Running a Group Practice and Staying in Your Own Lane with Meg Bowman
[00:00:00] Libby: If you're looking to grow your business as a registered dietitian, you've come to the right place. If you're not sure what to do or what steps to take next so that you can create flexibility and freedom in your life, then you're going to learn a lot from tuning into our podcast here at DietitianBoss.
[00:00:17] Libby: I'm Libby Rothschild, the founder of DietitianBoss, a [00:00:20] fellow registered dietitian and business owner. And in our podcast, I share some The highs and the lows. And I talk all about how to grow your business, get it started. And I interview our clients to date. We've had over 200 interviews from clients who share their journey on our podcast, dietitian boss.
[00:00:37] Libby: Hello and welcome. I'm here today with Meg [00:00:40] Bowman (MS CNS LDN CHES) specializes in functional mental health and GI nutrition, and she sees clients for her group practice, nutrition, high. Thanks. Meg is also a co founder of Clinician's Incubator and Nested Health Coach Certification, where she offers case consultations, mentoring, and instruction to nutrition and [00:01:00] therapy professionals.
[00:01:01] Libby: In her free time, you'll find her hanging with her dog and reading a good book. Welcome to today's episode. Meg, I'm so happy to have you here today and share about your business. Now, I'm really impressed with your website and your team. Would you be able to tell us about your practice and describe how you've created such a strong message?
[00:01:19] Libby: Even [00:01:20] discuss a little bit about the origin story.
[00:01:22] Meg: Yeah, for sure. So we actually Nutrition Hive is the combination of three private practices. So in 2020, right when COVID hit, myself and my two business partners, Alison Rue and Liz Abel, We had been doing postgraduate nutrition [00:01:40] education. There's a functional medicine certification that we had been providing supervision and test prep and training for.
[00:01:46] Meg: And when COVID hit, we kind of looked around and we're like, you know what, why don't we just combine our private practices? It makes sense. We all practice in a pretty similar way. And especially when COVID hit, I think there was a [00:02:00] lot of initial in the first couple of months, everybody was freaking out a little bit about, Oh my gosh, what's happening.
[00:02:05] Meg: You know, what's going to happen with this. And it, we took our time and we did it very intentionally, but it allowed us to really kind of segment responsibilities for the practice so that I'm not as an example, I should never be responsible for insurance [00:02:20] billing. That is not a good place to spend my time.
[00:02:23] Meg: I have ADHD. That's a really hard thing for me to focus on. But my partner Liz, like she focuses on that beautifully and blessings, that's why we take insurance. And so it really kind of allowed us to find the best, use our skills most appropriately. And [00:02:40] we had a very clear message to the three of us together that we had kind of developed through our training, a very clear way on how to do nutrition.
[00:02:48] Meg: So it just, it felt like a very. Easy button thing
[00:02:52] Libby: to do. And how did you all connect? I love that you've lending on each other strengths that that's really powerful. Obviously you go further together. So how did your three [00:03:00] practices merge? Were you just friendly networking?
[00:03:02] Meg: Yeah. So, so back in the dark ages, when we were still in school, this was a career change for all of us after school.
[00:03:09] Meg: You know, you have this period where you've launched your private practice. I didn't want to work for anybody. Neither of them wanted to work for anybody. And there is, as I know, you know. This huge [00:03:20] gap of knowledge. It is this huge seemingly insurmountable learning curve that you got to do to launch a private practice and figure out how to do this as a job and figure out how to make money and it's exhausting.
[00:03:33] Meg: And so what we did in school was as we were just. Ending school, three of [00:03:40] us, plus seven other women, we all decided we were going to make a group and we met together twice a month for two years and we shared resources, we did some trainings together. Like if we would find a good training, we would invite a supplement rep or a lab rep to come in and actually train us.
[00:03:57] Meg: Cause there was enough of us that they were willing to do [00:04:00] that. And we just really collaboratively worked together for two years and it, it transformed. All of our ability to, like, we were acres ahead of everybody else, you know, because we had that tight group. And so that's really where this all launched.
[00:04:15] Meg: I didn't know the two of them in school very much. This all came to play after we got [00:04:20] out.
[00:04:20] Libby: I love that Meg. And was it just you three in that group or was it a larger group of
[00:04:24] Meg: that? Yeah. So there was about seven of us. Sorry. I think there's about seven or eight of us, maybe a little bit more than that total.
