Episode: The Secret To Filling Your Schedule Fast!
Show: GrowOrtho
Host: Zach Dykes (HIP Creative) Guests: Alyssa Schweninger, Julie Foster, and Alisha Morin, HIP Creative’s New Patient Scheduling team
Published: Oct 20, 2025 · Last updated: Oct 20, 2025
Summary: HIP Creative’s New Patient Scheduling team follows up on the leads sitting in a practice’s PracticeBeacon account so the front desk does not have to. They work a multi-touch cadence (a text before the first call, calls three days in a row at varied times, and double dialing) and they never retire a lead, which is how one of their reps booked a patient two years after the first contact attempt. The team cites the HIP figure that missing a single call a day across a year costs a practice about $1 million in lost production, and reports one practice growing from $1 million to $2.9 million in annual production within a year of using the service. They also feed call patterns (lead age, distance, offer performance) back to HIP’s paid media team to sharpen targeting.
Topics covered: lead follow-up cadence, missed-call cost, objection handling, treatment coordinator handoff, Long Term Nurture and pending lists, time-zone calling strategy, marketing feedback loop, call QC and training, practice growth.
Key entities: HIP Creative, GrowOrtho, PracticeBeacon, New Patient Scheduling team, treatment coordinator (TC), HIP paid media department.
A busy front desk cannot chase every lead, and the misses pile up faster than most owners realize. A new patient scheduling team exists to close that gap by owning lead follow-up completely, so the people checking in patients and verifying insurance are not also the people deciding whether a ringing phone is worth answering.
This episode of GrowOrtho brings on the three people who do that work at HIP Creative: Alyssa Schweninger, Julie Foster, and Alisha Morin. The short version of what they argue is simple. Leads do not go bad, they go cold, and a single phone call is almost never enough to warm them back up.
What follows is the system they use, the objections they hear most, and the numbers that show what consistent follow-up does to a practice’s production.
Key takeaways
- Missing one call per day across a year can cost a practice roughly $1 million in lost production, the figure HIP cites when explaining why lead follow-up deserves a dedicated owner.
- The team works a multi-touch cadence instead of a single attempt: a text before the first call, calls three days in a row, calls at multiple times of day, and double dialing.
- No lead is retired. Unreached leads move into a Long Term Nurture column in PracticeBeacon and keep getting contacted, which is how one rep booked a patient two years after the first attempt.
- One practice grew from $1 million to $2.9 million in annual production within a year of using the service.
- The team calls Monday through Friday, including days the office is closed, so a lead that opts in on a Friday gets contacted that same day instead of sitting until Monday.
- Every call feeds a data loop. Patterns like wrong patient age, leads too far from the office, or a fading offer get reported to HIP’s paid media team to fix targeting and creative.
- Detailed notes on each lead hand off to the treatment coordinator (TC) so the patient never repeats their story and the in-office team continues the relationship instead of restarting it.
What does a new patient scheduling team actually do?
A new patient scheduling team is an outside group that calls, texts, and books the leads a practice generates, working those leads inside the practice’s own lead management system. At HIP Creative that system is PracticeBeacon, the platform where every lead from the practice’s marketing lands. Rather than running a generic phone bank, the team learns each practice’s doctor, offer, and tone during onboarding so the calls sound like they come from inside the office.
The reason this is a separate role comes down to attention. As Julie Foster put it, a front desk is in constant multitask overload, and when the phone rings while a patient is standing at the counter, the patient wins and the call goes to voicemail. The scheduling team removes that tradeoff entirely. The front office keeps caring for in-office patients, and the leads in PracticeBeacon still get worked.
How much does a missed call really cost an orthodontic practice?
The figure HIP returns to is about $1 million. If a practice misses one new-patient call every day across a full year, that lost volume adds up to roughly a million dollars in production that never gets booked. That is the cost of the front desk being too busy to pick up, and it is the case the scheduling team makes for treating follow-up as its own job rather than something squeezed in between check-ins.
Missed calls are only part of it. There is also the HIPAA exposure of taking patient information at a crowded front desk, and the rushed conversations where a name gets spelled wrong or the right questions never get asked. A dedicated caller takes the patient information in a controlled setting and gives the conversation full attention.
What does an effective lead follow-up cadence look like?
A follow-up cadence is the structured sequence of contact attempts a team makes before, and long after, a lead first responds. The HIP team’s cadence starts with the freshest leads each morning. Anyone who opted in overnight or over the weekend, often while scrolling Facebook and seeing an ad, gets hit first thing. The rep sends a text introducing themselves by name and the practice, then actually calls when they said they would.
