Welcome And Guest Introduction

Dr Andrew Greenland 0:00

Welcome back to Voices in Health and Wellness. This is the podcast where we speak with leaders across private healthcare, wellness, and patient-facing medical businesses about what it really takes to build, grow and operate successful practices. Today I'm joined by Alon Ben Arie, Director of the CREO Clinic, a specialist plastic surgery and aesthetics practice in London. CREO Clinic has built a strong reputation with a highly competitive sector by focusing on patient experience, consultant-led care, and maintaining high clinical standards while navigating the realities of running a modern private healthcare business. So with that, Alon, I'd like to welcome you to the show. Thank you very much for joining us.

Alon Ben Arie 0:34

Thank you very much for inviting me, Andrew.

From Solicitor To Clinic Director

Dr Andrew Greenland 0:37

So maybe we could start with your story. So for listeners that may not know you, could you tell us a little bit about your background and what led you into healthcare and eventually to the Creole Clinic?

Alon Ben Arie 0:47

Oh wow, okay. So um actually started um well, I I'm I'm a solicitor in trade, and I I at some stage decided that that's probably not my the right career path. And I started working in the medical device sector, um, especially kind of managing um segments. So I was in charge of APAC for a while, for over six years in a company called Vayora, which is a medical device manufacturer, mostly for the aesthetic um um kind of side of the business. We had some other sides of the business as well, but that was kind of the main focus. Um, and I've done that for about six years, managing um kind of the APAC region, um, understanding a lot about this market. I guess this is my kind of uh you know segue to this industry as well today. Um so yeah, this is how I started. I then moved to the UK, I kind of left Bayora at some stage. I opened my own uh consultancy business and a skincare business as well. Um, and I when I moved to the UK, I started kind of to uh introduce new technologies to the NHS. So that could have been uh some plastic surgery equipment, but also some ophthalmological ophthalmology um equipment, mostly lasers, um, and some AI equipment as well. So not equipment, but uh you know software. Um I've done that for for kind of the beginning from 2018 to about when kind of COVID hit. Uh and then um when COVID hit, there was less of an appetite in the NHS for new technologies at the time. So um yeah, I kind of thought about new things to do. And um that's generally where I met uh my business partner today, Mr. Omar Tillo, uh, who is a plastic surgeon himself. And he was on this same on the on this on the stage where he kind of left the NHS on about that time. Um and we understood quite early on that we'll need um a business arm to this. Um so he's in charge of the clinical stuff, and uh he's a medical director, and I'm in charge of the commercial um stuff in the clinic. So we we established CREO in 2022, um, with the aim of um um finding, well, specializing uh finding surgeons that will specialize in very, very specific things, not doing a bit of everything. Um and this is kind of the essence of the clinic generally, uh, to be very specialized, or at least this is what we thought that we we will be at the time. Uh there's a long story for that that we might get onto uh during this conversation. So yeah, and then we are running um Cryo um ever since, so ever since early 2022, really late 21 until today. Um so yeah, this is a bit of a bit about me.

Dr Andrew Greenland 3:53

Thank you, and a really helpful background and context. So, was there a particular moment when you realized that you enjoyed building businesses as much as being involved in healthcare? Because you've done a number of different things, and now you've kind of gravitated towards healthcare. What was the kind of thing for you in healthcare?

Alon Ben Arie 4:08

So actually, um this was quite a natural move for me. So we uh Valora was a family business at the time, uh, before we kind of uh spin it off and solve it uh to uh actually an English pharmaceutical, not Chinese, a Sinclair pharma. Um and um so it was kind of a night natural thing for me to do. My father was in the business for many years, so I kind of always um I was always familiar with with it and I always liked it. So I thought that this is something I should pursue with. Um but then moving to the B2C was a complete change for me. Uh I guess that the uh the skincare business kind of was the first thing that kind of um it was a professional uh skincare business at the time uh that was sold mainly for doctors and to doctors and um and to beticians. Um and I think that was a good segue for me uh to understand the B2C market, if that makes sense, or the patient market. Um and I kind of understood more about this, more about marketing, more around kind of running ads as well. So I mean everything together kind of uh everything came together, and I think that by that time I was ready to uh you know take on the uh private sector of healthcare in the UK, and this is what we're doing ever since.

