75% Close Rate in Full Arch. Here's the Secret | Full Arch Growth Podcast EP. 4

Stacy

You’re not gonna be sitting across from people that are like, Here’s my checkbook. Yes, I’m pre qualified. Like it’s not like that.

Chelsea

If you’ve ever sat across from a full arch patient and watched them walk out the door without saying yes, today’s episode is for you. My guest has built a career around one very specific problem. The national average for full arch case acceptance sits at 20%. She looked at that number and decided it was unacceptable, and then went out and achieved a 75% closing rate to prove it didn’t have to be that way. She helped build the largest single-owned implant center in the country, $8 million a year, 40 to 50 arches a month out of one single location. And she did it not as a clinician, but as a closer. Her background is pure sales and communication, which is exactly what makes her perspective so valuable for this show. She’s now the founder of Full Arch Sales Experts, and she’s on a mission to help every Full Arch practice stop leaving cases and patients on the table. Stacy, welcome to the Full Arch Growth Show.

Stacy

Thank you, Chelsea. Thank you for having me. Excited to be here.

Chelsea

Wonderful. ⁓ so let’s jump right in here. I have a pretty hard-hitting question to open this up. What do you believe is the most destructive thing that you see dental teams do in a consultation and a thing they probably don’t even realize is killing the case?

Stacy

⁓ my gosh, that’s such a loaded question. Well, it’s really interesting, Chelsea, because yeah, just like you said, with my background, you know, I started in sales. I started selling cases, right? So I did that for eight years straight. And then I had to shift and I had to ⁓ teach teams how to sell, which was much different, right? And you know, it’s really interesting because I I learned ⁓ a lot of since starting my company last February, it’d be 2025, right? So I’ve had it over a year now. Basically, I’ve learned I thought when I first started doing this, when I when I was selling cases, I thought you need this really great salesperson, that’s what everyone needs. And it was interesting because Chelsea, I don’t know if you know, but I kind of built a name for myself in the full arch field just because. What happened was when I was at my old practice, all these implant companies saw what we were doing. So I started doing speaking events and things like that. And that’s how I was able to, you know, take a leap of faith and start my company. But when I first started, like Stacey, maybe you’re just an outlier, maybe you’re just really good in sales. Like I don’t think you’re gonna be able to transfer the skill set. And what we’ve seen since starting my company over this past year has been incredible. So to answer your question, I’d say the the biggest thing that every practice that I look at doesn’t have they don’t have a sales process. Like they they they all do the same thing. And you know, this is kind of like I said a loaded question. Everyone is using training that they’ve gotten from either like systems that were built from multi-million dollar marketing spends. Like a lot of these people that are now full arts trainers come from clear choice. Well clear choice is ⁓ a system that was used to close cases when you have 10 patients a day. Like not every office has that, right? It’s much different. So ⁓ my practice wasn’t like that. We we did, you know, sold 50 arches a month for eight years straight, seeing one to two patients a day, one to three patients a day. I didn’t have 10 patients to choose from. So it’s it’s much different. So I just think to my I could talk about this for 10 hours, but they don’t have a sales framework. And I just think ⁓ honestly, Chelsea, the entire industry is missing the mark in terms of the new patient journey, who should be doing what, and so on and so forth.

Chelsea

Yeah. So I I feel like often you probably come in where practices have already tried, they’ve already done probably several marketing companies. They’ve probably already maybe even hired folks to help them on the sales side. I feel like usually you’re coming in to practices that are somewhat more experienced. Now, if if you how do you identify when you come in there whether they have a sales problem, a marketing problem, or both? What is the first thing that you do? Cause A lot of these folks do believe they have a marketing problem, and sometimes maybe they do, but how do you identify whether it is a sales or marketing problem?

Stacy

It’s never a marketing problem. Swear. Like not if is your as long as you’re using a reputable company like the implant engine, right? Right. And people that know the full arch space, it’s not usually a marketing problem. I mean, so to answer your question, it’s usually a marketing company if you’re using just like a company that only uses Meta or someone that’s never done full arch and they don’t have like they don’t use Go High level to move the lead through a pipeline, right? They don’t know.

