Having a strategy in place is crucial when starting a new business. Today, I’m chatting the 6 steps to optimizing your startup strategy in the mobile ultrasound industry. From business plans to vendors, I’m dishing the details on having the right plan in place.
Hello and welcome to the Talking Tech Podcast, a sonographer’s guide to entrepreneurship. I am your host, Jennifer Lindsey, and today I’m so excited to chat with you about six steps to optimize your startup strategy for your mobile ultrasound business. Having a tried and true plan before you’re ready to get out there and market to your doctors will be so important. So, today we will go over the backend work you need to do to ensure you have all of your ducks in a row before you get out there and start marketing to your doctors. So let me go through these six steps, and then we’ll dive into each of them specifically. So first things first, we need to understand our market. So that means having a business plan and a market analysis put in place so that we understand our general area, our market, our physicians, local to us, the types of reimbursements that we’re getting back in the area so that we can come up with a pricing structure that works.
We also want to have a business plan put in place, and I’ll go over the main specific points we’ll need to have in there. We also, number two, need to understand the legal implications of us providing these services and the business setup as well. Because the moment you start going into a practice with not just yourself as the tech as a staffer, but you go in. You bring in the ultrasound equipment, and a million new rules and regulations apply. We have to know what these are to make sure that we are providing a service that is a legal, legally set up service and a legal way for us to do business inside these physician practices because the doctors are the ones billing. And I’ll review our business setup again if you haven’t heard from me yet.
I’ve got a few podcasts and blog posts that I delve into specifically. So if you need more information, please refer back to those. But we need to understand that because the doctor is the one billing and receiving reimbursement back from insurance and Medicare, they are the ones who get in trouble. They can have their Medicare license taken away from them. They can get in criminal trouble for the services that we are providing. So it’s got to be above board, and we have to make sure we understand those legal implications. The third thing we need to have in place is a marketing plan. On my podcast last week, I reviewed the five-step sales process we teach our students. Of course, our students get detailed information on all this, but I did a great overview.
So if you are interested in getting deep into that, go to the podcast from last week to check that out. And if you want even more details, you can definitely message me with questions because I would love to get you some of the information we provide our students. But it’s important to have something in place so that you know how to move them through that sales process when you’re out there talking with your physicians. Obviously, most of our students are ultrasound techs, so they’re not well-versed in sales. And so knowing what that sales process will look like and how to move your doctors through that process is very important—getting closed sales at the end. You also want to make sure you know what vendors you need to have in place too. There are certain groups we’re going to have to work with to provide services such as pacs or accounting services, those types of things that we’ve got to have in place for our business before we get started because we want to make sure that once we get out there and start marketing to the doctors, we’re ready to go. We have all the people in place to help us move that needle forward.
You also want to have an idea about the ultrasound machine. We suggest not purchasing your equipment until you are ready to start that first account. Why? Well, it makes most business sense to cover the cost of the equipment with the new revenue you are bringing into your business. We have so many techs excited to get their ultrasound equipment, and rightfully so. Having your own piece of equipment that you own yourself and have at your house ready to scan patients is so exciting. And so we’ve got a lot of techs that think their first step when they’re getting ready to start their business is to buy their machine. But it makes the most business sense to wait until you’re ready to start that first account before purchasing or leasing your ultrasound equipment like I said, because that way, the revenue that you’re bringing in from that new account can help cover the cost of the equipment.
So just having an idea of the type of equipment may be that you’re looking at in an average roundabout cost so that you can make some cost projections on that side. Knowing before you get out there and start marketing to your doctors is important. Number six, here is an implementation plan for new clients. So this is obviously very important because we can have everything laid out on the backend ready to go. We start out sales in our sales process and marketing to our doctors, and then we get that closed account. What do we do from there? How do we make the service we provide as seamless and easy as possible? We’ve got to have an implementation plan in place to do so because we want our clients around for the long term. And the easiest way to do that is by providing exceptional customer service and an easily laid out plan to provide these services in their office.
All right, so we’ve given you the background here, numbers one through six. Let’s dive into each of those a little bit more specifically for your market analysis. You want to know the number of physicians local to you. I would start out with between a 25 and 50-mile radius in your area of the types of doctors you can provide services to. So as the sonographer, you know what types of services you can provide, and you can make sure that you understand which types of physicians are going to be able to utilize those services. So, for example, we don’t want to market to dermatologists because they’re not going to order ultrasounds, right? So we don’t want to just look up every single MD located within a 25-mile radius of us. We want to have a list of types of physicians. So you know, internal medicine practice, doctors, cardiologists OB/GYNs, family practice doctors, as a few examples, we can even go into specialties and those types of things too.
