evolved into now?Treat your health as an asset, one that is as important as your business. Click To Tweet
No. I was fortunate enough to be so utterly naïve to not realize what I was attempting to do. In my late 30s, I thought I was smart.
I think about the regulatory hurdle.
I couldn’t have conceived to some of the barriers that were coming. What I could see though was the ultimate manifestation of the vision which was as the world becomes more connected, guys like me, my capacity to deliver healthcare at a distance is going to be improved and better. My ability to organize a lot of detailed information is going to get a lot better and there will be huge efficiencies there. What I didn’t foresee and struggled with for a while is why the rest of the system, meaning healthcare at large, didn’t embrace that vision.
They had a business model built on, insurance paying for end-stage disease. They had no interest in preventing disease or using technology in a new way. They were very happy with the business model as it existed back then. That was tough. It’s strange, honestly. COVID has done more to reform the sins of our healthcare system than anything ever in the course of my life. It has shown these huge gaps of, “How do you take care of a person when they can’t come to the brick and mortar office?” By the way, there are millions of them. What’s your solution? We don’t have one.
What happens if a family member has COVID? Who lives in the basement? How do you take in all of that? Do you or don’t you? I was going back and looking at your website. I was looking at your core value statement. I thought that was worth repeating or talking about. How did you evolve into the core values for your company?
To be clear, we have four core values: honor, courage, kindness and curiosity. Some of those are our personal inclinations but some of it is the way I was raised. Some of it was what I acquired in the military. Some of it was own awareness of what it takes to endure. Every entrepreneur, you’ve got to be a tough son of a gun to get through all the crazy things that happen, the obstacles that come along, the knockdown pitches that almost take you out. If you’re not clear on who the heck you are and what you stand for, you’re doomed. When that knocked-down pitch does knock you down and you’re dusting yourself off and you’re saying, “How are we going to endure this?” This is what I believe in. I believe in honor. I believe in doing the right thing. I believe in courage. Of all the qualities, I think it is the most important quality and I despise cowardice.
My staff knows this. I’m a doctor. Kindness is critical and kindness includes every variation of that like compassion and listening. Lastly, we’re a bunch of physician-scientists who are halfway to Nerdville. Curiosity is a big deal for us. If you had my CTO on this call, he’d say, “Kindness is good but curiosity is better,” because he’s always wanting to solve a problem. We give them these crazy goofy things like, “How would we manage hypertension in 4,000 diabetics in Southern Texas?” He said, “I don’t know. How would you?” He wants to pull it apart on the curiosity basis to sort it out. Those four things capture the whole show for us. A lot of entrepreneur knows this. If you’re clear about this, you’ll attract the right people and the wrong people will have no interest in you.
I think about the benefit of working with business owners and family offices. You think about the back education that you get from your clients. The gift of the show is I get educated by smart people on every episode. It populates your mind. Thinking about your ideal client, what would be a typical or ideal client for the audience out there that go, “Is that me? Is this for me?”
It depends on how old you are. Let me start with some general criteria. The ideal client is someone who doesn’t have time to spend on their healthcare. They’re recognizing there’s complexity. There’s tremendous amount of inconvenience and they want to hire a physician group to solve their problem set. Here it gets interesting. Sometimes the problem set is simple. It’s a young executive, they have good care and they’re like, “I want someone to answer the phone when I get sick and when I’m on the road. I want you to know who I am and I want one of your prescription medical kits, but that’s all I want.” I’m happy to do that. The typical client is a busy executive who is traveling a lot, who does not have a lot of marginal time in their life for any kind of inconvenient process or procedure.
Healthcare is one of the few things you can’t mail in, so to speak, through an assistant or a personal assistant. They’re stuck with this problem. How do they make it easier? You hire a guy like me and we step in and say, “Our app is on your phone 24/7. We’re going to answer the phone in 35 seconds.” The doctor is going to know who you are because we’re a small group. We know everybody in our practice, if you will. There are no surprises. We’ve got all your records. That client is like, “I have no marginal time. I’ve got a rash. How bad is this? What do I need to do?” An issue has been raised by co-worker or a family member and saying, “Dad, you haven’t ever had a cardiac stress test. Shouldn’t you have one?” Your dad died of a heart attack at 57. You’re 57. Now the executive is like, “I need to transfer a problem. It started in my family but now I’ve got to transfer it to someone who’s going to play the handout with me.” We do that.