Chelsea

I’m

Stacy

They just basically email the practice, like the lead one time and they call them and it’s gone, you know? So that’s usually, but it’s very easy to determine the KPIs, right? Like it’s easy to see where you’re falling short. And here’s the problem. The problem is not what is the problem. The problem is all these practices don’t understand, they have the wrong perspective of what marketing should look like, right? So marketing. I think we’ve talked about this before. Marketing brings a practice opportunity, attracts the lead to the practice. And then it’s up to the practice, right? Or unless you you have a marketing company such as you guys that has a really great call center, but it’s up to the lead call then to basically place ensure that a viable lead gets in the chair, right? The problem is all these doctors think if they keep switching marketing companies. They’re just gonna have they’re like, you know, we need more qualified patients, we need better leads. Like it’s listen, I did this for eight years. You’re not gonna be sitting across from people that are like, here’s my checkbook. Yes, I’m pre-qualified. Like it’s not like that. Like, but what I’m trying to say is like, you know, eight out of ten times when people say they can’t afford it, they aren’t understanding the value. They don’t see the value of the outcome outweighing the cost of the procedure. That’s the problem. So what I mean is they most of these practices don’t even have a sales process, right? ⁓ but you can easily determine, I’ll just sum this up for you. So if there’s no form fills or calls, you have a marketing problem. If there’s patients booking but not showing up, you have a problem with the call center, with the lead call. And if there’s patients showing up and not closing, you have a problem with, you know, operations and sales. It’s basically boils down to that, but I’m telling you nine out of ten times it’s a sales problem.

Chelsea

Yeah. So ⁓ talking about you keep harping back on sales process. ⁓ what in your opinion, high level, what is indicates someone has a good sales process?

Stacy

Well, no one really has a sales process. So right now a lot of people are using, have you heard of the 10 10 10 framework?

Chelsea

From progressive. Yeah. Yes, I have.

Stacy

Yeah. That from my opinion, no disrespect, progressive. I work in account with them and actually right now for the first time and we are we’re doing really well. But ⁓ I we change that first thing because ten ten ten is you spend ten minutes front with the TC, then the doctor pops in for ten minutes and then ten minutes and it’s so I watch what they’re doing, right? I use AI, my coaching, we use AI software, so we see everything’s very transparent. So there’s little things in full arch, you know, it’s there’s so much psychology behind this that what I think what happened is back in the day when, you know, because I think progressive got this whole thing from ClearChoice, and all these coaches now from ClearChoice are using the same framework where it’s like the TC’s there first, then the doctor pops in when he gets a minute, and then the TC closes the case or whatever. ⁓ and it’s usually like this build rapport. Doctor comes in, diagnoses, and tries to sell the case. And then TC just goes over the numbers. That’s it, and does the financing. And that to me is a broken system on so many levels. And I’ll tell you why. My dad’s a retired dentist. That’s how I got into dentistry. And it’s really interesting. ⁓ he didn’t have some amazing sales person, he just had his office manager giving a treatment plan. All they had was care credit, right? But he was doing big cases back then. And he thought, you know what? Instead of going over this at the front desk, what I’ll do is we’ll take the patient back into the ⁓ into my office in front of a big oak table, and I’ll talk to the patient so they’re not so nervous in the chair. I’ll talk to them at this in my office. And what he thought was actually doing him well. Actually ended up shooting him in the foot because what he realized is that when a patient comes to a dental practice and is expecting to speak to a dentist, they feel comfortable sitting in a chair. So a dentist talking to a patient at a table or in an office, you’re taking them out of their comfort zone. They’re thinking to themselves, something’s not right here. One of think about it, if you went to a practice. And you sat in a chair and a doctor came over and talked to you when you feel comfortable. Like sitting sitting in the operatory. Now, now take it, say like you need a bunch of dental work and he puts you into this office and starts like trying to diagnose while you’re sitting on a couch. It’s just weird. And so, first of all, everything is completely overplayed. Like you don’t need to do that. Like you don’t need to build rapport before like.

