How To Add Specialties To Your PT Practice – Pediatrics, OT, Speech, Etc. With Adam Robin – Coach With PT Owners Club

Adam Robin, PT of Southern PT Clinic has been successful at adding specialties to his clinic. He has been providing additional revenue streams, opportunities for his team members, and needed services for his community. In this podcast episode, Adam shares his story. How he came about adding these specialties, what he learned along the way, and how they have benefitted his company overall. If a PT owner is considering adding pediatric physical therapy, OT, or speech therapy to their clinic, this episode is a must-listen.

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I got returning guest, Adam Robin, my coach and partner in crime here with the Physical Therapy Owners Club. Adam, good to have you on again.

Let’s rock it. Let’s do it.

For those of you who haven’t read the last couple of episodes that I’ve had with Adam, Adam is a coach that is working with me as we coach physical therapy owners to create more profit and more freedom in their businesses. I’m highlighting not only him but also his expertise and experience with a number of episodes on the show.

What I didn’t say is you are your own physical therapy clinic owner in Picayune, Mississippi, Southern Physical Therapy Clinic and he’s got pediatrics on board. We wanted to get into some of the niche stuff that he’s doing, especially as people are considering expanding into these other niches and what are some of the benefits and challenges to expansion. Tell us quickly. How many clinics do you have now? What other niches are you in?

We have two clinics, and we’re opening a third. Hope in days, we’ll have number three open up. I wouldn’t say that we’re in a ton of n niches but just a few that ring. Pediatrics is probably our biggest one. Our practice is now 50% peds. It’s a monster, peds. We’ve grown to 50%, peds but we also do vision some things like LSVT BIG and we do some FCEs. We do some work comp work. We contract with some home health agencies, so we have some therapists going in and out of the clinic doing some home health stuff, all kinds of fun stuff.

Tell me quickly at the point where you are now to get a bigger picture. Having these different revenue streams from not specific orthopedic physical therapy, does it give you confidence? I don’t know how to say it, but what are some of the benefits that you see from having these multiple revenue streams?

The main thing is the number of referrals. More referrals come here across the counter because when I was considering adding different types of services in the clinic, there are only so many pediatric kids in the area. If I count the number of kids in the area, then I can have a reasonable understanding of how many referrals. What you don’t take into consideration is the grandmothers that dropped the kid off, the moms, the relationships you develop with the school system, the daycares, and the other therapists in the area. It’s this growing and evolving network and your whole business goes up.

You’re tapping into networks that, in your situation specifically, you’ve got this pediatrics-related network. You’ve got a Parkinson-related network, especially as you tap into those support groups. Now there’s a whole different home health network that you have because of those contracts as well. Workers comp network has its own managers and physicians and whatnot. I can see where you’re talking about how your exposure gains and you also developed some specialties in specific areas.

That’s right. I don’t want to get too far on this topic. Essentially, people make decisions in a lot of ways based on their network and who they refer you to.

Where are the friends going?

You get on a lot of lists, and so your referrals go up.

I get it. Let’s start back at the beginning then. What made you decide to get into some of these niches or specialties?

I read an awesome book one time called Ready, Fire, Aim . I don’t remember who wrote the book, but it was a good book. Essentially, what it talked about was once you learn how to sell your product and you’ve met this capacity, there are two options at that point. Either you can sell more of them or you can copy and paste to a different product or a different line.

As I was sitting around thinking about ways to expand the practice, I started reaching out to my friends and my colleagues. I have a good friend. His name’s Spencer Shoemaker. He’s in Brandon, Mississippi. I tried to get him the show. Maybe one day we’ll have him. If he’s reading, Spencer, let’s go. He’s a pioneer in a lot of ways. He dove into the pediatrics world first. I let him figure out all the hard things, then I was like, “Show me how to do that.” I became a fan of what he was doing over there. I observed and he taught me some things.

You’re getting to a point where you were looking for other opportunities because you feel like you had leveraged the orthopedic outpatient stuff to a certain degree.