From there the pattern stretches across days and times. Alyssa Schweninger described calling three days in a row, calling at multiple times of day, texting before calling, and double dialing, all of it designed to raise the contact rate. The varied timing matters because a parent who cannot talk while getting kids to school in the morning may answer easily in a quieter afternoon. Spreading the touchpoints out, and leading with a text, gives a hesitant lead an easier way to start the conversation than picking up a call from a number they do not recognize.
How do you handle objections like cost or “now’s not the right time”?
Objection handling here is less about rebuttals and more about finding the patient’s real motivation, what the team calls the “why.” Alisha Morin explained that the most common objections are cost and the request for a second opinion, and for implant patients specifically, food, the steak they have not been able to eat in years. The job is to surface the actual reason behind the hesitation, then match it to a concrete answer: the doctor’s current offer, the financing options available, or simply the reassurance that a consultation costs them nothing.
Tone carries the whole thing because there is no body language on a phone call. Julie Foster’s approach is to be the confident, reassuring first voice of the practice and to build trust immediately. If a lead is rushed and asks for a callback at three, she sets a timer and calls back at three. That small act of doing exactly what she said she would do is often what puts a nervous parent at ease, especially when the call is about a child with autism or another need that makes the visit feel high-stakes.
Why does no lead ever get marked dead?
Because in this system a lead is never lost. Inside PracticeBeacon the team uses columns to organize leads, and one of them is Long Term Nurture. A lead who has not answered does not disappear into that column, they go there for continued follow-up. The team keeps calling and texting that list for as long as it takes, with the only hard stop being a lead who explicitly asks them to stop.
Pending lists work the same way and the team treats them as the richest source they have. A pending lead is pending for a documented reason: waiting on insurance to reset January 1, waiting for a sibling’s treatment to finish, recovering from surgery. Good notes turn that into a personalized re-engagement, a text that references the exact thing the patient was waiting on. Zach Dykes raised the example of one practice owner, Dr. Anne Marie Gorzica, whose former treatment coordinator had a pending list of 900 patients she claimed to have worked for five years, only for the practice to discover nobody had actually moved forward. The lesson the team drew is that a pending list is a lifeline to the practice, and it needs a reliable owner plus checks to confirm the work is really happening.
Why call Monday through Friday, even when the office is closed?
Because the moment a lead opts in is the moment they are most ready to act, and that moment does not wait for the office to reopen. The scheduling team calls Monday through Friday regardless of the practice’s own schedule. If a lead comes in on a Friday and the office is closed, that lead gets contacted that same day instead of sitting until Monday, by which point, as Zach noted, normal life has moved in and the urge to book is usually gone. Catching people while the decision is still fresh is a large part of why same-day, every-weekday coverage outperforms a front desk that only gets to leads when it has a spare minute.
How does call data improve a practice’s marketing?
Every call doubles as market research. Because the team talks to leads all day, they notice patterns a dashboard alone would miss, and they report those patterns to HIP’s paid media department. If the people answering the phone are too old for an orthodontic offer, the audience targeting is probably off. If leads keep saying the office is too far away, the ad radius needs tightening so the practice stops paying for clicks from people who will never visit.
The offer itself shows up in the data too. Alyssa described a practice whose lead volume had slipped, so the team checked which month had produced the highest volume and found a different, stronger offer had been running then. That insight went straight back to the marketing side as a reason to revisit the older offer. Pairing the scheduling team with HIP’s ad management creates a full-circle loop where the conversations on the phone shape the campaigns that generate the next round of leads.
How is this different from a traditional call center?
The team is emphatic that it is not a call center, and the difference is care plus context. A call center is rows of cubicles running the same script for anyone. This team learns each practice’s nuances during onboarding through a form that captures how the office wants leads handled and what makes the doctor worth choosing, then works those details into every call. Alyssa called it being a part of the practice rather than an outside vendor reading a generic pitch.
That shows up in two habits. The reps adapt to the person on the line, slowing down or showing more empathy or moving faster for a caller who wants to be efficient, and they call at the time of day that fits the patient’s region, earlier on the East Coast, later as you move south. They also edify the doctor on every call, framing the practice as the expert the patient can trust, which is the part a rushed front-desk conversation almost always skips.
What kind of growth can a practice expect?