[00:04:30] Meg: The beauty of it really honestly was we all had different specialties. And so I think sometimes when you're working in exactly the same space, it feels a little bit [00:04:40] weird and you're like, Oh, this is intellectual property. I don't want to share this or Oh, like I worked so hard. I may not, you know, you have some of that resistance, but with our group, there was people that worked in totally different things.
[00:04:51] Meg: Like to this day, I don't work in reproductive, I don't work in reproductive. Health women's health issues. If I have period problems, I go ask Liz. So when we came together in that [00:05:00] group, it was just such an easy share because if we have a client that has early onset Alzheimer's, I'm going to send them to Barb.
[00:05:07] Meg: I don't need them to, you know, I don't need to take them. I don't need to know that. And so it really made it very easy for us to collaborate.
[00:05:13] Libby: Yeah, that's great. So what I'm hearing, correct me if you agree or if you think I'm wrong here, but a lot of dietitians do struggle to network. [00:05:20] So from your story is that your willingness to learn with your peers helped strengthen how you can use each other to really help the client, right?
[00:05:29] Libby: The end user with their goals and also helped you all grow your business. So it really created that synergy. I think a lot of dietitians miss those opportunities. A lot of us are introverted or we're scared to network, or [00:05:40] we don't quite know how, but you took that leap and it really. Worked for you, right?
[00:05:43] Libby: Helps you grow your business.
[00:05:45] Meg: Absolutely. Because, you know, the thing that really clarified for me being in that group is I don't have to know everything. I have people that I can call who specialize in that thing. And, you know, to this day, I still refer out for [00:06:00] I'm super specialized in what I do. And the rest of it, I know who to refer to, and I know who to call if I have an issue that I do want to keep the client, but I just have this thing that I can't solve.
[00:06:10] Meg: And so those relationships were really pivotal to making me comfortable as a practitioner, but also to the growth of the business for sure.
[00:06:19] Libby: Yeah. Thank [00:06:20] you for sharing that. And would you be able to talk, talk a little bit, so we learned your. Origin story in the sense of you all came together by networking and growing together and talk a little bit about your process for building out your services and your business and what has evolved over the course of time and as your team, which is fairly large from what I've seen on your website has expanded.
[00:06:39] Libby: Yeah, [00:06:40]
[00:06:40] Meg: our services from the get go, because we were combining three private practices, we had to do a little. bit of experimentation, right? Cause myself, I am 33 percent of an opinion. And so we had to do a little bit of figuring out exactly what would work for us. We knew from the get go that we wanted to use an insurance based [00:07:00] model because we had the resources to be able to do that.
[00:07:02] Meg: I had come from a. Private pay, cash pay model. We all had come from a private pay model, actually, as I think about it. And so this was a very intentional decision because we wanted to increase access to services as much as possible. But we experimented with service timing. We [00:07:20] experimented with different types of services, even beyond nutrition.
[00:07:23] Meg: We did a little bit of experimentation with that. And over the years, we've kind of codified really, you know, what works, not to be so crass, but like, what do you get paid for? Right. We recently rejiggered our timing of sessions because we are an insurance based model and like [00:07:40] two units, a 30 minute session, we get paid better when we try and, Get to the three units, the roughly 45 minute session.
[00:07:46] Meg: And so it's been an experiment long term about what really works for us financially, but also what works for our providers, because we do not want to burn anybody out. That's the core value.
[00:07:59] Libby: And [00:08:00] what was your process to identifying those important topics? You're talking about unit productivity, efficiency.
[00:08:05] Libby: What do you and your co founders do? If you could just give a couple of examples to make the better decisions to help the client and your business with profitability.
[00:08:13] Meg: Yeah, for sure. There is very little difference. I think in trying to figure out your business model, [00:08:20] then trying to help a client figure out what they want to do.
[00:08:22] Meg: I actually think in practice, they are. Pretty darn similar because it's all about running experiments to see what works and then coming back and codifying that. Right? So we ran an experiment to see if the 2 unit, 30 minute, roughly [00:08:40] sessions worked. And after a certain amount of time, we came back. Liz ran the data because I'm not pulling the reports, right?
[00:08:47] Meg: And we looked at it and we said, this is not actually working for us. And we talked to our providers and they're like, Oh my gosh, if I do five half hour sessions in a row, I'm just exhausted. And then you take that data and then you [00:09:00] do a new experiment. Just like you would with clients. So for us, that process of experimentation has been huge.