We started off in a smaller clinic. It was 2,200 square feet. It’s not huge. We got up to around 200 visits in that space, and it’s like, “We’re full. Now what?” Right across the parking lot, there was a 3,600-square-foot building. I’m thinking like, “How do I get that spot and fill it quick?” When you’re forced to start thinking about ways to drive traffic to your business, I start thinking about, “What new services? What new market can we tap into?” That was one of the catalysts that led me down the peds road.

Something I want to ask you about is this. People start thinking about niches prior to meeting capacity like you’re talking about. In your 2,200-square-foot clinic, 200 is about where things are getting tight and you might be maxing things out. Imagine someone’s at 100 visits a week and they’re thinking, “I need more patients.” In a 2,200-square-foot facility, “I need to branch out and bring in some other specialties.” Would you say that’s probably a little too soon?

I would say read Read, Fire, Aim. Essentially, you probably don’t have a diversification problem. You probably have a sales problem. You don’t have a solid marketing and sales plan. The first skill that any CEO needs to learn is how to sell well. When you can learn that skill and start to feel competent, then you can fill your pipeline. Once that’s full and not only can you do it but now you can train others to do it, you can start copying and pasting. That pipeline needs to be abundant.

The first skill that any CEO needs to learn is how to sell really, really well.
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Don’t start branching out into other specialties unless you’ve mastered the first and primary.

That’s right.

You’ve got into pediatrics based on your experience with your friend and saw what he was doing. If people are looking at pediatrics specifically, and this might be a small percentage of people but we can learn from the overall experience that you have, what was it a difficult addition? Was it harder than expected? Was it easier than expected based on your orthopedic experience? What could someone predict or learn from your experience?

The one thing I’ll say is I don’t know anything about treating kids. In fact, I don’t even like kids. I like my kids. No, I do love kids but you have to be a certain type of therapist to enjoy being in front of children 40 hours a week, especially if they have special needs. I think back about the book that we referenced in our last episode, Who Not How by Dan Sullivan.

I have an OT on my team, and she’s now my director of operations. She said, “Adam, what do you think about peds?” She’s my A player. She’s my aligned person. She’s the person that is like, “We’re going to conquer together.” When somebody like that brings something to you, you’re going to find a way to get that done right.

Would you have gone into peds if she weren’t there?

No way. I would’ve had to hire somebody specific like, “This is your baby.” I don’t know it.

That makes it so much easier. It goes back to the principle of the book, Who Not How. I’m assuming, and correct me if I’m wrong, if she came at you with any other program based on her being an A-plus player. You probably would’ve gone with it. She just happened to be in pediatrics.

That’s right.

She said, “My golf training program would do amazing in this community. I would love the opportunity to go out and kill it.” Now we’d be talking about your golf program, I’m assuming.

That’s probably lesson number one for any new thing that you’re going to try to tackle. Find somebody, what’s our mantra, step out and reach out. Find that person who can help you, and that’s what we did.

I’ve noticed the same thing in diagnostics. If you’re going to branch out into diagnostics, it’s important, based on my experience, to have that person on the team that’s like, “I’m going to head up the ultrasound. This is what we’re going to do. This is how we’re going to do it.” The EMGs, “I’m going to be the person. I’m going to be the lead person.” Imagine what you can even tell us, what does that do for her in your situation taking on that project per se?

She owns it. It’s hers because it’s not my idea. It’s her idea. She put her name on the line for it. There’s always going to be a little bit of risk for everybody. That’s her baby. It’s fun to do that work with people.

When you have people like that that are aligned with you, have visions, and you can help them fulfill those dreams that they have, it’s super fulfilling.

You make some deep relation. It’s like family.

Give them opportunities that they might not have had at other places, to be able to expand and grow within a community they already know and love, and now living out their dreams. That’s super fulfilling as an owner. It’s a great opportunity for your team. The other team members get to see that lived out like, “Maybe if I have an idea, Adam’s going to support me too.”

That’s probably lesson number one. We can probably talk for a week about peds because there are all kinds of things to learn because it does shift the dynamic of your entire practice.

Do you have to have a separate gym area for peds? Is it separate?

