Episode Details

When we first started building Genesis, we didn't have formal onboarding systems, training platforms, or structured processes—and honestly, that was okay. If you're in the early stages and still figuring it out, don't sweat it. But at some point, if you want to scale fast and with less stress, you've got to go back and build the infrastructure. We didn't truly start creating these systems until we had 12–15 locations, and now with over 70, we've launched a full three-week and three-month onboarding process. Every team member learns who we are, what we stand for, and what their role demands—MA training for MAs, NP training for NPs, and so on. The biggest piece? Reinforcing our core values constantly.

I walk you through how we train teams at regional headquarters, how we staff new locations by pulling from our best existing people, and how we embed a culture of ownership without micromanaging. The "I'm dead method" is one of our favorite tools—where a leader steps fully away from a clinic to test if the systems and staff can operate without them. You'd be surprised how capable people are when they've been built up with the right values and structure. That's the whole game: build the systems, then build the people to run them. The faster you can do that, the faster your business will grow without you being in the room.

We also get into our clinic growth model, which is based on partnerships—especially with nurse practitioners. We've seen massive success by offering profit sharing or graduating equity to leaders who've proven themselves internally. But here's the key: don't shove people into ownership roles they're not built for. Not everyone is wired to be an entrepreneur, and fo