[00:09:06] Libby: Yeah. And I think that was really great to compare and say that demystifying that the business is similar to how you approach a client. I wish that the listeners would really understand that because I think we feel so intimidated as dietitians. This testing and the [00:09:20] data and leaning into some of our innate traits that might not feel good doing experiments, but it really does help our business.
[00:09:27] Libby: And if you look at it, like, how do I help my business and my client, right? Cause some clients benefit from a 45 minute session. Of course, it depends on the situation and you want to have the client's best interest in mind as well as, you know, your staff and yourself. [00:09:40] When you did that experimentation, were you able to use some type of reports or metrics, or did you guys do it for a certain amount of time?
[00:09:46] Libby: And there's someone on the team that ownership over that. It sounds like Liz might be an operations guru from what I'm hearing.
[00:09:51] Meg: Blessings. I don't do that. It's amazing. So, yeah, so we do have somebody that has ownership on that and her responsibility. She meets with the team members individually to [00:10:00] make sure that.
[00:10:00] Meg: Billing is right to make sure that they're getting their needs met from that kind of operation standpoint. I meet with them as a group once a week to make sure that they're getting their client questions answered and they have access to us in case there's a question that they can't solve individually, et cetera.
[00:10:16] Meg: And then I have another business partner for a long time. Allison, [00:10:20] she ran the group and. She's since been reallocated. She's just about to go on maternity leave. So we all have kind of our responsibilities about how to, how to assess and we're constantly assessing, you know, we had, we had just recently signed up for ZocDoc as an example, right?
[00:10:36] Meg: An online resource. And we had listed all [00:10:40] four providers that are currently accepting people. And within a week we turned somebody off because she's like, guys, guys, guys, guys, I just can't, I am. At the limit and so being really responsive to not only the business needs and all those metrics and data, but also how people are feeling, I [00:11:00] think, is really, really important.
[00:11:01] Libby: Absolutely. And I love that. You all have your. Parts to play in the business. That's so important that you're able to do that and really make it clear of who owns what, because as your business grows and you have a team, if you don't do that, if you don't own something, then no one owns it. Right. And if everyone owns it, then no one owns it.
[00:11:17] Libby: So it sounds like you have clear distinction when I'm talking about you. I [00:11:20] mean, your team members, right. You and Liz and your co founders. And then even you're having that open communication with your staff in terms of, Hey, I'm getting too, too many inquiries. I need this shut off. So that's really great communication, which I mean, is obviously the key to success in a business, right?
[00:11:34] Libby: For
[00:11:34] Meg: sure. Yeah. And I think we do that in a lot of different ways. We do that by really having in person [00:11:40] one on one and group touch points, but we also have Slack and blessings. Slack is full of messages. So yeah. Keeping that, the lines of communication open, I think is really critical for success.
[00:11:51] Libby: So I want to ask a little bit more on that.
[00:11:53] Libby: And thanks for sharing your tools, right? You Slack, you do have a fairly large team, which is really impressive. Congratulations. And [00:12:00] thank you for, you know, contributing. I know that I don't know the stats on group practice and dietetics, but I do know overall business ownership, according to the Academy is less than 10 percent of registrations.
[00:12:09] Libby: I don't know if you know the stat on group practice, but I can assume it's very small. So thank you for helping our field. I'm glad that we're able to share that with the listeners in terms of how you do that. [00:12:20] So what's the secret to managing a team and the setbacks?
[00:12:24] Meg: Yeah. You know, it's really interesting working with the team because everybody has their individual needs that may not be the needs of the company, you know?
[00:12:35] Meg: And I think the thing that we have, Really landed on long term is so we're [00:12:40] very lucky. I will admit we are super duper lucky because we have nutrition hive, which is the, the medical nutrition therapy practice. And we also have that training arm of the business clinicians incubator where we have this functional med cert.
[00:12:53] Meg: We have people that are interning with us for a year plus, so we kind of have [00:13:00] endless, as long as we have clients to place, we know exactly what to do. Exactly who is a good match for our practice because we've watched them work for a year So we're incredibly lucky with that and what we're really trying to do in terms of kind of growth is Be very aware of their individual needs be very aware of how their needs differ Like [00:13:20] right now we have one provider who's like, oh, I'm good.
[00:13:22] Meg: I am good You don't need to get me more people and we have another provider. That's like, let's go. And so being aware of You How we can really intentionally use additional education to expand their bandwidth, expand what they're [00:13:40] willing to, what they're able to engage with. Like, we have a health coach certification for providers.