Now, will some of these doctors already have ultrasound? Will some of them be owned by or employed by a hospital and unable to use our services? Yes, but initially, we’re just getting a list of the types of physicians that could use our service. So we have an idea of what our market looks like in our area. The other thing that we want to do is delve into the average reimbursement. And so, we want to know how much insurance is paying back to the physician so that we know how to set our pricing structure. Now, the average price across the board will be higher on the East Coast and West Coast, but to give you a good average, it’s about $125 an hour. And I’ll talk a little bit more about that in we get to number two in the legal implications.
But that’s a good average for you to get started with. And so if you’re seeing that your reimbursements, let’s say, in California, obviously are going to be higher than us here in Indiana, you can likely charge more than we would because the reimbursements to the physicians are higher. The other thing that you want to make sure that you have in there is just an idea of what you’re going to be looking at as far as the number of doctors, the pricing that you’re going to be charging, and the types of ultrasounds now that you can provide. So usually, we’ll have a little section at the bottom of our market analysis template that all of our students have access to that lists out some of the main types of ultrasounds, and that way, we can look up some of the ones that are lower-paying, some of the ones that are higher paying and get a good average of about how much we’re looking at back to the physician from those ultrasounds as reimbursement to kind of determine that pricing.
So the market analysis is just a few things, kind of finding out basic information about your market, which definitely goes into the business plan. Now, an average business plan has multiple sections, and I’m going to go through those a bit. For those of you watching me on YouTube, I’ve got to look at my notes here just to make sure that I go ev over every single one of these for you. But the first section you’re going to have in the business plan, and by the way, this is a template we have for all our students. So if this is something you need, please let me know, and we can connect you. But the first section you will want to have is an executive summary. And this is telling your reader, so whomever you’re giving this business plan to, a lot of people use this for funding or honestly, if you don’t need funding or it’s something that you’re going to fund on your own, just having this as the kind of roadmap for your business is important, even if you’re not going to use it for funding.
But this executive summary briefly tells what your company is and why it’s going to be successful. So you want to have a mission statement, your specific product or service. So in our case, that will be the mobile ultrasound services we are providing. And then basic information about the leadership team, employees, and locations. So you would have a roundabout area where you will be providing your services. Likely when you start, it’s going to be you as the leader and you as the employee. So you would just discuss exactly what types of services you will be providing and how you will be doing that in your area. You should also include any financial information and high-level growth plans in this section if you plan on asking for financing. So you would want to delve into that a little bit deeper there.
The next section you want to have is a company description. So here, obviously, we’re using a description to detail what information we have about our company, what services we will be providing, and what problem our service solves. So here we would detail out the information about how many physicians don’t have enough patient load for it to make sense for them to purchase ultrasound equipment and have to buy it and have it sit in their office multiple days a week because they may only need it a day a week, right? Based on their patient load, they’d have to hire a sonographer; they’d have to manage them; they’d have to hone in, and try to make sure that they are filling up that sonographer’s time with patients. And so, for us to provide a service where they are using it on an as-needed basis makes way more sense for these physicians.
So we’re touching on that niche there and discussing the problems we can solve. So the physician is going to have the benefit to them is going to be providing services in the office as a service provider for medicine. They’re a business. They need to be thinking of all the revenue streams that they have. And so you are coming in and providing the service where their billing insurance, paying you a fee to provide this service is a revenue generator for their office. So that’s one of the things that we can provide is revenue generation for the physician that solves the problem of a doctor trying to come up with ways to bring more and more revenue into his practice. And this allows us to do it so that they do not have to do a bunch of extra work.
They don’t have to hire anybody or buy anything or manage anything. They allow us to come in on a scheduled basis and provide these services in the office. So be specific and list the organizations and businesses that may be local to you. So I would say these types of physician practices are who we are going to be targeting. And then explain any competitive advantages that are going to make your business a success. So many of our students put in their business plans that they work with business consultants and coaches to provide them with sales, marketing, and legal information. It’s something nice that you can put in there. Other things that you would be able to add are your specific information on your background, what you’ve done, where you’ve worked, all of the things that have created such an amazing sonographer in you, and a way that you can explain how you’re going to provide services to have that competitive advantage going in these offices, providing services with revenue generation for the physician, cost savings for the patients.