Finally, we have a number of older patients. They have in common, this busyness and said, “I’ve gotten complex medically. It snuck up on me, but I’ve got 4 or 5 conditions. My specialists aren’t talking to each other. I don’t really have a plan. I don’t have an organized, coordinated calendar plan for this stuff like I have in every other part of my life. I’ve got a plan. It’s on calendar and I’ve got this delegated.” I said, “Can you guys step in here? This is what I’ve got. I’ve got diabetes, hypertension, a strong family history of lung cancer or whatever it might be, and I’ve got osteoarthritis. I still want to play golf so fix it. Get these things organized for me and get me to the goal.” That’s very reflective of our client base. We have simple folks.
It’s quarterbacking the process and the things that I think about is access to expertise. If you’re in a particular area of the country, you may or may not have the best of the best in your locale, where you may be familiar with the best of the best in another location.
That’s true. Some parts of the country are medically underserved. That’s quite clear. If you are unfortunate enough to have a complex condition like a rare form of cancer or anything that requires sophisticated surgical services like neurosurgery, etc., it may not be available near where you are. We spend a lot of time on this and we do a fair bit of sourcing second opinions for complex conditions like cancer, advanced heart disease, kidney failure, weird, strange almost life-threatening allergy type situations, but these specialists are well-known in the scientific literature. I’ll look up a condition like polycythemia vera. This is a disease of the bone marrow.
If it’s well-managed, it’s not a big deal. If it’s not well-managed, it can set you up for lymphomas, leukemias, these kinds of things. If I’ve got a patient with polycythemia vera, we’ll look at the top 4 or 5 people doing research in the United States, call them doctor-to-doctor and say, “Who’s the best clinician you know? Who’s the best doctor in practice that’s good at polycythemia vera that knows the research you’re doing in Chicago or Sloan Kettering in New York?” We start putting that team together and you create a plan around that condition. It’s effective, especially if you live in a rural area. I have that as an asset. It’s incredibly valuable.
I think of the time saving of that process. For the readers out there, they’re going like, “What should I expect in the range of potential expenditures for the range of services that you guys offer?”
A lot of it will depend on age and if you’re bringing a lot of conditions to the table but let me give you some general average numbers. Let’s start with those healthy road warriors. We call them silver level of service. We charge them around $4,000 a year. They get a medical kit and a medevac policy. We get their records and it’s unlimited. The only pre-condition is you got to be more than 100 miles from your home. The next level up is your typical busy executive who wants a doctor to answer the phone but he wants 24/7 no limitations and we call those gold level or executives. We charge them $8,000 to $10,000 a year unlimited.
Some executives call once a year. Some executives call us once a week. We don’t care. Every medical practice is like that, seriously. The idea is when an answer is needed right now, you open the app, hit the button and you’re going to talk to me or one of my partners. Finally, we have what we call platinums, and they’re a little bit more difficult to price. Up to age 65 and if you’re not terribly sick or have a major condition, they’re between $15,000 and $20,000 a year, but that’s a situation where we’re stepping in and organizing every element of your healthcare and with a big emphasis on the preventative side.
These are the guys that we’re plugging in to get an executive physical, getting all the results, following up on the results, making sure that things that are supposed to be surveyed and get done on calendar. We do take care of a ton of folks north of age 65. Some of them have very serious pre-existing conditions. At that point, it’s a custom pricing. Year one, we make an educated guess. Year two, we have a good handle on what’s going on and we can revise the price accordingly. We’re fortunate, our typical client renews about 96% of itself every year.
We rarely lose a client. We have a nice longitudinal history with these folks. We’re not dependent on insurance billing. I have a very frank conversation with a client saying, “You didn’t call us last year. Are you healthy or you just don’t like us?” They’ll be like, “I love you, guys.” I’m like, “The price is wrong because you’re not calling us, so we’ll revise the price downward.” Conversely, we have 1 or 2 patients who had a rough year. I’ll call them up and say, “Two years ago, you called us twenty times. Last year, you called us 200 times. I’ve got to take the price up a little bit but you’re almost done with this journey through prostate cancer,” or whatever the heck it is. You’ve got to make it work.
If you’re on speed dial, it’s a problem.Leverage connectivity to deliver healthcare to people who need it. #WorldHealth #ConciergeTelemedicine Click To Tweet
We have 1 or 2 clients on speed dial.