I would say you want to try to find ways to separate the peds as much as possible while also keeping it under the same roof because the challenge with peds is that you’re not going to make a bunch of money doing peds. You’re going to make a little money. There are some profits that you can make. It could be a very nice addition to your practice, but it’s not going to float your practice.

Would you say your profit margins are similar, better, or worse?

Only if you can keep it under the same roof. If you have to open up a clinic next door, then you have 2 front office people, 2 phone lines, 2 and 2, and that’s very challenging. If you can keep it all under the same roof and you can share that overhead, then we can make it work.

Outside of having the person then going through the actions of opening up the pediatrics practice, you mentioned it was cut and paste from your original orthopedics clinic starting up. Was there anything you came across where it was a little bit different in terms of credentialing or contracting with insurance? I’m sure there’s different equipment that you have, and that’s foreseen. Was there anything that was semi-different in establishing peds?

There are a few things. Peds is its own world. It’s like a new thing. One of the biggest things that I’m thinking of is they have what they call assessments that the therapists must have access to. If you think about a child and they’re running and jumping around, how do you objectify that? It’s not like you can throw a goniometer on them and put a number in EMR because that doesn’t exist in the peds world. What they do instead is do what’s called standardized assessments based on the child’s diagnosis and age. The therapists must have access to these things in order to objectively evaluate the children. Those things are a little expensive, so it’s a little bit of an investment there.

Is this separate from your EMR ?

Separate from the EMR. This isn’t something that you can make a copy off the internet. It’s like a $3,000 assessment that you have to have, and you have to have ten of them. It’s a lot. Not all of them are that much, but it’s enough to consider. That’s one of the big things. Aside from that, OT and PT, there’s not any difference.

Same codes, just different diagnoses.

Same codes, you get an NPI, and you get credentialed. However, speech therapy is a different world. It’s a little bit different there. They have untimed codes. It’s a huge difference. Everything is untimed. There are no fifteen minutes. All that stuff is out the window. It’s one code per treatment. I did an eval. I did an articulation treatment, one code.

It’s a flat rate, essentially.

There are a lot of insurances that will put speech in their own separate category. Sometimes it can become challenging to qualify a child because they make it a little bit more challenging to get the services that you need for speech. You do have to learn that. There is a learning curve there. Go ahead and carve out some headache time and some figuring out time. During the first 90 days, figure out speech because it’s going to be a little bit of a challenge.

That takes a lot of the heavy lifting off of you when you have someone heading it up. If there’s a takeaway from this conversation with you, especially as it pertains to pediatrics and maybe any other niches, it is finding that person to head it up that is not you and running together with them to help them fulfill that dream. I’m sure she’s doing a lot of this heavy lifting on your behalf and on her behalf to get this up and going. Anything else you want to add in regard to the pediatrics? I want to go into a couple of other things.

No, let’s move forward.

She was an OT that was on your orthopedic staff.

She was more of a neuro or OT, not super heavy with the ortho stuff.

Let’s talk about having an OT on your team. It has traditionally been hard to find physical therapists in the environment. People are having difficulty. That’s why people like Will Humphreys have a rockstar recruiter to help you find PTs. People have to put together recruiting plans like they have to put together marketing plans. We talked about that in our previous episode on how to find PTs. You had an OT on staff. That’s her. That’s now starting to have the pediatrics. Have you hired other OTs since then? What has been your experience with adding OTs to an orthopedic practice?

Here’s the thing about OTs. The learning curve to bringing on OT in your practice is very low. There’s not a whole lot to figure out. You still are going to use the same type of billing codes. The credentialing is the same. The only thing that you have to learn is the types of things that they can and are open to treating. You have to have OT on the order instead of PT. Once you learn that, there’s a lot of patience on your caseload now that you can refer over to OT, so you can open up more room on your schedule as a PT.

You can set them up in OT, to begin with. They can do the initial evaluation. They don’t have to be seen by the PT first. They can be evaluated and treated by the OT. I like that you added the comment about having OT on the prescription. We had an OT in our practice. The doctors will send over, evaluate, and treat. I can’t remember if this is true, but maybe you’ve had this as well. They had to add PT/OT. Specifically, even if it said evaluate and treat, they had to include OT on that prescription in order for some insurance to be cool with it. Did you come across the same thing?