[00:13:44] Meg: That's another arm of our business. And most of our practitioners from Nutrition Hive have gone through or are going through that training, That coaching experience makes their job easier so they can [00:14:00] show up and not have to think in advance. Oh my gosh, what do I have to talk with this client about? I have to prepare, I have to do whatever.
[00:14:06] Meg: Like it really easy buttons it for them. So really thinking through Not only individual needs, but also what are the needs of the company and trying to make a hire that really, you know, sometimes people are like, well, why didn't [00:14:20] you, you had so many choices, so many applicants, why did you choose this particular person?
[00:14:24] Meg: And I'm like, well, because it met the business needs of the company, you know, so it is about the individual. their needs are. And it's also about like right now, I'm not going to hire somebody who specializes in diabetes. That is not what we specialize in as a practice. They might be brilliant, but I can't [00:14:40] use them.
[00:14:41] Libby: So they didn't that choice. And that really circles back to the first topic we discussed, which is who are you, right? Yeah. How you came together and because you have such a strong core message, what you represent as a company, it helps you in that hiring. And I'm guessing retention of staff process, right?
[00:14:57] Libby: Cause you were very clear with, I know who I want and who [00:15:00] won't work. And then because of your networking, I'm sure if folks come to you with chronic condition needs, you are able to refer them to somebody else, even if it's not in house, right?
[00:15:09] Meg: Oh my gosh, it's the best thing ever. I've gotten two. Referrals over the past couple of weeks for somebody with MCAS, mast cell activation syndrome.
[00:15:18] Meg: I will be the first to acknowledge [00:15:20] like not my, sir. I don't know how to deal with that. I don't pretend to, I can manage a little seasonal allergy, asthma, whatever, but that is a whole. Other bees, and I absolutely don't do know who to refer to. So I think also, you know, as we're talking about the success of the business, part [00:15:40] of it is really knowing who your people are, what they specialize in and letting go of the clients that are not a match to that.
[00:15:48] Libby: Well, it is such a great lesson that so many of our peers struggle with, right? And I, from hearing you talk throughout today's conversation, I just think you're so good at staying in your lane, right? I'm good at this. And even when it comes [00:16:00] to philosophy of nutrition and when it comes to jobs or management in the company, right?
[00:16:05] Libby: You're saying Liz's operations, Liz does insurance claims, and then you have other responsibilities. And I would say that's from my perspective, probably part of the success of your business, right?
[00:16:16] Meg: For sure. And it took us a long time to get there. And we're still trying to get there [00:16:20] today. Like we're having conversations literally this week about how we might adjust and shift and better land the responsibilities that match with somebody's skill set on that person.
[00:16:32] Meg: So of course,
[00:16:34] Libby: right. We're all evolving and that's, that's really. That you have those conversations. I have a follow up question on that, Meg. When you [00:16:40] said, you know, that different employees, I'm assuming are contractors, staff, they have different skill sets and different needs, right? Where one person might want more clients or patients, another person might say, I'm good.
[00:16:51] Libby: What is it that you do? Is it a personality test or how do you find out what the needs are of the staff? What do you do to try to meet those needs?
[00:16:59] Meg: Oh, such a [00:17:00] great question. You know, we don't do a personality test. That would be fascinating. Yeah. It is come back to what is it to be a clinician in this space, right?
[00:17:09] Meg: Like we know when you work with a client, we're going to ask open ended questions and we're going to try and understand what the pain points are. And we're going to try to [00:17:20] understand where they're coming from. And I don't think working with our team. Is frankly very different from that. At any given point.
[00:17:28] Meg: I am aware that Tessa really likes the eating behavior stuff and she doesn't want to come near reproductive hormones and that's cool because Ashley can handle the reproductive hormones and so can Janine. [00:17:40] So just kind of being aware of where people feel comfortable and maybe Getting him to push those boundaries a little bit, like, well, you are actually really good at this, so you also would probably be really good at this, but at the same time, you know, not trying to overwhelm somebody by putting a client with them that I [00:18:00] would die if you would give me somebody with this.
[00:18:02] Meg: Cast as an example, I would have no clue where to start. So really trying to get the right client for the right provider is really important to us.