As we talk about the expense, one of the things that’s fascinating is the economic value of extended lifespan versus the investment in managing your healthcare. If you would, could you explore that economic value we talked about?
The economic value is real and I want to drive this point home. All entrepreneurs are very dollar-savvy and cost-aware in particular. I think that the average male, and I mean that in the most sexist way I can possibly say, will down prioritize health and they’ll look at costs and say that’s not worth it. Then he’ll look at a tennis court, a car or vacation and say, “I’ll prioritize that,” and spend the money. In my world, I see how this plays out over 1, 2, 3 decades. People that pay attention to their health live 10, 12, to 15 years longer than people that don’t. With entrepreneurs, it’s very interesting because these are successful entrepreneurs. They’ve acquired wealth. They’re closing in on 65 or 50, whatever it is, but they have a nest egg. Let’s say your nest egg earns 10% a year. You engage with a guy like me or great concierge practice that’s paying attention to the details, planning, facilitating and enabling the healthcare to happen.
A guy like me is going to give you fifteen years. You’re making 10% a year. You do the math, rule of 72, I quadrupled your nest egg. Your nest egg is four times bigger than if you hadn’t made the investment in your healthcare. That’s a lot of money to have fun with, to pass onto your kids, to start your next company, to build your legacy, fund your philanthropy, whatever it is. In post-exit event, you’re now in a situation where you’re not hands-on in your assets. You have a successful portfolio. It’s returning every year that you’re here. My goal is to give you fifteen and quadruple the portfolio. You can do a lot more with assets that you built over the course of your lifetime. A lot of entrepreneurs don’t see that. They don’t do the math on that. They understand portfolios, ROI and internal rates of return but they don’t see themselves as the fundamental variable in all that.
I think about the calculation return on investment on the nominal cost on an annual basis for going like, “You should be here next year. Your kids want you here next year.” Penny wise and pound foolish comes to mind.
I’ve had people argue with me about the cost of services and I’ll say, “You’re going to have to part with $12,000 for this executive physical. It’s a cash cost.” They’re like, “You’re ripping me up really bad.” I say, “I know how much it costs you to resurface the tennis court in your backyard. You’re giving me a hard time about an executive physical, so I get a baseline on you so I can keep track of how you’re doing. It’s a great looking tennis court but I assure you, I’d much rather see you than the tennis court.”
It’s the richest person in the cemetery type thing and you go, “That didn’t help you much.” For you guys, as you look back over the past years, how do you see the evolution of what you guys are doing or how’s the mission that you guys perform? How has that changed?
The mission has much always been the same. Leverage connectivity to deliver healthcare to people who need it. That’s always been the mission. When I started, there was no market for what I was doing other than those with enough disposable income to recognize its value, write a check and here we go. These were high net worth families. As we demonstrated our value over time, we got hired down into the portfolio companies of these families. They would tell their friends about us and we were starting to come down on market from the senti-millionaire or deca-millionaire to the plain old millionaire. The interesting part is you’re starting to get a lot more patients and people to take care of. On the IT side, we’re constantly trying to build scalability into our systems.
This was fun for me. We started out with a handful of folks. You’ve got a bushel of folks. Now, we’ve got one company who cared for 9,000 construction workers scattered across the Southern United States and this is a dream come true. You started out in one place. It’s been an interesting journey showing all this scalability but it’s in line with the mission. Leverage connectivity to those who need it. I can assure you, a construction worker on a remote solar site in the middle of nowhere in the Okeechobee in Florida, they need us. When something happens to that girl or that guy, he needs it. We’re feeling good about how that mission statement worked out.
Having grown up in the deep South, I think about the interpreter required for some of the calls that come in. My accent is gone but some of them are interesting.
There are a lot of times where you say things like, “I’m sorry, I think the line cut out for a second. Could you say that slowly?” It’s a whole different word and you’re like, “I think you said stomach.”
Shifting gears a bit. COVID is the front and center in the media, and for many folks on what they’re doing. How has that impacted you, guys? What’s your thoughts on the COVID problem?