Yes, with orders and compliance. I know it’s a pain in the butt, but you want to make sure it’s right because it always comes back to bite you. To get back to what we were talking about, having a hard time finding PTs is a challenge, but it’s a lot easier when you can also be looking for OTs. Now you’ve got this whole other profession.

It expands the pool.

If we’re just throwing darts here, I would say there are just as many OTs as there are PTs, probably about the same number. You’ve doubled your candidate list in the area. If you’ve got two PTs on your team and you’ve got a waiting list, it’s reasonable to think that, “Maybe I can hire an OT and give them all the upper extremity stuff.” Maybe that could solve your problem.

At that point, it’s a matter of weeding them out. Like we talked about in our last episode, you go through the same recruiting process and the same interview process and make sure they’re aligned with your team. If they’re aligned with your team and they pass all the interviews and job shadows, then let’s rock it. You give them the upper extremity issues and you’re off and running.

It’s also a recruiting tool as well in and of itself because most therapists who are passionate about clinical care enjoy working with a multidisciplinary team. I wouldn’t say all therapists, but I would say most therapists in general like bouncing ideas off of OTs and vice versa. It’s funner. A cool thing for you to advertise to new grads coming out of school to people who were in that PT world and looking for something fresh and new OTs are very creative in general.

Most therapists who are passionate about clinical care enjoy working with a multidisciplinary team.
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I’m not an expert, but most of them are working in skilled nursing facilities, neuro clinics, and whatnot. I don’t see a number of them opening up their own orthopedic outpatient clinics. This is an opportunity for those occupational therapists who are looking for something outside of those other venues.

It’s a lot easier if you’ve got some peds on the side. If you got a few peds that could be treated, maybe they’re 50/50, 50% adult and 50% peds. That would be a home run right there.

Is that what you’re seeing?

Yes, because the thing about peds, in general, is it’s 90% plus neuro-based. OTs are exceptionally trained in the neuro world. They’re comfortable with neurological things. They’re comfortable with peds. Maybe because I’m in the pediatric business, but I don’t run across nearly as many pure orthopedic occupational therapists as I do like a neuro-based OT who could easily step into a pediatric world.

Do they have enough training to step into the orthopedic world, even though they’re neuro-based?

Yes. Maybe you don’t give them complex hand surgeries or you don’t take those types of patients, but you can train them how to teach them a shoulder impingement, a total shoulder, things like that that are not too complicated.

Are you finding that the salaries are similar? Are they about the same as PTs? They’re not expecting less or more?

They’re not expecting less or more. I would say, if anything, maybe a hair less. One thing they’d be mindful of is OT and peds typically do have a lower reimbursement and profitability potential. You might have to come in a little lower than what you would offer an orthopedic PT.

If someone’s going to bring on OTs, specifically if they’re going to add on pediatrics. This needs to be under the same roof, the same address, and utilized for efficiencies of scale and economies of scale. You’re going to use the same front desk person. It is the same with EMRs. You’re going to have to consider buying some extra equipment, especially the assessment tools you’re talking about. It’s going to be an adjunct. This isn’t going to be a windfall of revenue. This is going to be another revenue that allows you to support the community, expand your base, and support also the team members that are excited about these other ventures.

That’s a great way to describe it.

If you’re going to do pediatrics, do you have to have a speech therapist on board? Is it imperative, or is it just a good idea?

I wouldn’t do it without it.

Is your speech therapist full-time?

Yes, we have several full-time speech therapists.

How many pediatric providers do you have at this point?

Probably about 10 or 12 or something like that.

Do you need to have that same number of speech therapists as providers essentially, or can one speech therapist handle 2 or 3 providers’ caseloads?

Here’s the thing about speech. Speech therapy in general will drive referrals to your clinic. Think about it. It is way easier and more recognizable when a child stutters, can’t swallow, or has some type of feeding issue as opposed to some low-level neurological problems that get unrecognized. The parents recognize when their child can’t talk.