The headline result the team shared is a practice that went from $1 million to $2.9 million in annual production within a single year of using the service. That is nearly $2 million in added production, and it came from working the leads already sitting in PracticeBeacon with a consistent cadence rather than calling each one once and hoping. The broader point Alyssa made is that the missed opportunities inside a lead database are large enough that diligent follow-up can fund hiring an associate doctor, not just fill a few open slots.
FAQ
How many times will the team call a lead before giving up? They do not give up. A lead is never marked lost. Unreached leads move into a Long Term Nurture column and keep receiving calls and texts indefinitely. The only stop is a lead who directly asks to be removed.
What is PracticeBeacon? PracticeBeacon is the lead management system HIP practices use to hold and organize every lead their marketing generates. The scheduling team works inside it, using columns like Long Term Nurture, Interested, and Pending to track where each lead stands and when to follow up next.
Does outsourcing scheduling replace my front desk? No. The team is built to support the front desk, not replace it. They take lead follow-up off the front office so staff can focus on in-office patients, and they leave detailed notes so the office stays informed and can continue each relationship.
How does the team personalize calls for my practice? Each practice fills out an onboarding form that captures the doctor’s strengths, the current offer, and how the office wants leads treated. The team builds those details into a script they make their own over thousands of calls, so each conversation edifies the specific doctor and offer rather than sounding generic.
Can old or “bad” leads really convert? Yes. The team books leads that have sat untouched for a long time, including one patient scheduled two years after the first contact attempt. A lead that filled out a form showed real intent, and consistent, personalized follow-up often converts them when their timing finally lines up.
Glossary
PracticeBeacon: The lead management platform where a HIP practice’s leads are stored and organized.
Treatment coordinator (TC): The in-office team member who guides a new patient from consultation toward starting treatment. The scheduling team hands off notes to the TC.
Long Term Nurture: A PracticeBeacon column for leads who have not yet responded, kept in active follow-up rather than retired.
Double dialing: Calling a lead twice in quick succession to raise the odds they pick up.
QC (quality control): The weekly process where the team lead reviews recorded calls and pipeline activity to give feedback and keep call quality high.
Full episode transcript
[00:00] Introduction
Zach Dykes: Most practices don’t realize how many new patients are waiting on the other side of a missed call or a forgotten follow-up. Today I’m joined by our new patient scheduling team, the people making sure no opportunities slip through the cracks. We’ll talk about how they take pressure off your front desk, what they’ve learned after handling thousands of calls, and how they’re helping partners grow. Welcome to the show, Alyssa, Julie, and Alisha.
Alyssa Schweninger: Thanks for having us.
Zach Dykes: I’d love to start by sharing a win, a time you turned a missed call or a lead into an actual booked appointment.
[00:39] Wins from working dormant leads
Alyssa Schweninger: The biggest one for me: a practice had a lead we’d been following up with for two years. We finally got a hold of them, got them scheduled, and helped them overcome some dental anxiety and come in. That was a huge win, and one I think about often.
Zach Dykes: Persistence and consistency. Julie, what about you?
Julie Foster: Same kind of thing. We don’t want to forget people in long-term nurture inside PracticeBeacon. I came across a woman who’d been in there a while and had basically given up on responding. When I finally reached her, the holdup was that she’d already had a consultation, didn’t like what that doctor said, and gave up on orthodontics, figured she couldn’t afford it. I reassured her about our current offer and the quality of the doctor, and I told her there’s nothing to lose by coming in for a second opinion. She relaxed, came in, and I booked the appointment.
Zach Dykes: Edifying the doctor is such a missed point. Reassuring people that this person is the expert who’ll take care of them is a huge win. Alisha, one of your wins?
Alisha Morin: My favorite was an implant case. Implants are hard to get someone to commit to. This lead had been sitting a while, lots of “call me back.” Persistence won. I caught her at a good time, we talked through what she wanted for herself, her why, and she scheduled and got started.
Zach Dykes: With implants you’re helping change someone’s life, because the decay only gets worse if they’re never seen.
[04:05] Why front desks can’t keep up
Zach Dykes: One of the biggest challenges we hear is how stretched front desks are. Check-ins, insurance, phones, and follow-up is the first thing to slip. You take that off their plate.
Alyssa Schweninger: Doctors know PracticeBeacon and those leads matter, but the front desk says they don’t have time to follow up. Doctors think, they’re already on the phone, why not just have them do the leads too? It takes real, consistent effort. Taking that off the front office is huge. They can focus on the patients in front of them and trust the PracticeBeacon leads are still handled.