COVID has been a rough ride for the country at large and for a lot of folks. More than 100,000 people have lost their life at this point. COVID is a wake-up call to the nation. Healthcare in the United States has been very slow to adopt connectivity and digital sciences to deliver its product. If you think about it, every other industry managed to embrace the digital connectivity to offer a superior experience, banking, shopping, virtually anything, every other industry, all the safety industries. They all use this connectivity and digital sciences to do better. That didn’t happen in healthcare because the business model was driven by delivery of services in-person with a very heavy bend on the delivery on the money towards procedures or imaging which are done in-person. We never developed the distributed systems that you see in things like banking or commerce. COVID has shaken that edge of sketch bad and it’s wiped out a lot of our assumptions.
Now, we’re looking at how we’re going to take care of 350 million people when they can’t come to the office. We’re way behind the curve. Guys like me, this is the greatest redemption we could have ever prayed for. I still wouldn’t have prayed for this one because the cost has been so high, but this is redemption. I have a bunch of other colleagues who are gloating a lot more loudly than I am but this sense of, “Let’s start using these tools. Let’s start putting stuff as much of our healthcare as we can onto the phone whether it’s monitoring someone’s blood pressure cuff, the blood pressure cuff talks to the phone, and the phone talks to my office in a database.” I couldn’t be happier about that. In the context of my business because we love entrepreneurs, this is blowing the doors off any concept we had of success in the sense we are beyond expectations. We’ve exceeded our three-year expectations in 4.5 months.
I think about that as a business person trying to scale. There was a press release that there was a physician that worked in the White House that joined you.
It was a very fortunate. Bill Lang, great friend, great colleague is the former pandemic planner for the White House under Presidents Bush and Clinton. We hit the exact gun. We picked 1st and 2nd. Bill has been amazing in terms of rendering common sense to how do we respond to the pandemic. How do you take care of 9,000 construction workers in Florida and the Southern states where the pandemic is running wild? Bill had the answer and we built systems around it. We’ve had to hire a lot of folks in a relatively short period of time. We keep them very close at hand.
One of the guys we hired was Dan Parks, former US Army, former Medical Director for the FBI, smart guy. He came out to the cost schedule doing a great job. It’s interesting. You’re making me think about something here, which is being in the military organizes your thinking along the lines of taking care of an entire population. Whereas when you’re in plain old practice, you tend to think about taking care of the patients in your practice. We had a little sensibility that was a little bit broader than most but it’s converted into big success for us right now.
It’s taking care of the troops.
You sound exactly like Bill or Dan.
You have a strong brand and culture and the issues of scale quickly to meet demand. One of the bigger challenges is to get everybody organized and get the culture transmitted to everybody so they have the same approach. What are you doing to transmit culture? How is that going?You’ve got a lifetime to build something terrific. You're going to shortchange yourself if you don't pay attention to your health. Click To Tweet
We lead with that, to be perfectly honest. When we’re interviewing people, we make it abundantly clear of what’s welcome and what is absolutely unwelcome. For example, I’ll go granular here, we talked about honor, courage, curiosity, but I will literally say to a new employee, “If you’re a gossip, you shouldn’t work here because it’s going to be embarrassing when I walk you out the door for gossiping. If you say something to hurt another person indirectly or directly, I’ll walk you out the door.” Some folks take that and they’re like, “I’m going to fit in here. You all do your thing.” It is a challenge especially we’ve had a lot of folks. We engage the corporate psychologist and coach, a guy named Bill Macaux. What an extraordinary asset and his expertise have been to us.
We have every employee coming in interviewed by Bill. We do the usual interviews with potential co-workers, future management and myself, but Bill’s experience in understanding how cultures transmit and how to screen for adaptability to that culture have been a huge asset to us. I recommend that to any small company that’s somewhere between 8 and 50 employees but you’re still not hitting it with new hires. One out of two new hires isn’t working out or 2 out of 5 isn’t working out, putting that big emphasis on culture and putting in place screening tool for suitability, it can save you so much pain. If you do it right, you don’t have the turnover in every entrepreneur’s turnover is poisonous. It’s distracting, painful and costly.
I think about the light switch that COVID was coming into whatever timeframe, February, March, December, whichever one you want to start. If you were 3 to 5 years down the road, looking back to now, what do you see that’s common? What do you think is going to change for what you are doing and based on the COVID experience?
There’s going to be a lot of poor-quality retrofitting with a lot of the major medical systems. Huge regional medical systems are going to look at their business model and go, “Telemedicine is not going to go away. We can push it back where it came from marginalized or mineralized.” People have a new expectation. What are they going to do? How are they going to provide that access? How are they going to distribute their product down to the individual level while still capturing revenue opportunities in procedures, imaging and labs? They’re going to struggle with that because medical centers, healthcare networks, these are generally not progressive institutions. They’re grounded in expertise but the expertise tends to be historical. By that, they have a huge investment in the standard of care and the standard of care was publishing a book.