Chelsea

Yeah.

Stacy

The TC should not be meeting with the patient until after there’s a diagnosis, right? So my framework basically supports it’s just like a regular general practice exam, where basically the assistant gets the patient, takes a CT scan, puts them in the chair, doctor goes in first, right? Builds rapport, gains trust, does an oral cancer screening, looks in the mouth. Half the time these guys don’t even look in the mouth, and basically goes over the options. From a very non-biased, like not like, yes, you should definitely do it all on X, because I think we talked about this, why it’s a conflict of interest for the doctor to try to sell the case, right? Have I told you my perspective on this? so because these cases cost so much money, we know this is a fact that research proves that people are less likely to trust advice.

Chelsea

No, go ahead.

Stacy

When they think the advisor stands to benefit financially, they’re less likely to trust that person. So in other words, the patient’s always gonna see the doctor as the owner of the practice. These cases are fifty thousand dollars, right? So the patient’s like sitting there looking up at the doctor thinking, you know, I’d I’d probably like to do this case, but I’m really not interested in buying him a Porsche.

Chelsea

Hm, mhm.

Stacy

It’s too much money, right? So that’s why it’s so much I mean, listen, my dad could sell snow to an Eskimo and we tried it. He tried to sell the cases himself and converted it 30%. And then he brought me in and I other than the business owner sold the cases and guess what? 70% for eight years straight. So the proof is in the pudding. So if you have someone else other than the business owner advising the patient on what’s best for them. they’re more likely to trust that person even if the doctor has good intent.

Chelsea

Now this is really interesting because this is the opposite of what you know every everyone is teaching. I’m just gonna recreate for the audience because I think it’s really, really fascinating. Number one, your advice is take them to the chair. You don’t need take them right to the chair and do a proper dental exam where they feel like they’re getting a dental experience. Nothing feels off or corporate or strange to them. And then your recommendation is

Stacy

Everyone says.

Chelsea

That the T C meets with them for the first time after.

Stacy

In a consult room. In a consult room. In a different room.

Chelsea

room is private and the doctor doesn’t actually talk money, ⁓ just recommends a treatment he goes back and talks talks money and that will increase your close rate significantly.

Stacy

Ember. And and doesn’t just talk money. So my framework, it’s an eight step. Then the TC, it’s an eight step system to get before there’s you know, seven steps before you get to the money. Actually, going over the treatment plan is like six. So yeah, so there’s five steps that you need to do prior to getting to money. Forget about that. No one even does that. So there there’s all there’s steps you have to take it. Just like in any sales process, right? You have to find the problem. You have to talk about, you know, the unique selling proposition. You have to Ask questions to overcome objections. You have to make the patient understand what our true products really are. We’re not selling teeth, right? Like, so all these things come into play. So, but yeah, the doctor never because of what I mean, it’s very, it’s it’s really straightforward that sentence. I love it. Research proves that people are less likely to trust advice from someone when they think the advisor stands to benefit financially. It’s a fact.

Chelsea

Yeah, very very interesting. I absolutely love that. So we’ve we’ve been kind of harping on value creation. I want to go back to that because I want to just we don’t have to spend a lot of time here, but what are simple things the treatment coordinator can do to help people understand the value of this procedure?

Stacy

Yes. So first and foremost, one thing a lot of people don’t realize when you ask that question, right? When you say the value of the procedure, naturally, and this is what I see all all the time when I take on new clients, right? On my retainer program. So you see the TCs building value in the all on X, right? Naturally you think that’s what you do. Well, you have to understand human behavior. So people think logically, they buy with emotions. Okay, so it’s it’s you can’t have you ever heard sell the sizzle, not the steak? You can’t go trying to build value in the all and X. What you have to be selling is the outcome. So it’s really interesting. I saw this thing and I show it in a lot of my trainings and courses that I do and stuff. It’s Brian Tracy. You know Brian Tracy. He’s really great. So he talks about people don’t care about you, people don’t care who you are, people don’t even care about your product. The only thing that people care about is what will your product or service do for me, right? So you have to build value in the outcome. And the way that you do that is you make people understand what our true products really are, right? So what are our true products? Like I’ve boiled it down to four things.