Zach Dykes: They’re wearing so many hats, and they’re supposed to make the practice feel like where you belong. When you’re put on hold the second you call, it puts you off being there at all.
Alisha Morin: All of us have worked a dental front desk at some point. Checking patients in and out, you don’t have time to call persistently. Our team takes that anxiety off the front desk and the doctor, because a happy staff is a happy practice.
Zach Dykes: Julie, what difference does it make when someone gives full attention to every call?
Julie Foster: The front desk has multitask overload. If you’re at the desk and the phone is a lead, but a patient is right in front of you, the patient wins and the phone goes to the back burner. It’s a missed opportunity. Bathroom breaks, lunch, anything sends it to voicemail. And when you do pick up rushed, you don’t ask the right questions or you spell the name wrong. It’s just not a good experience.
[06:59] The cost of a missed call
Zach Dykes: There are HIPAA concerns too, taking patient information in front of a full waiting room. And the stat we cite all the time: miss one call a day over a year and you’re losing about a million dollars in production.
Julie Foster: That’s a lot.
Zach Dykes: Partners tell me our follow-up fills schedules in a way they couldn’t internally. You’re not calling once, you’re nurturing the lead from interest to action.
Alyssa Schweninger: Time is always the issue. Leads in PracticeBeacon take a lot of time and energy, and answering the phone is most people’s lowest priority now. We have a robust process, we don’t call once and stop. We call three days in a row, at multiple times of day, we text before calling, we double dial. Those strategies get patients on the phone, and then we get them scheduled.
[09:31] The follow-up process
Zach Dykes: Go deeper on the process. What are the steps for each person interested in braces or implants?
Alyssa Schweninger: First thing every day is the newest, freshest leads. Anyone who opted in overnight or over the weekend, scrolling Facebook and seeing one of our ads, we hit them right away. We text, “Hey, this is Alyssa from so-and-so practice, I’m going to be calling you,” and then we actually call when we say we will. Then we call again in the afternoon to find the right time. Those small strategies drive the contact rate.
Zach Dykes: I love reaching out at different times. Someone busy getting kids to school in the morning might have a lighter afternoon. And the text matters. I’m a millennial, we’d rather text all day than answer a call from a number we don’t know. Alisha, you’re trained to handle objections. How do you get to the true why?
[11:12] Handling objections and the why
Alisha Morin: It’s all about the why. We have the time to show empathy that the front desk doesn’t. We find out, did you have an accident as a child, is money the issue? Then, our doctor has this offer right now, and we have these financing options. People throw a lot of objections, but it’s really finding what would ease their mind enough to come in for the consultation. The numbers matter, but once they’re in the door and see the staff and the doctor, they see the real value. For implant patients, food is a huge one, “I haven’t eaten a steak in five years.” No better time than now, let’s get you in the chair.
Zach Dykes: I couldn’t imagine not eating what I love. Knowing this person can help me, that there are membership plans to get started, that matters. Julie, you’re great at tone and empathy. How do you build connection instead of a rushed call?
Julie Foster: First impressions are everything, and we’re the first voice of the entire practice, so we’re confident and reassuring. We build trust immediately. If they’re dropping kids off and ask me to call back at three, I set a timer and call back at three. People are calling for a reason. Maybe their kid wants braces, but maybe their kid has autism. They want to feel like they’re talking to a person who can help.
Zach Dykes: My brother-in-law is on the lower end of the spectrum, and any time he sees a white lab coat he’s not about it. Knowing that ahead of time so the office can prepare is huge. And I love that you make notes so the TC and the office know exactly what the patient is dealing with and aren’t making them repeat everything.
[15:13] Notes and the handoff to the office
Julie Foster: Mine say “fun facts from Julie to the office.” Sometimes it’s fun, sometimes serious, autism, or she’s pregnant, something like that. They read the notes first and know I had a responsible conversation and the patient was taken care of. It makes the doctors feel like they’re getting real value.
Zach Dykes: The value is there and the rapport can continue, even if it’s not with the person who made the call. It’s a relay race, you hand off the baton, and the notes are how you do it cleanly. Another thing that’s huge: we work Monday through Friday, even when offices are closed.
[16:21] Monday-through-Friday coverage
Zach Dykes: Alyssa, why does that matter for an office?