These are all competitive advantages that you have as opposed to them sending their patients out to the hospital. We already talked about a market analysis, but this is a good section to put that overview in. And then, you could use the actual market analysis template you put together as an addendum to your business plan as additional paperwork. Okay? And then you’d want to have a section two on organization and management. So you would explain how your business will be structured and who will be running it. You’d have information on the legal structure of your business. So you would list out whether your company’s going to be an S-corp, a C-corp, or an LLC, and then you would show each person’s unique experience and how they’re going to contribute. So likely, as I said, this is going to be just you. So you would have all of your expertise and experience listed out there as the operations director of your company.
And so with that, you’re going to be doing marketing, you’re going to be doing the actual ultrasounds themselves. So you could also include resumes or CVs in this section so that the groups we are sending this out to for potential financing could see those. Then you want an entire section on the service or product line. So for us, of course, that’s mobile ultrasound. So you would explain how that will work, what it will look like, and how we would provide these services to the physician’s office. And then you’d want to also have a section on marketing and sales. So how will you be providing the marketing and sales structure to these physician offices? And you need to kind of put goals in this section and describe how you’re going to attract and how you’re going to retain your physician clients.
And then if you are asking for funding, this is the section, the next section here, you would want to put a funding request, how much money you’re asking for information on that. It says on this list here that I just went over what we have in our business plan. You would want to list out the terms you’d like applied and the length of time potentially. So this would be if you are requesting funding, this is a great place to put that in. And then, lastly, you’ll want to have some financial projections. So we have an hour template and an entire like profit and loss Excel spreadsheet section. So you would want to list out what you’re expecting to make all the financial projections, including balance sheets and cash flow statements, those types of things if you already have a business, because I know some of the people that listen to this podcast have a business here already.
And so if you’ve got a business already, you would want to include those types of things in this section or just have your goals and projections if this is a new startup in that financial projections section. So there are quite a few here. I will list them out again for you so you can write these down. So number one in the business plan, number one section executive summary, then you want a company description, you want to list out then your market analysis, the organization, and management, your service or product line when explain you know, what you are going to be providing, your marketing and sales approach, how you’re going to keep how you’re going to attract. And then also keep and retain clients. A funding request if you’re asking for money. And then, finally, your financial projections. So business plan takes a lot, there’s a lot of information that goes in there, and it can be ever-changing too.
So if you or have been in business for a little while and need to change that up, change your projections, change exactly how you’re marketing those types of things, this is something that can always be updated and changed as you go—so moving along to number two, legal implications and the business setup. So as soon as you bring in the ultrasound equipment, many more laws now apply to go in as a staffer. So if you have your own business and just want to provide staffing for offices that already have their ultrasound equipment, this is easy. There is a much simpler contract. If you want to set it up that way, you can provide services on a patient basis, like a per-patient payment basis. The moment you bring in your equipment, you can no longer charge per patient.
That’s considered per click, and it is a Stark and anti-kickback violation. So really important to note that you cannot charge by the patient when you provide services with both the ultrasound tech and the equipment. So that’s very important for you guys to understand, and that is why we set our students up with a service agreement contract where they’re providing the services in the physician practice hourly. The way that that is best set up is to schedule them out in half-day or full-day sessions. And so, depending on the physician’s patient load, you may go a couple of half days a month or a couple of full days a week; everything will vary based on your client’s patient load. But that is the best way to set it up to ensure it is legally set up. Now you have to have a contract in place for this, which can be one of the most expensive startup expenses for you because healthcare attorneys are not cheap.
I have done a few blog posts and things on this, and that is why one of the things that we provide in our ultrasound business academy is all the contracts that our clients need because that is so important to have all of those when you first start. And so that’s just something to think about: the actual contracts are something you’re surely going to have to have. And so we want to make sure that we’re in compliance with Stark and anti-kickback, which means we’ve got to have those hourly rates and have our contract set up for a year. Our contract has a 30-day cancellation in it, which is nice so that the doctors don’t feel like they’re signing away their firstborn child, but it’s got to be for a one-year session to be in compliance.