What CREO Clinic Looks Like Today

Dr Andrew Greenland 5:33

Thank you. So perhaps you would you mind telling us a little bit about the Creo Clinic today? What does it look like, and who do you primarily serve?

Alon Ben Arie 5:42

Right. So um the Creo Clinic today is quite a small setup, actually. We are we're a team of eight, so we are two surgeons, myself who kind of run the business side of everything, two nurses and three admins. Uh that's the whole team. Um of course we have some kind of freelancers, etc., that kind of help us um with certain tasks, usually marketing stuff. Um and the aim also for the clinic, perhaps in the next two years, is to onboard three more surgeons. So the aim is definitely for growth. Um we serve mostly um kind of until today we'll patients that seek plastic surgery from the neck down. So Dr. Tillow and Dr. Dendel Vecchio both specialize only in that. We're currently onboarding some surgeons, uh, another surgeon that would be an octoplastic surgeon, um, that would uh you know do eye-related surgery. Uh, but the idea is to keep things very, very focused um and never to kind of do a bit of everything, never be jack of all trades. Um, this is what we're currently doing. The end of 2025, we also decided to open another segment of the business, which is the gender, creo gender, um, where we will serve the transgender community in the UK. That's the um the main idea. Uh here the idea was is to basically be a hub for the transgender uh community when it comes to surgery. So we found that the UK market is currently quite um segmented, and we decided that there should be one home uh or one surgical hub where we don't need to refer to each other all the time or we can just see them all in one centralized place. So that's also something we're currently developing. Uh we just started with that, but this is something we have high hopes for.

Dr Andrew Greenland 7:46

Amazing.

Standing Out In A Crowded Market

Dr Andrew Greenland 7:47

So the plastic surgery and aesthetic market has become increasingly crowded over the last decade. And what do you think has helped CREO establish itself within the market?

Alon Ben Arie 7:58

So, yeah, so that's uh I think a really good question. Um, and I think this is something that we had a lot of well we had a lot of trials on that, and and I think what we initially started while getting into this um was changed throughout the journey. Um so initially we were quite focused on on being specialized. So we thought that this would be our main selling point. We'll have only surgeons that specialize in very specific things, and um, well, people will understand that we're specialized and they will like to come for specialists, and uh, you know, uh it will probably play itself like that. Um but with time we understood that um, well, everybody say that they're specialists, and um you'd you'd probably need something more than that uh to be able to show for it, not just to say that we're specialists and you know, that's it, and hope that um the UK um patient base will just kind of um be convinced by that. Um and um so I think with time we we kind of perfected the the marketing and and we kind of uh perfected the the messaging until I found that today almost after five years, we're still we're starting to get the message across. Uh and I think um one of the things that um you know one of the things that worked for us is the differentiation. Uh we we always try to make very clear to the patients or to the clients at that stage um what makes us different. Um and so the first thing would be positioning. I think that it's it's it's it's important to understand from the beginning uh if you would be um positioning yourself high, I mean, especially with prices, but that comes with some more some other thing that's kind of attached to it, or that you will position yourself low, which is okay. Um, you probably can get more market share if that makes sense. Um but we both Omar and I decided that we want to kind of go for the higher market. Um, and that's also because it has two reasons why we decided to go to we have this decision. A is that we thought that um you know we'll be less volatile to changes in market. Uh you know, if if you if you go for the higher spenders, if you will, then they will be less volatile, and that would also mean that we will be less volatile. So that was the first consideration. But also I think that we wanted to provide the best care. And although it's possible to provide very good care and cheap care as well, or not cheap, but less expensive, we wanted to kind of make sure that we cost would not be a deterrent for us. So that sometimes means um more that more money should be involved. And so we wanted to essentially um you know provide the best care, even if it means that it will cost a bit more money. And this is what we what we went for. Um but I think that the problem was how even then we will kind of project it to the clients. How would they how would they know about this? Um, and I think that this took us a while to figure out. Um, yeah, if you if you think it's the right way to go, I'm more than happy to share more information about this.