Chelsea

Value, value. So you were giving an example of how people create value. You said you need to sell the outcome. Give doctors and treatment coordinators a real example of how they can quote unquote sell the outcome.

Stacy

So it starts with understanding what we truly provide people. Like I said, if you go in there thinking we provide teeth, you’re never gonna sell a case, right? Very rarely. So what we need what I talk about, what I educate on is understanding what we truly provide through our product. And I’ve narrowed it down to four things. So we provide comfort, function, health, and confidence. But it’s really interesting because when you just say it like that, it’s like, ⁓ yeah, we we make people comfortable. It’s like what the people that what these TCs need to understand, because this isn’t like selling a shirt where someone can go touch it and feel it and see what it feels like on, right? You have to sell something that’s not there. So you have to paint a picture in someone’s mind. You have to make them understand that wearing a lower denture is miserable, right? We know that nine out of ten people can’t even keep it in the mouth. It’s so painful and miserable. But when you’re talking about comfort. That’s where it’s like you literally have to tell people, like you’re investing in your comfort. And it’s not just once a week or even once a day. Like you’re investing in your comfort every second of every day for the rest of your life. Your comfort. Like you have the choice. You can be comfortable or you can be miserable, right? Confidence is like, you know, these people walk around like this. You know, so with that, it’s more about getting them to talk about their their own problems too, right? So it’s like, you know, share with me what’s going on, how is that impacting your life? You know, picture yourself with perfect teeth. Like, what will you be most excited about? How will your life change? Getting them to talk about it, right? Because I could tell people all day long, but until they believe it, that’s when people take action. And the health is crazy because people will be sitting in the office. And in the sales presentation, we have the well, my clients, we have the a panel up, right? We don’t use the CT because on the panel you can really see like infection. It’s a better visual for patients. Like the doctors use a CT scan in the in the clinical part of the presentation. So with the panel it’s like you can see like the infection. And someone will be sitting there with like literally whole the size of a quarter in their mandible in the lower jaw and they’re like, I’m fine. My doctor just gave me antibiotics. And it’s like, I literally would sit in front. Another thing is showing the cost of inaction, right? Like you’re not fine. This can literally be fatal. What you have right now is not just sitting in your mouth. It’s going to your heart, to your lungs. When you have infection on the top, it’s going to your brain. Like if you needed a knee replacement right now, you wouldn’t even be able to get one. Like, and then I would say to the patients, you know, the crazy thing is is like if this infection in your mouth that you can’t feel, because the tooth has a root now, if it were on your arm, you would be in the ER, but you can’t see it or feel it. This is festering throughout your body. Like I always tell my teams that I work with, just like the front office teams and stuff, Google ⁓ tooth abscess and how it correlates with systemic health. It don’t say the first thing it says is like can be fatal. But these people don’t realize, right? And even doctors don’t do a great job of making people understand how bad off they really are. That’s what my dad was really good at. Like he educated me, like this is like I used to say to people, listen, this isn’t even about your teeth anymore. This is about your health. Like we gotta do something. We have to do something to get your mouth healthy. So hopefully that amp answered your question a little bit.

Chelsea

I did. So a couple of things that I want to just kind of sum up here and recap. One, outlining the outcome, the future outcome being about them and their future health and making sure that they really admit to themselves ⁓ how unhappy this is making them on a daily basis and hearing them say that out loud to themselves. And the other thing is being really good at at outlining the cost of inaction and being really direct with them about how this is impacting their body. Using things like if this were an infection on your arm, you would be in the ER and helping them relate it to other ⁓ ways in which they may seek treatment just because they can’t see it doesn’t mean it’s not impacting their body. So ⁓ being