He has this cleft palate or something’s wrong with his mouth because he or she’s making a weird noise. The awareness of that is a lot higher. Therefore, speech is generally the first thing that gets referred to. What we do is make sure we have a good speech therapist on caseload. When they come in for that speech order, we screen every child for OT the day they come in.

By the OT?

Yes.

They’re coming in for a speech evaluation. They’re going to get that plus the OT consult.

Correct. They’re going to get an OT screen. We typically pick up that OT patient that way, catching them on the screen.

Because you’ve said that, my experience has been, if you’re going to start a peds program, most referrals or maybe most insurance companies might not be too happy with you just having a PT on board. They’d like to see you have PT and OT. Am I wrong in saying that?

No, that’s great.

They would like to see you have PT and OT on staff. Because you mentioned how important speech is, would it be cool if it was a physical therapist and a speech therapist, or do you need to have all three professions in order to justify your pediatrics business?

No. I would say if I was going to start with one, you have to have a speech. It’s going to be harder to drive referrals to your business without a speech therapist. It’s not necessarily going to be a challenge, from my experience, with insurance companies. There’s a lot of low-hanging fruit and a lot of referrals that you’re going to miss out on if you don’t have that speech therapist.

That changes my thinking. I was always under the impression that if you’re going to start a peds practice, you got to ha have an OT, but you’re saying that’s not necessarily the case.

No, I would say the opposite.

Speech might be more important. I see. That’s interesting. What’s the market like for speech therapists out there?

They’re everywhere. I’m lucky because I’m about 30 minutes South of a speech school. I’m very blessed to have developed a relationship with that university. We take on students and do all the things that we’re supposed to do there. I know that they graduate every year, and we’re always networking with those students.

You’re always at the student fairs, talking to the people, and you’ve got the contracts. We talked about that last time as well, interacting with local therapy schools.

Speech therapists are smart professionals. They come out of school very smart and well-prepared to be productive and ready for their first year.

They’re not like your typical physical therapist that comes out and during the headlights like, “You’re going to make me do an eval now? What?”

It’s amazing because they typically come out of school and they’re like, “I’m ready.” They may not be fully ready to be maximally productive, but they’re ready to treat. We don’t mind taking on those new grads. They’ve proved up strong every time.

What are their salary expectations as well? Where do they compare?

The thing about speech is it’s a little bit different than OT and PT. Their first twelve months of their career is called their fellowship year. They have to complete a fellowship year with you where they’ll be practicing with a temporary license for that first year. After that year, they can obtain official independent licensure, then they’ll be fully credentialed with ASHA, which is the state board. We typically start our speech therapist around $32 to $34 an hour. Whenever they get through that first fellowship year, we give them a $2 raise, so $34 to $36 an hour.

The peds in general, the PT/OT, we’re not talking about this being a huge windfall in cash for you. This is an added revenue stream that can bolster the practice.

There’s another perk as well that I want to make sure that we talk about. The thing about orthopedics in adults is that, in general, the caseload may not always be steady. Maybe we have a bad month of drop-offs. It’s harder to hang on to adult patients sometimes. We have to make sure that we’ve got some systems in place to keep them steady. Peds is a little opposite. It’s a slow ramp up, but once you get that therapist full, they’re full.

The thing about orthopedics in adults is that, in general, the caseload may not always be steady. It's harder to hang on to adult patients sometimes. We have to make sure that we've got some systems in place to keep them steady.
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They’re consistently full. There’s no seasonality to it.

The kids have special needs. They’re going to have special needs now, the next day, next year, and the following year. They stay on caseload for months at a time. It’s nice to have that predictable, dependable and you’re providing an awesome service for the community. The patients are getting what they need. The therapists are being fulfilled. Once you have that established, it’s easy to maintain.