Bundling Value Into Patient Care

Dr Andrew Greenland 11:42

Sure. So I was just thinking about prospective clients when they first engage with the clinic. What experience are you trying to create for them? And particularly as you've just mentioned, that you're working more with the high end of the market. How do you what kind of experience do you create and how do you do it?

Alon Ben Arie 11:58

So I think first of all, you're right, there's an experience when they come in, everything needs to kind of play the part, so the clinic needs to look quite nice, but also um kind of the service itself or the promise of what you will provide to them, I think, needs to um needs to be right. Uh so for example, we do not limit in the amount of consultations of of you know one of our patients that want to see us. So the consultation fee will always include unlimited amounts of consultations, unlimited amount of follow-up. So we kind of we give, I believe, the impression that um we're actually taking care of someone. It's not just um they're coming to get a service from us, we are kind of we're trying to give as much value as possible from the beginning. And I think this kind of goes throughout the um throughout, it's kind of show throughout the journey with us. Um so also the idea of surgery with us is like that. So we I think this is something that at some stage I kind of got from a random video, I kind of uh scene of Steam Jobs uh with Apple uh at some stage. That um he was talking about Apple, of course, and you know, maybe it's a bit of a cliche, but I kind of said that he should include as much value as possible into your services. Um was thinking how we could really do that also in our in our kind of small niche of classic surgery. And um, you know, we just thought about how we can bundle everything in together as much as possible and never kind of and never put this to the client as another uh version that he can upgrade to or anything like that. Everything is bundled from day one, get everything included in the price. Um, so that's for example, in our clinic wouldn't you know it would mean lymphatic massage drainage, um, lymphatic drainage massage after surgery, scar treatments with lasers, supplements before or after. Um, you know, uh again, unlimited, even sometimes excessive amount of follow-up just to make sure that everything is okay and perfected. So we really try to, everything, of course, with with taste and reason uh that we think that would be valuable to the client, and then we would add it. So that's that's kind of our philosophy, I suppose. Um, and I think it took some time until it shows because it's not something that patients see immediately, but I think that with time that you kind of continuously do that and you stay on it, um then eventually patients kind of get that and they they decide that they see the value and they kind of pass on, and of course, this kind of comes out with reviews and then uh with with referrals, etc. So yeah, I think eventually you you you you reap the reward. It takes some time, but um eventually it does.

How Trust Is Built Consistently

Dr Andrew Greenland 14:59

Thank you. So you talked a lot about the you know putting as much value into um a patient experience as possible. I guess trust is absolutely huge as well, particularly for patients considering um surgery. So, how does your team build that sort of trust consistently across the whole patient journey?

Alon Ben Arie 15:17

Um yeah, right. So I think trust generally is a very personal thing. You you can't really well you can convey the trust with reviews, of course. So that's something that we always try to get. That's very important for any clinic, I think, to get. Uh, and if if somebody doesn't have a review platform, they should definitely get one and and then and um yeah, and then work on that. Also, when it comes to kind of marketing in terms of social uh or social marketing, but also organic organic traffic. So I think that's that's something which is very valuable. So we we um we focus on that. So that's one part of trust, of course, a marketing part of it. But in the clinical side, um, I think that comes very much with the um surgeons and the nurses that we work with um that have very good rapport with the patient. The fact that we don't limit the amount of consultations also gives some um it gives something, obviously it gives some reassurance to the patient, but it also gives some kind of reassurance to the surgeon that you know that he from the clinic side at least that he doesn't need to um kind of limit everything to a very specific time, and if somebody needs has more questions, they can come in again. And so I think all of these things together, all these factors together, uh build trust. It's not one thing, it's like a multiple thing, uh, multiple things that you need to make sure that you tap on uh to eventually give the you know the patient is um this feeling.