Stacy

Yeah, I mean peace, I mean, people have no idea chewing properly is literally how your body fights disease. It’s how your body fights disease. So when you make someone understand, like you either chew properly or you’ll get sick, right? So they’re sitting there in the office with no posterior teeth, they’re like, I’m fine. You’re not fine. Like you have to do something. You’re gonna get sick if you stay like this. Like you have to be able to chew. We’re not rabbits. We can’t chew with our front teeth, right? You need molars. So thank God, like, you know, technology has given us a product to like basically give you your teeth back. It’s incredible what we what we get to provide for people. So

Chelsea

Yeah, wonderful. Yeah. So this comes up all the time with with my clients. They always ask me, what should I be priced at? In your opinion, from a sales standpoint, let’s take someone who’s in the Los Angeles area or Chicago or ⁓ Houston, Texas, or New York, some of these more competitive areas. Does price actually matter? And how should doctors be thinking about pricing their product from a sales standpoint?

Stacy

Yes, that’s a great question. So it depends on your area. You need to be competitive, right? And what I would say to every doctor listening in is call clear choice and find out what they are priced at in your market because you have to be competitive with them. You know, I have a client in Hawaii. They’re pricing at like 27K in Arch, right? I know people down here in San Diego now. Are selling arches for like $18,000. You do not need to cut price to sell full arch cases. I don’t care how many people are around you. If you understand the sales side of it, you could sell cases all day long. It’s not, you know, cutting it to $18,000, you know, make your brain. If someone can afford $15,000, they can afford $25,000, trust me. ⁓ it’s just the reason that most people aren’t buying because again, if in order for someone Here’s here’s something interesting. 85% of buying behavior is based on 15% of buying behavior is based on the past. 85% of buying behavior is based upon the anticipated future. And as long as just that’s why it’s so important about what we just talked about, as long as not the doctor, but your TC can make the patient understand. How much of an impact this is gonna have on someone’s life. Listen, $25,000 an arch? Like, are you kidding me? And you don’t go it. So there’s ways too, you go in, you don’t just like go into price. Like you have to, you basically ask questions to determine if the patient or the prospect has a general idea how much these cases cost. And then that way you can say, okay, I need to. put things into perspective more, make them understand what they’re truly investing in. Right. If you say to a patient, like, so I teach one of our questions to overcome objections, like early in the conversation is, okay, like it’s not even necessarily have you been to any other practices? It’s just, do you have a general idea how much all in X cases cost? If they say yes, I was just at Nubia, you know you’re in good shape. They know it’s an investment, right? They’re willing to spend the money. There’s other things you have to do because now you have to worry about them settling with Nubia. So you have to use your unique selling proposition and make them understand why your practice is the best for them. But ⁓ if they say no, I have no idea, you got some work to do because and the last thing

Chelsea

look like if they say no I have no idea or they say a couple thousand dollars what does that yeah what does that look like?

Stacy

you get to price, you better get them thinking this is gonna be $50 grand because the lat without saying it, because the last thing you wanna do is put down a treatment plant and they’re thinking it’s gonna be two thousand dollars. You’ll never sell the case, never. ⁓ you have to start ⁓ there, it’s work. Like you have to start talking about our true products. ⁓ know, do sh I used to do this all the time. Like I literally had a patient, I asked him that question when I was selling a case. I go, Ron, do you have any do you like have a general idea? I just wanna make sure you understand about what you’ll be investing in, you know, so I don’t give you a heart attack like we are joking around. Like I would always met with my cli with my patient. He’s like, listen, Stace, I’m gonna tell you this. I’m thinking this is gonna be about the price of a really nice new car. He goes, I can live without my car. I need my mouth to work. So he told me that story and I used to tell it all the time. Right. So I use that story. I go, ⁓ my gosh, it’s so interesting. I just had a patient in here last week I asked him the same thing. You know what he said? So when like you’re doing storytelling and it’s coming from someone else in their situation, it lands really nicely. You would actually

Chelsea

Story to the patient that says, ⁓ yeah, I’m not sure. You would say, you know, someone else said that to me the other day. He said, and you would actually tell that story.