[00:18:11] Libby: Yeah. And what process besides just knowing what they like, is there any other process for that, or is that just like meetings, conversations, intake forms?[00:18:20]
[00:18:20] Meg: Yeah. So we've played with a couple of approaches to this. So at one point we were forcing every prospective client to go through a discovery call with one of our admin teams. And the goal of that was to find exactly the right person. What we realized, and we really recently made this shift again, we're constantly pivoting.
[00:18:37] Meg: I mean, constantly, but we recently were like, [00:18:40] you know what? We really got to do this experiment because sometimes people don't want to talk to somebody. They just want to book directly. And so we built a quiz online, which helps people. What state do you live in? What condition are you coming in? What insurance do you take?
[00:18:54] Meg: And it funnels them to exactly the right person. And so then they can book with the right person, [00:19:00] but we still have to come in back a house and do some assessment, hopefully between the time that they booked and the time that their intake session is to make sure it's a right match, but we're trying to increase flexibility because the client sometimes doesn't want to wait.
[00:19:14] Meg: They just want to get on the schedule.
[00:19:16] Libby: Yep. Sounds like another experiment, which is great. And we're actually in the process of doing [00:19:20] that too with a quiz and having that be a funnel. That's fantastic. A couple more questions. One, one away from the team and more about client management. I know a lot of our listeners are always interested in this question, especially with your large team.
[00:19:31] Libby: So what do you guys do, or what do you have any kind of value system or process? For what you do before during and after appointments for your staff.
[00:19:39] Meg: [00:19:40] Oh, that's such an interesting question I don't think we have a process we have a philosophy And I will say it out loud But we're going to acknowledge that this is not a phrase that I ever ever use with clients But the philosophy is like, we try and be like a good bra.[00:20:00]
[00:20:00] Meg: We're going to be supportive. We're going to cup and coddle, and we're going to make sure that people have the structure and support. They need to go out and do their stuff. That looks so different for different clients. And so from our team, you know, we talk about using motivational interviewing and we've talked about being client centered and we talk [00:20:20] about using coaching skills to make sure that that client is aligned with their values, with what they want to do.
[00:20:26] Meg: But ultimately it is this philosophy that we all have that we screen for when we hire that, you know, we are of service to the clients and we are a business and being able to kind of hold both of those [00:20:40] things at once and acknowledge that. The better service we give to the clients, the better the business will do.
[00:20:47] Meg: The more client retention we have. So kind of trying to focus on those two things at once. Love it. Supportive bra. That's fantastic. Yeah, isn't that funny? It's true though. That's how we talk about it internally. It's just not something I ever [00:21:00] say to a client.
[00:21:01] Libby: Got it. It all goes back to who you are as a company and she's been hiring and managing so that I love that clarity that you have from training the team and then also serving the client.
[00:21:12] Libby: So last question would be, what is your process, if any, for setting goals and expectations, both for your [00:21:20] team. And individually, whether that be for you, Meg, or maybe you and the other founders.
[00:21:24] Meg: Yeah. You know, goals are a little bit elusive sometimes, right? I think one of the things that I really struggle with sometimes as a provider is I have so little rigidity in how I work.
[00:21:37] Meg: I flow with the client. And I [00:21:40] code switch constantly and I am never the same person like I will have one client if they meet each other and I'm not involved, you know, sometimes that happens. You have two relatives or two friends that refer to you and they're like, I'm doing this with the client with Megan.
[00:21:53] Meg: I'm doing this with Megan. We're not doing it the same thing at all. And it's like, I'm the different person that showed up. So sometimes making goals [00:22:00] can be a little elusive. I think overall our goals for the team are going to be increasing client retention. Because that, for us, feels very aligned with our business goals and very aligned with our goals of support.
[00:22:12] Meg: Making sure that we, as a team, feel comfortable with what we're doing is also a goal. But I think our metric of [00:22:20] success, really honestly, our metric of success is not symptom resolution because you can't always get there. Our metric of success for the clinicians is, do your clients have self efficacy? Do they feel like they can do something to make themselves feel better?
[00:22:36] Meg: Do they feel like they have ownership and do they [00:22:40] feel like their feelings are validated when they come to session? So, and then there are the metrics goals, right? How many sessions did you see? How many, and that also happens. So it is this balance, right? Between the touchy feely and
[00:22:51] Libby: the business. And how do you measure the touchy feely or if you call it the client feeling like they have the tools?
[00:22:57] Libby: So those are the questions. Is that some type [00:23:00] of a micro scale?