Dr Andrew Greenland 16:53

Thank

Procedure Trends And Patient Demand

Dr Andrew Greenland 16:54

you. So we already talked about you're operating in a very fast-changing sector. What sort of major shifts are you seeing in private healthcare more widely at the moment? And are you asking are you seeing any changes in patient expectations?

Alon Ben Arie 17:09

Um yes, it's a good question, actually. Because there are there are a few things that are happening right now, I think. Um one of the procedures that we've been doing quite a lot of is a procedure called, I don't know if everybody else knows it, but it's called BBL. Uh so it's um essentially fat transfer to the botox and hips, which is quite uh um, well, I suppose it was quite a uh uh a trendy procedure uh at the time. And now I think with time we see a general shift, not not necessarily from it, but from the um but from the look that people were were were trying to to achieve, this kind of you know uh you know big button, I suppose. Um so that's kind of toned down significantly, which which we are very much you know in favor of generally, because this is not the the look or the exaggerated look was never the kind of the kind of look that we would provide. We actually would turn many patients away to say that we we cannot provide this kind of look. So we're actually quite happy with this change. So this is one major change that that happened, I think, in the industry of plastic surgery or body contouring surgery. Uh the BBL market kind of toned down a bit. Um but on the other side, on the on the other side of this, I think we have seen um a higher amount of patients coming in for skin reduction or skin tightening procedures due to kind of um you know late uh weight losing drugs, uh, especially. Um so we can see many more patients that um they know that they need to stop than before procedure to kind of stable their weight, and you can see more and more patients coming in with um skin acidity issues.

Dr Andrew Greenland 19:12

And how much more informed are patients today compared with when you first started in the sector, you know, four or five years ago?

Alon Ben Arie 19:20

I wouldn't say that there is a big change uh in terms of informed. You have you have the informed patients and you have the uninformed patients in the city. And I think that the um equally, you know, the the um the ratio changed uh in the last five years that we've we've been doing it in the CRIO clinic. I mean, internet is there. Um some patients kind of read more into very vast treatment pages with all this information and become more prepared. Some of them seen more surgeons, some of them you know didn't almost or didn't read much about it, and you're probably the first surgeon that that you've seen. So there is kind of a spectrum to that, and I don't think that I've seen much variance in the last five years.

Dr Andrew Greenland 20:04

And

Social Media And The Comparison Shift

Dr Andrew Greenland 20:05

you touched earlier on about social media, and obviously social media is incredibly topical at the moment, but how has that transformed aesthetic and cosmetic surgery? And has it had much of an impact on patient behavior from what you see?

Alon Ben Arie 20:19

Yes, actually, that's um again, that's a good question. Our doctor, um Dr. Daniel Vecchio, who joins us from the United States, um, talks a lot about a lot about this, uh, especially when it comes to uh BBL. So he's one of the biggest surgeons for BBL in the state, and now he kind of um performed surgery with us as well. And he's talking about something that is called the comparison shift. In the past, where when you know somebody had one or wanted surgery, they would look at their before surgery or you know, on their before pictures and compare them to the after pictures. But that's what changed today that because of social media, that people are not really uh comparing their results to their previous look. What they're doing is comparing it to the world, um, or you know, if you will, the best looking, you know, pictures out there. Um so what it drives is essentially less satisfied clients or patients um in that regard, I think. Um it really I think that the difference is not the same for all surgeries. So I think this specific surgery suffered from this comparison shift, but you have procedures like um, I don't know, Tommy Tak, um where you know it's mostly um postnatal um uh women that that um that are just very happy uh to kind of restore uh their own um body back, if you will. So