Stacy

100% because that’s what makes people feel comfortable. Like we talk about like in portions of my training, like mimicry, right? And basically, like if you have someone that walks into a consult and they’re like a teacher and they’re very pristine and they’re, you know, sitting straight up in their chair, like you should sit up in your chair, right? Like if you have someone that walks in, maybe he’s like a construction worker, and you know, then I always say, like, throw an F bomb, whatever, get on their level. People feel more comfortable. when they’re in similar situations, right? That’s what makes people feel comfortable. It’s called mimicry. But yeah, storytelling is very, very effective. Mm-hmm.

Chelsea

Yeah. Very effective. Really interesting. ⁓ now let’s talk about ⁓ the staffing side, hiring side. A doctor is looking to hire a treatment coordinator, or maybe they already have someone in their office that they think is a good fit. How do they know if the treatment coordinator or the person that’s currently selling cases in their office, how do they know if they’re a good fit for the job?

Stacy

Well, they should be tracking, right? So they’re probably converting at about 20 to 25%, like every other treatment coordinator. And then so for me, how do I know when I’m able to help a practice? Like my company has taken multiple practices. And remember how I told you at first I thought you needed this like all star rock star salesperson? Not the case. Like we’ve taken companies that are using the same marketing. same TC for months and gone from two arches to 14 arches in six weeks multiple times and kept it at that number with you know someone that’s not had any sales experience or anything. So I’ll answer your questions. The two things you want, the two things that I want if they were going to come to me for training, the two things you want are someone that’s you want someone intelligent, someone that’s hungry for growth, and someone I would say that’s loyal.

Chelsea

Okay. Now what you didn’t say there is nice with patience. I get that a lot. Doctors will tell me, well, she’s great with patients, but struggles to talk about money. I noticed when you said those three characteristics you look for in a good salesperson, none of that was niceness or relatability to the patients. Now is that important and where would you grade that?

Stacy

So you do have to be able to build rapport ⁓ and connect with the patient, but I feel having systems and having a framework is much more important, right? Like asking the right questions and following a sales process. They just don’t have that, right? But yeah, you have to you have to be able to get the patient to trust you, right? And the way that you do that, it’s more about product knowledge, right? Credibility equals trust. but you have to be able to People people buy from people they like, right? So they have to be likable, but they don’t have to be like the most personable person in your practice, you know? Like I have people that I’m working with right now that are crushing it, that are, you know, not the most personable. But they’re like they’re

Chelsea

You would use the word likable.

Stacy

I mean, yeah, they’re likable. Yeah, you can’t have someone that’s like a total bitch, you know. But I don’t know. but that’s like definitely not the most important characteristic, I would say.

Chelsea

Mm-hmm. If someone is looking around their office, let’s say they’re just kind of getting into full arch and they’re looking around their office trying to identify whether they have someone in the office that could do this or not, what are the things that they’re maybe not thinking about when they’re identifying someone they want for the role? How would you decide whether you have someone in the office that you should put into this or if you should go out and hire? What would you be looking for?

Stacy

Yeah, I would still go back to I would have someone that’s a people person that is, you know, important. But ⁓ I would go back to those three things, right? Or at least the two. Are they hungry? Coachable is huge. Coachable, right? Like egos out the door, like ⁓ with with these companies that we’re getting such great results with, it’s because the TCs. They love it. They want more. They soak it up like a sponge. And they’ve been there for twenty five years. They don’t care. They’ve been through all the TCI training and stuff. So that’s what coach someone that’s coachable, personable, intelligent, and hungry. That’s what I would look for.

Chelsea

So it’s less about even less about the doctor identifying someone and rather than the person self selecting that they want to do this. They’re excited about this. They’re eager to be the salesperson in the practice. Wait.

Stacy

It’s sorry, you said it’s more about the person lying there.

Chelsea

I I think I think what I’m hearing is and correct me if I’m wrong, a lot of times doctors are deciding who they want, whereas what you’re saying is this person has to really want this, want to be coached, ⁓ hungry for a different role and it’s not enough for the doctor to want it for them.