Alyssa Schweninger: Our whole goal is to support the office and the leads in PracticeBeacon. Practices have days they’re closed for admin. Our team calls Monday through Friday, so a lead that comes in on a Friday isn’t sitting until Monday. They get contacted the same day, which is the prime time to reach them.
Zach Dykes: If I want something Friday and haven’t gotten it by Monday, I’ve usually moved on. Catching that prime moment they opted in is everything.
[17:49] When do you stop calling?
Zach Dykes: When do you stop calling someone?
Julie Foster: Never.
Alyssa Schweninger: Never. A lead is never lost. In PracticeBeacon we have a Long Term Nurture column, and leads go there for continued follow-up, not to disappear. We keep calling that list, even if it means reaching that patient two years later and getting them scheduled.
Julie Foster: They can always say stop, and then we stop. But otherwise we want every lead to know we’re still here, and our current offer is probably better than the one we sent last year. Offers change each season.
[18:56] Pending lists and the 900-patient story
Zach Dykes: We were talking with Dr. Anne Marie Gorzica. She had a treatment coordinator with a pending list of 900 patients the TC said she’d been calling for five years. When the doctor finally looked, nobody had moved forward, no calls were happening. The team has to be reliable, but there are checks to verify it. Trust but verify. The pending list isn’t treated as a priority in a chaotic office, but it’s a lifeline to the practice.
Alisha Morin: I’ve been a TC, so I know all the things on that list. That’s why our follow-up is built the way it is. Those 900 people all get reached out to. Two years later they get a text, “Hi, this is Alisha, just checking in, is now a good time to get you scheduled?” And they say, yes, I just paid off my other child’s treatment, or my car, let’s do this. Those little check-ins are the icing on the cake.
Zach Dykes: People want to know they’re seen and not forgotten. We’ve had leads in the HIP funnel that took five years to become a partner. We could have called them a bad lead, but the real question is where they are in their journey.
Julie Foster: Pending and long-term nurture lists are a gold mine. Pending is pending for a reason, and if the notes are good it tells you why, waiting on a sibling, recovering from pneumonia, insurance starting January 1. If it’s now November, I can text, “I know you were waiting on your insurance January 1, want us to help you come in?” Those lists are never forgotten.
Zach Dykes: You’re not just hitting numbers, you’re reading the notes so you know as much as possible before you dial.
Alisha Morin: I had a patient getting surgery, so I noted to hold off a month. A month later, “How was your surgery, how are you feeling, ready to schedule?” It’s comforting and personal.
Alyssa Schweninger: Good notes help our team and the in-office team. We take the follow-up off their plate but we want them to still feel part of it, so our notes make the transition easy and the office can keep the conversation moving.
[24:04] What separates a call that converts
Zach Dykes: What’s the difference between a call that converts and one that doesn’t?
Alyssa Schweninger: A call that converts is one where they answer and we schedule them. A call that doesn’t can be many situations, switching insurance, paying off a car first. We make a note and move them into a column. One is Interested, and we know those patients want the service for a reason. We note when to call back, so no call is ever really lost. We just try again.
Zach Dykes: These are people who didn’t just click, they filled out their information, which says a lot. They might not start today, but they’re a candidate for later, and when they convert they might bring the whole family. Quick wins are nice, but long-term nurture can bear far more fruit.
[26:45] The learning loop into marketing
Zach Dykes: You’re not just scheduling, you’re learning on every call, and you feed that back to improve campaigns and partner results. Talk about that.
Alyssa Schweninger: That’s the beauty of using our team while HIP runs your ads. We notice patterns. If a lead doesn’t answer, the office might call it a bad lead, but we look at whether the lead is far from the office or the age is off. If we’re targeting an orthodontic offer and talking to an elderly population, what’s the disconnect, and how do we adjust the targeting? We communicate that directly to HIP’s paid media department so the partner succeeds across their whole marketing effort.
Zach Dykes: I grew up rural where a 45-minute drive was nothing, so if patients are driving far, the ads are working. But in a dense area where people expect 10 to 15 minutes, we tell the ads team the radius needs controlling so partners aren’t wasting spend on people who’ll never come in.
Alyssa Schweninger: Absolutely.
Zach Dykes: What trends have you noticed recently from the leads you talk to?
Julie Foster: Mostly cost, and a lot of second opinions, “I already had X-rays, what’s different here?” Cost and second opinions are the top two.
Zach Dykes: Can you think of a time something on a call helped a partner’s ads?