The one thing I want to highlight here is, from your experience altogether, you had no desire to get into pediatrics to begin with but you were open to it because it still fulfilled the purpose of your organization. I don’t remember what your purpose was back in the day, and it’s probably changed since, but it wasn’t all about being the best orthopedic one-on-one provider in the county all that crap that PT spews. It was a greater purpose that allowed things like this to flourish.

That’s right, 100%. I feel just as fulfilled doing that. I would say maybe even more fulfilled. It’s awesome to learn.

It hasn’t necessarily switched your mind like, “I wish I could be a pediatric provider now.”

Don’t lock me in a room with a pediatrician.

I can sense you don’t want to touch it with a 10-foot pole. It still provides fulfillment for you.

It’s amazing. You get to see kids say their first words, and you see the therapist coming out. They’re crying. They’re hugging the parent, and they’re high-fiving. The orthopedic people over there are like, “Fist bump.” It’s hard not to fall in love with something like that. It’s such a cool thing to develop your culture because we do things like, “Let’s paint ornaments for Christmas. Let’s carve pumpkins for Halloween. Let’s do a drawing or coloring contest with the kids.” It’s fun stuff.

It brings some life to the orthopedic side to all these old people.

They compete. They’re like, “What are you guys doing?” They’re always trying to level up and compete with each other.

You got games going on between the providers, patients, and that stuff. That’s fun times. I love that we were able to get into the OT aspect and speech therapist aspects. I probably need to bring my friend Ryan Wooley back on because he started incorporating a social worker on his team into his PT practice. He doesn’t have peds or anything like that, just a straight orthopedic clinic.

There are opportunities like this, and pediatrics is one way of adding these other specialties to the clinic that can be a benefit to your company. To get into the other ones that you mentioned, what extra did you have to do to add to the LSVT program or your FCE program? Is it a matter of going through continuing education to add those on essentially?

I would probably discourage jumping into those spaces without making sure that you know how to put together a marketing plan. It’s not like, “Your therapist is LSVT certified. We’re just going to wait for the next Parkinson’s patient to show up.” You have to know how to find patients, build a message, and leverage the communication channels that you have to get the word out so you can drive volume to the clinic.

It goes back to what you’re talking about. It starts with Who Not How. If there’s someone on your team that’s like, “I want to run this Parkinson’s program. I’m going to take the course. Will you pay for it?” if it were me, I’d say, “It needs to be more than that. If we’re going to get into this program, I need you to do a little bit more brain work and tell me how you are going to get these Parkinson’s patients. What is that going to look like? W here are we going to put them in the gym when they come?” These are one-on-one treatments for 45 minutes to an hour.

Five days a week.

Is that something that in order for you to set up the LSVT program, you had to work on with somebody?

Yes.

Do you have one person that heads that up, essentially?

That’s right. It’s your program. I do assist with the marketing.

They need to make sure they’re following through with the marketing program. It’s not like you’re the one beating that drum every week.

I would say that I don’t so much do the marketing. I coach them and teach them how to market it. I provide them with the formula then I follow up, measure, and coach them.

I love the success story that you’ve had there because number one, I’ve never highlighted pediatrics here on the show. I was excited about bringing that up, but we also haven’t talked to him very much about adding OTs, speech therapists, and niches in particular. We might have highlighted other niches, but the process and the thought process behind adding these niches start with the who.

If you’re in a place now where you’ve got some systems, you know how to market, and your therapists are full, I would sit down with a blank piece of paper, get creative, and think about what are ten new fun things I can add to the clinic.

Even ask your team based on what you’re talking about.

Ideally, ask your team and then connect. Maybe you can list your entire team. Maybe ask them, “If you could bring one new thing to the clinic, what would it be?” Ask every person on your team that and do it. What do you get to lose?

That’s super cool. The opportunities are there. It’s important to reiterate that we’re not talking about this is how you’re going to grow your orthopedic practice because to have a struggling orthopedic practice and then add another program on top of that is a distraction at that point. You’re not going to do well at either one, essentially.