Stacy

Yes, they have to be hungry for growth. They have to wanna grow. It’s a very sales is like, you know, we talk about commissions and things like that, but it’s like sales is the type of thing they have to be able to kind of get kicked in the face and get right back up, right? They have to be strong enough to be able to handle reject rejection, but soft enough to not piss people off, right? So and you have to have that magic, you you really want that balance because I’ve studied this type of prospect, this full arch, highly emotional business to consumer prospect. I’ve sighed studied it for the last twenty-five years. Prior to working in Dental, I worked for a company that invested millions of dollars learning about this highly emotional business to consumer transaction driven from direct to consumer marketing efforts. And you have to have that balance of assertiveness ⁓ and like hand holding. So yeah, you just have to have someone that’s like fierce. But also like soft too. Doesn’t piss people off. ⁓ a hundred percent. That’s what sales is all about.

Chelsea

Yeah, even the best salesperson is going to get rejected once or twice a day, either within the conversation or in general with that particular lead. So speaking of hiring a salesperson or identifying someone from within and making sure they’re hungry, what makes salespeople hungry is a good commission structure a lot of times. ⁓ so talk to me about how you think about sales comp. How do you pay? What is your recommended ⁓ pay structure for a good treatment coordinator?

Stacy

You know, it’s different in a lot of practices because it’s not like a one size fits all, but I would say the average pay on average is somewhere around 60k base. ⁓ with ⁓ for like, you know, bigger implant centers and things like that, with I’d say so you could do it a couple different ways. Just remember, docs, you can always like give more money. You can’t take money away from someone. So you’d wanna be very careful about this. So what I would say is the commission range is anywhere from like 0.5% to 3% of total sales, right? But also there’s a lot of things that you can do to protect yourself where you have a break even point. So say you do a $60k base and say your breakeven point is a 100,000 and then you know, ⁓ and anything over that that she sells, he or she sells, they get you know, 1.5% or something like that. But that’s what I would say it is. But I would I think that baseline is really important depending on a lot of different things. But I’d happy I’d be happy to help any of the listeners ⁓ if they want help with that. That’s ⁓ it’s kind of like it’s not a one size fits all. Maybe you and me, Chelsea, can put together a a cheat sheet for docs and just kind of like a scale of different ways you can do it. Because I do that all the time. But it depends on collections and overhead and all that stuff too, you know. But that’s that one of the really, really good points is you can always give more. You can’t go back. Unless you prepu prepare to lose that person. You can’t take money from an employee. That’s a really bad feeling.

Chelsea

Yeah, absolutely. ⁓ so just kind of wrapping up the ⁓ the sales, I want to just sum that up. You believe a healthy base that isn’t that meets their basic needs, but for a hungry salesperson wouldn’t be enough. So say just over minimum, so 50, 60 a year. And then you’re recommending between .5 and three while saying that you can always ⁓ add but you can’t take it back later. So they can kind of play around with that commission structure to see what excites them. Would you ever put a cap on commission? Say

Stacy

⁓ no, I’m saying it would be the base plus that.

Chelsea

The base plus the commission. Yeah, exactly. The base plus you would do .5 to 3% of revenue, I’m assuming. Now explain that.

Stacy

So basically there, you know, the doctor knows his break-even point in the practice. For example, you know, when I was at my old practice, our break-even point was like 200,000 a month because our overhead was really high. It started out, then it got to where it was like 500,000 a month. I mean, that was a different beast of a practice. But ⁓ I’m not gonna go over what my commissions were and things like that. But anyways, so what I mean is you would do like a 60K base. And then if your break-even is say you say you average about 150K a month in collections, right? ⁓ your break-even might be something like you might just to cover like everything, you might have to bring in 75K, right? Like you would look on a PL or ask your accountant. And then after that break-even point, you would pay the % anything over that to protect yourself.

Chelsea

Okay. So they would commission on anything over 75,000 .5 to 4 got it under. ⁓

Stacy

On the break-even point. Yeah. And the way you figure out your break-even is you basically just take your total collections for the year and like come up with like like a monthly well, you talk to your accountant too, because it has to do with and you would want to include doctor’s payroll in that too. So yeah. But anyways, sorry, you were asking something else. So does that make sense?