Alyssa Schweninger: A practice that’s been with HIP a while saw lead volume drop slightly. We looked at their best month for volume and found a different, stronger offer had been running then. So we suggested going back to that offer to lift volume. That full-circle moment, using the data to make it perform better, is the point.
Zach Dykes: Data doesn’t lie. If an offer is converting, why change it.
[31:21] Training and quality control
Zach Dykes: What sets you apart is the training and care in every call. How do you keep training while answering calls all day?
Alyssa Schweninger: New specialists learn the tools, the scripting, the software, then get comfortable on the phones while sounding authentically themselves. I do QC on several levels, listening to calls and reviewing pipelines in PracticeBeacon. Training never stops. On repetitive calls it’s easy to slip into a comfortable pattern and stop doing the things that matter, the empathy, the real listening. So in QC I’ll tell someone to slow down, listen better, handle objections better. We do group trainings and QC every week so nobody gets complacent.
Zach Dykes: Iron sharpens iron. Keeping the team sharp benefits partners, because they can count on the team being at the top of its game. Personal, attentive calls lead to higher conversions, right?
Alisha Morin: Absolutely. Alyssa has an ear for tonality and presence on the phone. When she’s QCing us…
[34:09] Authenticity and adapting to each caller
Alisha Morin: …we become a slightly different person for every call. We’re genuinely ourselves, but do we slow it down, show more empathy, get shorter because they’re from New York and want to get off the phone? We listen back to our own calls. Alyssa will say, listen to this, this was great, or let’s slow this down. It’s a constant learning journey.
Julie Foster: A small observation makes a big impact when someone else is watching, because you get into the swing of things. A lot of it for me is the thousands of calls I’ve made. And we have a great script. I know it by heart now, but I make it my own. At the front desk it was laminated by the phone like a Bible. We make thousands of real calls a day, so we learn the patterns and objections and bring them back to the team.
Alyssa Schweninger: Every partner fills out an onboarding form, and that’s where we learn the practice’s nuances so we feel like part of it. The things they’d want in-office staff to cover, we build into every call, so it’s not just “name, number, scheduled.” It’s “this is why Dr. So-and-so is great, and here’s our offer.” Those gems make every call personable.
Zach Dykes: That’s HIP’s white-glove thing. Every time you pick up the phone you’re intentionally edifying the practice, fitting into whatever practice you’re calling for. I couldn’t do it, I’m a slow talker. Put me with someone in New York and they’d lose patience, but in the South I could lean in. You know how to read it and adjust.
Julie Foster: You don’t have body language, which is most of it, so you almost mirror theirs. Some people want off the phone fast, and that’s when you slow down intentionally and say, I’m here to help.
[38:51] Time of day
Alisha Morin: Time of day is imperative. The follow-up process lets us do that. New York, you call early because the whole East Coast is up. As you go south it’s a little later in the day. We know the special times for each office when patients will actually answer, so that’s when we call.
[39:11] Not a traditional call center
Zach Dykes: You’re more than a scheduling team, you’re brand ambassadors for our partners. What’s one thing you wish every partner understood?
Alyssa Schweninger: We are not a traditional call center. Doctors picture cubicles of people making the same calls. That’s not this. We’re here to help the practice grow, learn the nuances, and we care about the doctors and staff. We get excited when leads schedule and start treatment. We’re far from a typical call center.
[39:57] The growth numbers
Zach Dykes: What might surprise a doctor about your impact?
Alyssa Schweninger: The growth. Doctors think they’ll just have the front desk call the leads and it’ll be fine. But we have practices talking about real growth. One went from a million in production before our service to $2.9 million in a year. There are missed opportunities in PracticeBeacon that need a robust follow-up cadence to capture, so you make the most of all the HIP marketing you’re paying for. That growth is how you can hire an associate. The possibilities are endless.
Zach Dykes: From $1 million to $2.9 million in one year is huge, almost $2 million added, beyond even the million lost to missed calls. What stood out today is how much strategy and empathy go into every call. It’s about building the relationship for the partner to take on, starting from the first touchpoint.
Julie Foster: We work hard and chase every lead. No patient is ignored. Our follow-through is automatic. We know what to do and the time zones to do it in. We’re kind of the dream team.
Zach Dykes: The dream team, and you absolutely are. Thank you, Alyssa, Julie, and Alisha.
If you want to see how a new patient scheduling process could work in your practice, book a strategy call.
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