Misunderstandings About Running Clinics

Dr Andrew Greenland 22:00

depends on the procedure and the type of client the age as well really matters here but social media is definitely uh especially for the younger um sectors of patients uh it's it's definitely uh an issue sometimes so obviously you work on the business side of the clinic and what do you what are the biggest misunderstandings about running a healthcare business rather than simply working in one from what you see I think that there are two big um or before I got into it I thought I thought two things would be probably easier uh one of them is choosing personnel I found that um maybe I'll I'll complement that with a story so about three years ago we decided that we will uh engage with uh the non-surgical um um side or side of the business a lot would be uh injectables uh lasers and you know non-surgical aesthetic procedures if you will um and we thought okay we we'll buy a few machines and and um you know we'll buy some consumables and um we'll hire a good doctor that we think that is knowledgeable enough and she will join the team and we'll we'll just um you know start start start this um but I think very soon we found out that you you you need to find people that will not only take accountability accountability uh for their own work but that will that that will care enough about your business to actually um you know develop something for you it's not just that you know um you know it's not about just bringing anybody um to come and work with you and so the more we kind of try to find someone we we we understood that it's not an easy job and then we probably want to focus only on things that we know that we're doing and only when we find the right partner kind of branch out to something new.

Alon Ben Arie 24:08

So this is what we did we actually scaled down from non-surgical almost completely um and we kind of decided to refocus our efforts only to the surgical uh segment of the business and I think that also has some financial it has some focus element to it so all of a sudden you don't need to focus on several things and when you have more focus on something at least potentially uh you you expect to see better returns but also financially um you know all of a sudden our kind of marketing budget and our you know consumable budget or general budget um is not kind of distributed into several segments but only one segment I think we understood that from now on we focus on something until we perfect it only when we feel at least that we perfected it to a certain degree that we are happy with only then we will kind of branch out and do more. So that's one thing that I've learned that is kind of um you know something that I I I didn't have I thought it would probably be a bit easier um because I never you know I never um I never worked with people I mean it was with service providers before it was always selling a product or selling um you know machines or or software it was never about people in service so this is definitely um a plus and a minus to to the business and the second thing is marketing um which I also found to be very challenging uh compared to maybe even um products or or B2B businesses um especially in plastic surgery where a lot of the business is um not repeatable or not you know it's a one-off usually 90% of the patient will only have one procedure with us so only about 10% that will have another one so you constantly need to reinvent yourself or to find anything that you're doing and and the effort it takes is is huge. So yeah I can say today that about 20% of our um revenue goes to marketing today which is more than I initially thought it would take thank you thank you for sharing um so what are the biggest um operational challenges or bottlenecks that you're currently navigating within the business if you're happy to share just give us some sense of how from a sort of director's point of view what currently is keeping you up at night um so I think I kind of touched upon it now so it's the supply and demand so it's the both sides of the story.

Leads Conversion Rates And Bottlenecks

Alon Ben Arie 26:53

So it's the supply um in terms of you know more surgeon or more time from surgeon that we need to you know if you look at this on a business perspective to to increase um kind of revenue in the end of the day um and you know the demand is is getting more leads through the door and I think that um and and kind of perfect the cycle of of contacting the lead and there's a full philosophy to that I suppose that we can get into if you'd like but you know um to understand how to value a lead and how many leads you would need or to understand the conversion rate between a lead to a consultation and then to understand the conversion rate between a consultation to a surgery and kind of be in understanding the full pathway of that and and then kind of understanding how much you're putting into this because in a sense it's it's um it's a machine um well that you you could you you could look at it very kind of uh from five miles away I suppose it's not really a machine but it's uh if you look at it uh it's a machine that's supposed to you're supposed to invest into it something and there should be some kind of output that hopefully would be more than what you put into it. So um I think to constantly think about what's not working maybe with some parts of this machine or how to improve these parts of the machine or uh it's something that takes a lot of my time and effort especially now with all these changes you know with AI and and search that are happening and many new things that are happening now in the world and you need to think about how how you kind of adapt yourself.