And then there are a few other legal implications that you need to consider, too, if the physician can’t interpret their own studies. So there is a rule called anti-markup and a few ways to comply. We go into this specifically for our students, but in general, the physician that is having the services in their office, so your physician client can’t profit on the reed if they are not doing it on their own. So let’s say, for example, in Indiana, I think our echo professional component, so the Reed portion allowable for Medicare, is about $68 or so, but our cardiologists only charge $45 for the read. So if a physician were to bill Medicare $68, right for the interpretation, but they only paid the cardiologist $45, they made a profit on that, and that’s not legal at all.
There are a few ways to get around that, and like I said, this is something specific we go with for our students, but that’s something you’ll need to figure out and have the details of so that you can explain to your doctors. The last thing you would want them to do is get in trouble with Medicare. This one, I believe, does have a criminal liability issue if they are not compliant with it, which means they can go to jail; some of these, some of these rules, the consequences are just getting your Medicare number taken away or getting fined others they can go to prison for prison, I don’t know, jail, whatever. But it’s something that you need to think about because you want to provide the service in a way that they are completely protected and that all of the exceptions have been accounted for in the agreement so that everything is set up and up and up. You’re providing the very best service possible legally, right?
Okay. So that is kind of an overview of the legal, business setup, kind of how it would work in the physician practice. The next step is to ensure you’ve got a strong marketing plan in place. And for those of you, like I mentioned, obviously 99% of our students, our ultrasound techs, have never been in sales before. And so, a lot of times, it’s hard to figure out how that will work and what you need to say. Like I mentioned in a blog post last week on the five steps, we teach our students as an overview. So please go listen to that. There’s a lot of great information in there. But the basics of the sales plan that we suggest putting together is a five-step process. Number one is prospecting.
So finding out correlates a bit with the market analysis you would’ve put together, finding out those types of physicians local to you, and getting a list of the doctors that could use your service. So any type of physician that would order ultrasounds that you can provide as the tech are going to go on a list. So we’re looking on WebMD, we’re looking on Medicare’s physician finder. There are tons of different places you can buy lists of doctors. There are a lot of places to kind of compile this initial list. But once you have those doctors on there, that’s when you’re going to start going and doing these initial office visits where you are working to chat with a doctor. We want to find out from them, explain a little bit more about our service and find out if they’d like to move on to the next step, which is finding more specific information about their practice and what we could provide for them.
So in that initial visit, you would be giving more information about your service, the types of things you’d be able to provide, and trying to move them into the next step, which is the discovery. So that’s step number three is finding out discovering more about their practice. So types, numbers of ultrasounds they’re doing on an average basis. Usually, finding out either per week or per month is a better one on what they’re ordering so that you can create a revenue analysis for them if they had you come in and provide services and pay you, for example,125 an hour for these services, how much revenue could their practice make and what could they look at having as an opportunity for revenue generation by having you come in. So that’s step number four is the revenue analysis. And then step five is closing the contract.
So once you’ve presented the information on what you can provide specifically for them based on the information you found out from the discovery, that’s when you go in and discuss the final bits of information. Here’s how our service is set up, here’s contractually how it would work. And that’s when you’re going to start those closing statements and working to close that contract. So those five steps again are prospecting, finding out types of doctors that could potentially use your service, put those on a list, start going out and visiting with them, having that initial visit where you’re discussing more information about your service and getting them interested enough to do the discovery, which is number three. So finding out the types and numbers of scans they’re doing on average moves you along to step four, which prevents presenting a revenue analysis to them so that they would understand more about what can be provided in their office as a revenue generator.
And then step number five is closing that contract. So having a really good marketing plan in place is super important. Now we also want to make sure that we have information readily available whether we’ve already contracted with them or not, but have an idea of the types of vendors that we would need to have in place to be able to provide these services in the physician practice. So those types of physician vendors for this type of service are just a basic list; you’ve got to have a PACS provider. You’re going to have to be able to get images from your machine to a PACS so that an interpreting doctor can read them. You’ve got to have a scheduler. I suggest that the PACS group that we use and that all of our students have access to has a scheduler right in the PACS.
It’s so cool that the office gets its own username and passcode that are all HIPAA compliant. They don’t have to have any hardware or anything software. Nothing has to be put into their computers or their office. It’s all web-based. So they log on and see their schedule so they can pop patients right on the schedule on the days that you’re coming in. Those are the only days that are open and available for them to schedule. It also auto-populates the timeframe it takes you to do each exam. So they’re not double booking you; they’re not giving you 10 minutes for an echo, for example. So it’s a nice setup, and that’s what we do for our mobile business here. It’s been so nice to have that opportunity to have them have a scheduler that’s in the pack. So they’ve got one tab for a scheduler and one tab for the PACS where they can view all of the images and reports once they’re completed, and it archives everything for them too.