[00:23:01] Meg: You know, honestly, I think it's retention. Really, honestly, you know, sometimes, and I totally understand and I respect those providers out there that say, I want to get that client to a point that I never see them again. But what we see in the way that we do nutrition so frequently is people just feel better.
[00:23:19] Meg: They may not [00:23:20] need us at all, but we make them feel better. And because of that they show up regularly anyway. And so that client retention piece for us, there's a huge difference in somebody who has a client retention of three sessions and somebody who has a client retention of 44 0 is what you said. 40.
[00:23:35] Meg: 40, yeah.
[00:23:36] Libby: Absolutely. Yeah. Huge difference. And that probably goes [00:23:40] into your certification, right? There's gotta be some secret sauce that you guys do with coaching and Right. Helping the client feel empowered. 4D sessions. Again, I'm not sure what the statistic is for on it. I mean, customer lifetime can be different depending on the niche and all, but 4D sessions sounds pretty good, Meg.
[00:23:57] Meg: I'm, I'm real happy about it. I'm happy at 20 [00:24:00] and it really comes back to somebody might look at that from the outside and go, well, you're not getting anything done. That's not true. We're getting so much done. Sure. You know, people are feeling so empowered, but it's the relationship that makes it work.
[00:24:14] Libby: Really beautiful Meg last question and then I want you to share something or anything else that didn't get a chance to discuss so [00:24:20] far. How are most of these amazing clients that stay with you for 40 sessions? How are they treating you all? I know you take insurance and probably a blend, but is there Where are you
[00:24:30] Meg: getting your leads?
[00:24:31] Meg: Great question. So I think when Alice and Liz and I first combined our practices, none of us use social media. We are older than that. [00:24:40] I'm not saying that there aren't people in their forties that do social media brilliantly, but I ain't one of them. And so we had built very good referral networks. And when we combine, it's not like those shut off and we spend a lot of time making relationships in our communities.
[00:24:54] Meg: And so to this day, yes, we advertise for sure. We have paid advertising, we pay [00:25:00] somebody to do our social media, like we do all those things for sure. And it does help. But really, honestly, the best clients that I will ever have are clients that somebody refers to me because they have so much skin in the game and I'm getting follow up from that other provider or that other person.
[00:25:18] Meg: And so that's, to [00:25:20] us, that's a huge benefit to build that referral network. Sure.
[00:25:24] Libby: Absolutely. And that was such an incredible conversation, Meg. I'm really a fan of your business and what you're doing and you, is there anything else that you want to wrap up with today so the listeners can learn a little bit more about you or what you do?
[00:25:38] Meg: I think the only thing that I would [00:25:40] say is, you know, what has been really transformative in the way that. We have worked is honestly by embracing that coach model. And I know sometimes that nutrition providers, especially they kind of look at health coaching and they're like, oh, it's nutrition light and it's not it is not.
[00:25:58] Meg: It's 100 percent behavior [00:26:00] change and it's motivational interviewing. And, you know, I'm talking to doctors and pharmacists. and therapists, mental health therapists that are getting health coaching certifications. So, I mean, the last thing that I think I would say is if you're really struggling with client retention, as an example, or really struggling with the imposter syndrome, where you have to stay two, three, [00:26:20] four steps ahead of a client versus just being present and knowing how to respond, that kind of training can really transform your practice.
[00:26:29] Meg: And if you feel like looking at nested health coach certification, go ahead. We're provider only. But I just think everybody in the nutrition world can so benefit from that, that whether [00:26:40] it's us or somebody else, that would be my recommendation.
[00:26:43] Libby: Yeah.
[00:26:43] Meg: I'm all for motivational interviewing. It's great
[00:26:45] Libby: that you offer that.
[00:26:45] Libby: So thank you so much, Meg. It's been an absolute pleasure. Thank you. Looking for support to grow your dietician business or even get started? I invite you to join the library. Our monthly affordable membership that shows you exactly what [00:27:00] to do every step of the way so that you can create the business of your dreams.
[00:27:04] Libby: Not sure if it's the right time. The membership gives you an option to go at your own pace. We have modules, a road map to show you exactly what to do and monthly live calls as well as new content that we release. every single month based on requests. Inside of [00:27:20] the library, we have four stages of business.
[00:27:22] Libby: So whether you come in getting started or you want to enter the membership and grow or scale your business, we have the appropriate resources for you and our team, including myself available to answer your questions. Head on over to dietitianboss. com and check out the library today. We'd love to see you there.