Scaling Lessons And Staying Lean

Dr Andrew Greenland 28:37

So many of our listeners are clinic owners or healthcare operators and when you think about scaling a specialist clinic such as and creo clinic what lessons have stood out to you that might be of value to others in the industry um I think that it's not much different from any other business in this sense that I think that if you want to scale then you should allow or consider the amount of of of well cost that it will take from you.

Alon Ben Arie 29:16

Both kind of you know personal cost time etc but also you know uh means uh so the amount of money that you you you expect to put into this uh for it to scale or for how long you are prepared to invest into the business until you will reap the reward and it's always a tricky business because you never really know if you know if if it's how much you need to spend or when or what the return you would see and if the plan that you're you're having actually um you know is worthwhile. Most of the clinics including us um we kind of export this side of the business to a to a you know a provider usually or you know a marketing agency one two three a PR agency etc so kind of controlling all that in a way that will make sense for you at the end of the day so it's something that you need to constantly think about and and I think that's the biggest um challenge in a way but that's also kind of you know I I guess the question is well what you should focus on or so that's I I I would say that this is if you want to scale your business then you should definitely think about these things. Thank you and what operational lessons do you wish somebody had um taught you earlier on in your journey operational um I think that we kind of we kept our our operation quite lean in a sense so a lot of um I don't I don't think that so that that made things quite easy for me at least operational we don't have a lot of employees and you know and we don't have kind of a big um huge investment in in a facility or surgical facility which a lot of clinics do from the get-go so I think that I don't have a lot of things I think most of my lessons on the operational side are to be learned and less to be uh to be teaching um but um I think that the right thing that we've done on on that regard on the operational side of the business is that we didn't that we didn't go for a for a surgery that we didn't create our own theater from day one. That I think that would have kind of reduced our chances and growing on the rate that we did. Our money would be tied to um you know a facility and personnel but not necessarily um generate growth. I think that especially in the beginning you should think about kind of allocating the majority of your funds into things that will actually generate growth for you or kind of improve your business or your kind of pathways but try to refrain from kind of increasing your um infrastructure in a way that would not necessarily be beneficial to your aims. I'm

Leadership Style And Managing Providers

Alon Ben Arie 32:27

guessing your role is very different today compared with when you first started how has your leadership style evolved as you've been in the business um definitely I think in the beginning it was very much kind of a a two a two man band if you will um the business was small we didn't have any employees so it was easier um with time you know we we we we grew the we you know we had more and more employees and and and freelancers that we work with and the team grew and hey you know maybe it's uh because of you know this is the way I do things and it's easier for me but I give a lot of space to people um you know to to do their work. I try to I I might be sometimes you know um you know getting in touch with them on WhatsApp to understand exactly what's the current situation when I need it but I try to give as much autonomy as possible. So that's my style of usership um I expect people to perform um and you know if if I see something doesn't perform then then I step in but I try to give a lot of freedom um I think especially in healthcare uh and especially since I'm not coming from healthcare I mean I'm not a uh clinician myself then I don't have a lot of input clinically so that would be more of for for Dr. Martillo uh to do um so on my end usually it would just be um if things go really wrong then I step in I think that what I do where maybe I'm a bit more straight or what what I try to focus on more is with some of our providers because we rely mostly on our providers to create you know growth for us and I'm a bit more in tune to what they're doing on the day-to-day level uh so I'm very strict about KPIs um and kind of reaching them um and I'm not shy on replacing a provider if I see that you know it's not happening. And I think that's a very important lesson. I think that actually many people don't they feel uncomfortable with this or they you know they think that it's this is a partnership that is built to last and I I really hope that would be the case but in reality thinking that in you know in the last five years that we are practicing um we've probably changed about 15 companies um you know and for for a marketing now I think we've kind of nailed it for because we were staying for for the one with the one that we are for a while now but um we've made a few a lot of changes um and we had a lot of providers as well so it sounds maybe like we changed the same person to the same task many times but no we have somebody that does social media somebody that uh you know isn't responsible for SEO somebody that's responsible for ad it's not the same person I think that's another lesson maybe to to to have is that you should find somebody that has specialty in one thing and kind of stick to them because usually people that offer multiple range of services are experts in none.