So those two things are nice to have. Obviously, a PACS is a necessity. A scheduler isn’t necessary, but it makes our jobs so much easier. You also want to make sure you have interpreting physicians put in place too. We are so excited to be able to provide that as an option for our students because that can be hard to find. And if you do find them, they often have monthly minimums and those types of things. And that’s where this can get expensive with vendors. Many of them have minimums because bringing new clients on board for PACS costs a lot. For example, they have to build you out a complete website, and if you’re starting from zero, you know they have to have an implementation cost to cover all of that. So likely, most of the groups that, if you go out and find these on your own, are going to have minimums to either get started or monthly minimums for you.
So that’s something to consider. And it’s one of the reasons why we’re so excited to offer that, that all of the vendors we use for our students don’t have any minimums—just such a huge cost saver in the beginning. You also want to make sure you’ve got someone ready to go for insurance. So there are multiple types of insurance you will need for your business. And so having an insurance agent ready to go and having quotes on that’s going to be important before you get started. And then you want to have a vendor for marketing materials. So you are providing services out in physician offices. The other reps that are also vying for these doctors’ attention work for billion-dollar companies, right? We’ve got pharmaceutical reps and medical reps and all these people coming in that are talking to the doctors too.
And even though it’s a different service, they’re bringing in marketing materials that billion-dollar companies created. We need our stuff to look good. I’m saying don’t make your logo at home, don’t make all your marketing materials at home. You’ve got to get a graphic designer to do all of these things for you. You want to have a website; you want to have a marketing handout, you want to have a logo and business cards, and all of those things professionally made so that you don’t look like a mom-and-pop shop even though you are because it’s fine to be a mom and pop shop. We just want to fit in with the other groups that are spending a lot of money on their marketing materials, and it can be done very inexpensively. But you want to have someone professionally provide all those for you.
A few other team members as vendors you would want to have in place is a CPA. So having an accounting firm that can do your business taxes is going to be very important because you’ll likely have many questions that come up along the way. As soon as we started our business, we had to get an accountant because there was no doing your taxes anymore, guys. Okay? There are so many things that you have to make sure that you do. And so having a CPA or an accounting firm to help you along with that is super important, and you can use them as much as you need. So we do all of our like daily books and all of that, but they deal with any of the payments that we have to make to the IRS for our employees and all of that type of thing.
They deal with all that. They tell us what to pay; we pay it, and it’s good to go. And then, at the end of the year, they do all of our into the yearbooks and put things together for all of the stuff we have to send out for our tax returns. So it is amazing to have someone to help you. And then along the way, when you have questions that have that expertise, and then obviously if you’re getting your contracts on your own, you’ve got to have a healthcare attorney. That’s super important, and it’s a requirement. If you’re going to have contracts put together, you must have them by a healthcare attorney. I’ve said this a lot, you may have heard me say this before, but to me to give you guys a good analogy that you’ll understand, it’s like if you went to sonography school and you touched on echo and then someone ten years later, you haven’t done it for ten years, someone ten years later asks you to do an echo.
Well, you’re not going to be well-versed in it. You may be able to study it quickly, but you won’t be as good as you would be if you had been doing it for ten years. And being an attorney is the same way. I mean, people work for law firms that have specialties for a reason, and it’s the same thing. They specialize in certain things, and yes, they could likely put a contract together for you, but it will take a lot longer because they don’t know right away where to research all of this stuff. And so it will cost you potentially more because it will take them longer to research it, or they will leave some things out they didn’t realize they needed to have in there. And that, to me, is one of the most important reasons why you need to have a healthcare attorney create the contracts, which again is why we are so excited to be able to include those in our business academy so that our students don’t have to even worry about that.
Cause that can be a very big cost in the beginning. So those are your main vendors that you’ll want to make sure you have put together and ready to go when you’re ready to start that business. And then our kind of fifth step here is to have an idea of the ultrasound system. And I touched on this when I first started the podcast today; you don’t want to buy it until you’re ready to start that first account but have an idea of how much it will cost. And that way, you can have revenue projections when you say, okay, if my first few accounts I’m working one or two days a week at $1,000 a day, that’s $2,000 a week in gross revenue to me or $8,000 a month in gross revenue. If the ultrasound system’s going to cost me, X, now I know what my potential monthly net profit will be by subtracting out the expenses you know you’ll have.