Make sure you’ve got things dialed in. You’ve got your policies and procedures in place. You’re following protocols. You’ve got a team in place that is productive and you’re managing them and coaching them appropriately. Now, what? Is it another location? Is it an additional specialty? That makes me think. If you are an A-plus player that wanted to do what pediatrics said, “I want to be a partner in my own location,” it’s the same experience, is it not? You would’ve said, “Let’s go.” She just happened to want to do pediatrics.

That’s where she learned. I’m the guy with the machete chopping through the woods, figuring it out. Opening up that peds was a perfect avenue for me to have that time with her to be like, “Come check out this path I went down. Let me show you what I did.” Now she’s got that experience, and now it’s like, “Let’s roll.” I got a clone almost on my team. She’s great at things that I’m not good at, and I’m great at things that she’s not good at. It’s so much more fun. When you can invest that type of energy into your people, you can make whatever you want.

Is she the one opening up that other clinic?

No, she became my director of the whole clinic. We created a new director training, and now we’re putting directors in each of the clinics. She’s going to become our director of operations. She’s going to oversee all three clinics.

That’s so fun when you can help people grow leadership capacities.

I don’t have to work hard anymore. I get to do what I love to do. Not that I’m not working hard, but it’s a different kind of work. It’s a fun time at Southern now.

Did you ever envision that you’d be at this point, or do you feel like you are still not where you want to be?

I don’t think you’re ever where you want to be.

That’s true.

Growth is one of our values. I don’t think that I’ll ever be content, but I don’t feel greedy. It’s more of a place of fun and excitement. To answer your question, I have always envisioned myself growing. I had a ton of doubts, and I didn’t always believe it. You surround yourself with some good people and they prove you wrong every time.

Surround yourself with some good people.
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It makes it so much easier to start trusting other people and also trusting yourself in trusting other people. When you see some of these results, you can say, “My radar is kicking in. I know which person’s going to succeed and align with me. I can start trusting these people and finding more and able to find more and more of them.” That’s cool. Thanks for sharing. If people wanted to get in touch with you, how do they do that?

Email me at ARobin@SouthernPTClinic.com. One day I’ll have a PTO Club email address.

That’s right, someday when we can afford it. That’s big money.

Email me. Join the Facebook group if you haven’t. I’m going to start being more active on the Facebook group. I want to get to know everybody in the group. I want to learn. I’m here to serve. Shoot me a DM and let me know what’s going on. If I can help, I’m happy to help.

Check out Physical Therapy Owners Club , the Facebook group. Go to our website, PTOClub.com if you want to do a discovery call and talk business with me and Adam about how we can help you as PT owners create and generate more profit and freedom for your clinics. Thanks again for joining me. I appreciate it.

See you next time.

Adam Robin, PT is the CEO and founder of Southern Physical Therapy Clinic, Inc. where he is primarily responsible for the promotion of the company culture, vision, and strategic planning of the organization.

Adam was born in New Orleans, LA. He and his family later relocated to Picayune, MS in 2000 where he eventually fell in love with the community, and established his roots. Adam is husband to his loving wife Niki Robin and father to his son Kade Robin and daughter Logan Robin.

Adam attended The University of Southern Mississippi where he received his Bachelor’s degree in Exercise Physiology in 2014. Finally, Adam later attended The University of Mississippi Medical Center where he received his Doctorate of Physical Therapy Degree in 2017.

Since graduation, Adam has been committed and driven to make a positive impact in the world of physical rehabilitation. Adam, with the help and guidance of mentors, founded Southern Physical Therapy Clinic, Inc. in 2019 and has since developed a passion for leadership. He continues to work closely with business consultants to continue to grow Southern to be everything that it can.

During his spare time, Adam enjoys spending time with his family and friends. He enjoys challenging himself with an eager desire to continuously learn and grow both personally and professionally. Adam enjoys a commitment to recreational exercise, and nutrition, as well as his hobbies of playing golf and guitar.

Adam is inspired by people who set out to accomplish great things and then develop the
discipline and lifestyle to achieve them. Adam focuses on empowering and coaching his team with the primary aim of developing “The Dream Team” that provides the absolute best patient experience possible.

He believes that when you can establish a strong culture of trust you can create an experience for your patients that will truly impact their lives in a positive way.

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