Dr Andrew Greenland 35:45

So what we

AI Search Changes And Marketing Risk

Dr Andrew Greenland 35:46

kind of pride ourselves of being is expert in very specific niches we also try to kind of um expect from our providers that's good advice um if I was to give you a magic wand and you could fix one business one one thing in the business tomorrow what would that be if anything well um I think just to understand what's going on now with um with all the changes happening with you know search and ai and that's a huge challenge I think um I'm not sure how many of the clinics are kind of engaging with this on a day-to-day level but in the end of the day that's kind of the at least I found that it's it's kind of the it could make or break a business um if that works or not and not understanding what's happening now with AI is very troubles me uh even I would say because all of a sudden we have some kind of expectancy of we knew what we should expect from these channels and all of a sudden they do not do this anymore or they do it differently and you kind of need to readjust to kind of have some bit more clarity about what's happening that would be that would be great.

Alon Ben Arie 37:03

I think we're very much in a in a time in life where everything's just shuffled every day and and um it's very difficult to understand um where things would be in a year time even so a bit of foresight would be good. And on

Defining Success For The Next Year

Alon Ben Arie 37:23

on the subject of foresight looking ahead to the next 12 months what would success look like for you in the CLIO clinic um so we have we have quite clear um KPIs uh for each year so we try to do that and we can analyze them so for us is to reach a certain amount of um you know certain amount of revenue um to increase our size with some new employees I think two more employees by the end of the year um and kind of onboarding more surgeons. I think that's kind of the our my KPIs at least um and of course um there there are some KPIs for um for organic uh kind of organic uh increase uh in needs um that is also kind of one of our KPIs but for that I I'm completely um in the dark right now understanding how how would that happen um yeah thank you and finally um what would you say is the best piece of business advice you've ever been given um I think that's probably what I um mentioned earlier uh I was it it was told me somebody said that many years ago but essentially as to how how to handle employees or how to treat people that work well and how people how to treat people that do not work well. I

The Hard Truth About Performance

Alon Ben Arie 39:09

might say this a bit too bluntly but uh I'll I'll try to explain um so people that work well I think should be maybe it's a cliché maybe it's something that people do anyway but but it shouldn't come unnoticed.

Dr Andrew Greenland 39:27

I mean I think if people work well for the company they should be highly compensated and we try at least to kind of compensate on the high level of the market always for people that are performing well and the idea is to keep them there for as long as we possibly can um you know and then for example we we provide things that I think other clinics do not like free health care like free private health care and we we try to kind of make sure that the patient the the the employees that that you know give us the best of the years uh will be taken care of but the other side of the coin is also true it's it's we need to understand that um that's something I do probably not as good um but um to cut or as possible as much as possible cut from your business um people that do not contribute or you don't feel that they're

Final Reflections And Closing

Dr Andrew Greenland 40:20

doing their their their part um well enough obviously try to do whatever you can to make it work uh but not dwell on this and don't kind of drag it on for years and I see many people that do um that they're not happy but you know they continue the relationship anyway and I think in the end of the day you're not doing a service for your for your own business and I think this is what you should um focus on as as a business owner this has been such a fantastic conversation thank you so much for sharing your experience your insights and some of the realities behind building and operating a specialist private healthcare business and very grateful for your time it's been a really good conversation thank you very much thank you very much yeah appreciate it