So that’s something important, and that would be outlined and covered for you once you put it all together in that business plan, which is why it’s nice to have that even if you weren’t getting funded. It’s nice to put that together because you have a big-picture projection of what you’re looking at. And you can put goals in place with that too. Definitely portable, don’t kit. Hey, big piece of equipment, and buy a van with a lift gate. That’s not necessary. There’s amazing portable equipment. We personally, for our business, use the MindRay. I get about a 50-50 response on that. Some people have heard of it; some people haven’t. But they, their systems are amazing, their warranties are amazing. It’s a real true shared service piece of equipment. So we do from echoes to OBs, and we can use the same machine, obviously different probes, plug them in the back, and be ready to go.
It’s been nice for us. That’s something that’s important. And one of the things that we are also able to provide to our students, which I just always like to tell people, is that we became vendors years ago for a lot of the major manufacturers because our students had so much trouble either getting the equipment they needed or getting good pricing on equipment that they needed. And so that’s something to take a look at and consider pricing and that type of thing when you’re looking at the ultrasound equipment. But again, wait to purchase and release that until you’re ready to start that first account so that gross revenue can cover that expense. And then one of the other, the last step here, one of the other things that are so important is having an implementation set up, ready to go for when you do start that first account because you want to be as seamless as possible when you go into your first account down to your 20th account.
It’s so important. We still do the same thing every time we start a new account for our mobile business. And so, just as a quick overview, having an idea of putting an implementation plan together for us, I would suggest including an implementation meeting before starting that first account for everybody. Always have an implementation meeting, no matter how long you’ve been in business. We usually try to do it about a week or so before we’re ready to start. If you do it too soon, people will forget what you told them. And if you do it too close to the time when you’re actually starting the account, it may cause a little bit of a scramble. And so about a week or so before you’re starting that first account, go in there and meet with anybody who’s going to have their hands in ultrasound.
So usually that’s the office manager would be any of you know, the nursing staff that will be included in that. Sometimes, the medical assistant will have a hand in it. The schedulers, for sure, any of the billers in the office. And that way you can go over how all of that works, how that’s going to be put together, how it’s going to look for them, what you need from them when they when you come in. you know, and that way they have an idea of what it’s going to look like so that when you go in for that first day, it is as seamless as possible. So what we do is we put a binder together with all of the information. We got a page on an overview of our service, what it looks like, what the billers need to do, and what the schedulers need to do.
What we need when we come in a list of those things; that way, they’ve got a binder filled with all of the information, you know, our contact information is right in there. We have printed out pages of how they navigate the PACS, how they navigate the scheduler, and all of those things so that they have an idea and can pull that off the shelf, especially if someone’s new. That is easy too. Or if someone’s out sick and another person has to be helping you when you come in, it’s so nice to have that binder there, ready and available for them. We also have a review in there of billing too. For you to have an idea of how that process works, in general, is going to be important. And so just a review of the payable codes and all of that type of thing is nice to have in that binder too.
So that is kind of how we suggest having that implementation meeting set up and a plan to have in place when you do start that first account because it’s so much easier to keep clients for the long term than to screw up while you’re in there and have to continually be getting new accounts to cover the days. And so going in there and being able to be a very seamless addition to their practice is so important, and that’s going to keep those contracts for the long term, which is what we want, right? And so those are our six tips on optimizing your initial business setup. And as always, if you guys have questions, you can find me in so many different places. You can head to our website, aic-ultrasound.com; we’ve got a bunch of freebies on there. There’s a link to the podcast and the blog so that you can go and look at the other, you know, podcast.
If you want to look at that. Things that I’ve written out from the blog section, you can do that on there too. But message me if you have questions or you need more information because we are here to help. We want to provide as much information to you as possible so that all of you who are considering starting your own business have as much information as possible so that you can make the decision that’s right for you. And so I hope this was helpful for you today. I’m so excited to hear what you guys have to think and hear what questions you have. So until next week, we’ll see you guys later.
your strategy-obsessed ultrasound business coach.
I'm Jennifer -
Welcome to the Talking Tech podcast, where we answer your questions about legal, marketing, admin, sales, and so much more. After nearly 20 years in the industry running our own mobile ultrasound business and helping techs across the country do the same, I'm so excited to bring you industry insight, mindset, productivity, business tips, and inspiration to help you design the business of your dreams.
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