That’s where we ground the delivery of medical care. Most other industries have the luxury of saying, “Let’s go try this. Let’s try this whole new way of doing this.” No one is going to get killed. No one is going to lose their life. Wherein in medicine, if you goof that up, people can lose their lives. There’s going to be a tumultuous turbulent period here where we start trying to retrofitting and engineers call it kludging or they’re going to take some element of telemedicine, try to bolt it onto the machine. It’s not going to quite work or be integrate but over time, it will. I do think it’s going to take 2, 3 to 4 years. I worry that the pandemic may not extinguish itself as we hope.
Every single thing about this virus to loosely quote Dr. Fauci, it’s like, “Every time you think you understand this thing, it surprises you.” You’re home and you think like, “What do you mean antibodies are not detectable? How the hell is that possible?” Some of the top scientists in France at the Pasteur Institute are looking at this virus going, “This might be manmade.” I can’t show you a path in the conventional viral biology that would have resulted in the creation of this particular kind of virus. If this was a bio-weapon and some smart folks are concerned that it is, the keyword there is weapon. I don’t go too far with any of this stuff but a good scientist looks at all possibilities. This is a natural phenomenon. If it wasn’t, we’ve got to open up our thinking about what we’re going to do in the years ahead to protect ourselves and our world.
There was a comment, I forget who said it. They said, “We need to treat this like a Manhattan Project to take and start figuring out how we’re going to deal with this.” We had Zika, Ebola, SARS and all these different viruses that have come through the years and you go, “How are we consistently dealing with those viruses?” Their comment was that there needs to be a mobilization of a larger effort to deal with virus per se. I had a guest on the show, a shout-out to Heather Callender-Potters. She has a company called PharmaJet. It does a needleless vaccination administration.
She was talking a bit about the RNA approach coming at some point on vaccinations. It will be interesting to see if we can get the momentum sustained to take an approach to this problem and this is targeting the older folks that have additional problems, which are square in the middle of all the business owners that have worked hard to get here. They have concurrent problems and it will take them out before they get a chance. To wrap this up, I’ve been harassing you for a while and I appreciate your time. Anything that you would like to say to that business owner that’s on the fence that might move them off the fence?
As a business owner, I’m going to speak in total clarity. I’m going to get right in your face blood because as a business owner, you treasure those moments of deep honesty so then you can make a good decision. I want you to lock this phrase in your mind. People use the term golden years. They’re only gold if you made the effort. For most of us, they’re going to be years of rust and decay unless you make the effort and you’re going to shortchange yourself. You’ve got a lifetime of effort to building something terrific. You’re going to shortchange yourself if you don’t pay attention to your health. I’ve lived the evidence. I’ve been at this for many years. I see who’s exited early. Most of the time, it’s completely preventable.
On that particular piece of advice, my comment to the business owners, if you’re unsure, reach out to WorldClinic. Dan, how do people find you on social media?
It’s straightforward. We have a great website, WorldClinic.com. We’re on Twitter, Facebook and Instagram. I honestly confess to you, Bob, that’s not me that’s on those things. Those are very sharp, young people working in our group. You’re highly motivated and half the time, I don’t quite understand what they’re saying but the information is there. We put a ton of stuff out there. Let me lay this one on you really fast. Every week, Bill Lang does a podcast about COVID and we started with this thing for our patients. Our patients are sending it to their friends. Their friends are sending to their friends and it’s on the website. Dr. Bill Lang, his COVID podcast comes out once a week and it is the absolute understandable clarity about what’s going on, what you need to do, what you should be thinking about. This is an overused phrase. It’s gone viral but it’s gone viral.
That would be viral squared. We like that.
The podcast platform is growing leaps and bounds for communication of methods. For me, in the business community, it’s been invaluable and highlighting the contributions that business owners make to the community and the overall employment of the country. For what you’re doing and hiring and continue to keep your business thriving, hats off for a good job. Thanks so much for taking time out to visit with us.
It’s my pleasure. Take care.
- Heather Callender-Potters – previous episode
- Facebook – WorldClinic
- Instagram – WorldClinic
- Twitter – WorldClinic
- Dr. Lang’s podcast
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