Chelsea

Yep, yep, it does now. I just wanna make sure we clarified that for for the listeners. ⁓ and I know we’re

Stacy

The break-even is lower, right? Maybe your overhead’s really great. Maybe the break-evens 50%. You just want to protect yourself so you protect yourself. Yep. With that break-even point. And you want you want commissions to drive growth, right? So it’s like, you know, there’s a reason that you do that to protect the business and also drive growth, you know.

Chelsea

Yeah. So final question here. What do you think is the biggest sort of mindset hurdle that doctors have to overcome to be great in the full arch industry? to really achieve their goals, to be consistent, to scale and to build this implant center either within their GP office or, you know, a standalone implant center? But what what do the doctors have to overcome to get to that place?

Stacy

First and foremost, I feel like they need to make sure they connect with the right partners. I feel like this niche is so convoluted with people that in my area, Chelsea, it’s like everyone’s a full arch sales coach, even if you’ve never sold a full arch case in your life. It’s like, okay, you’re a retired implant rep and you have a team that has never you know, done anything in terms of breaking records, but you’re gonna go charge doctors thousands of dollars to like train them. A lot of the people on your team, you know, have never worked in the full art space. So you just have to be really careful and you have to surround yourself with good people, like good marketing companies, like is you know, the implant engine, you know, Spencer always talks about how you guys are ⁓ incredible with the content that you put out and, you know, your ads are just so much better than the average marketing company. You have to surround yourself with good business partners, good coaching, and invest in your team. I’m and you have to be involved too. Like I work with some offices where it’s like the doctors like, you can just tell the ones that want to be great because they’re willing to put in the work, right? So yeah, but I would say surround yourself with the right coaches, the right marketing companies and be willing to put in the work. Find great people, pay them well. And and understand that you are a people business that happens to do very high quality implant dentistry.

Chelsea

I love it. That was wonderful. Well, Stacey, where can people find you? ⁓ and in what services and products do you have to offer? You wanna just give a quick little ⁓ elevator pitch here?

Stacy

Yes, yes. So people can find me ⁓ on my website at www\.fullarchalesperts.com. I didn’t even talk. I was gonna talk ⁓ I do have an online course. ⁓ And is okay if we give the listeners a discount? So and by the way, Chelsea, I don’t know if I told you about this, but my course, ⁓ I did case study on my course ⁓ and ⁓ surgical in Missoula, Montana bought my course last March. He was down 150K year over year, bought my course last March from April through the end of the year. I swear to God, I did like two additional trainings. He was up $982,000. I swear to God, year over year growth. So what I want to do for your listeners is do a 25% discount on the course. The course offers for 4 grand. So you would get it for a thousand off. So and then Chelsea, what is it’s called the full arch growth. Podcast.

Chelsea

Okay. ⁓ do they use a

Stacy

⁓ No, is that what you the podcast is

Chelsea

Yes, but I want to make sure before we just talk about how they access that disk.

Stacy

gonna go create a coupon. I’m gonna my team create a coupon. So I was thinking, what are do you have an acronym or something for the FAG or Full Arch Growth? Why don’t we just do

Chelsea

Whatever you want to do.

Stacy

do FAGP25, Full Arts Growth Podcast 25. So that’ll be the discount. And they can access it. ⁓ They can access They can access as it I’m talking too much. They can access it right on my website. ⁓

Chelsea

Sounds good. Well, I’ll have that in the show notes. Stacey, this was incredible. I just thank you so much for being so forthcoming, so transparent. ⁓ you’re obviously, in my opinion, the best in the business. And I know all of them, most of them. ⁓ so I can say that, you know, without question that you are the best sales coach in the full arch business. And so we just really appreciate you bringing your knowledge here and and enlightening myself and also ⁓ the the listeners of the podcast. Thank you so much.

Stacy

⁓ my gosh, Tilti, you are talk being the best in the business. You are also. And I appreciate you so much. And that means so much coming from you. I really, really appreciate that. So I’m happy to do a part two anytime, girl. Yeah. All right. Thank you. Bye.

Chelsea

Let’s have you back. Thank you, Sadie. Have a great day. Bye bye.