Your practice can be growing, profitable, and still carrying risks you do not see. In this episode, Partner Jay Reyero shares the story of an aesthetic plastic surgeon whose rapid growth led to overlooked compliance gaps across staffing, supervision, and business operations. What seemed to be working well quickly came into question when new regulations forced him to examine how his practice was actually structured. Tune in to learn how hidden compliance risks—like employee classification, scope-of-practice requirements, and oversight gaps—can impact even the most successful practices, and what it takes to build a foundation for sustainable growth.
Listen to the full episode using the player below, or by visiting one of the links below. Contact ByrdAdatto if you have any questions or would like to learn more.
Transcript
*The below transcript has been edited for readability.
Intro: [00:00] Welcome to Legal 123s with ByrdAdatto. Legal issues simplified through real client stories and real-world experiences, creating simplicity in three, two, one.
Brad: [00:13] Welcome back to Legal 123s with ByrdAdatto. I’m your host, Brad Adatto, with my co-host Michael Byrd.
Michael: [00:19] As business attorneys for health care practices, we meet a lot of interesting people and learn their amazing stories. This season’s theme is “What Now?” Each episode will involve a real client story with a high-pressure moment for that practice.
Brad: [00:34] All right, ladies and gentlemen, last season was full of special guests, but the man sitting right here, for those in TV land, right to my left, who is not one of them for some reason, please welcome back, for the first time this season, our partner and series regular, Jay Reyero.
Jay: [00:50] Brad, I thought I was special to you.
Brad: [00:53] Of course you are, Jay. The problem is Michael really doesn’t want you to be on the podcast. He’s really mean like that.
Michael: [00:59] Yeah.
Brad: [00:59] But I fought for you, Jay, and that’s why you made it back in.
Michael: [01:02] Jay, just, let’s ask yourself one question.
Jay: [01:05] Right.
Michael: [01:05] Do you think the person who wants more of him and all the attention was the one fighting for you, or do you think it was the, your fellow introvert?
Jay: [01:14] Yeah. I’m pretty sure I know the answer to that one.
Michael: [01:18] Well, since it has been a while, what’s new in your world since the last time you were here?
Jay: [01:23] Olivia, she’s the oldest of my three daughters. She just turned 15 and got her learner’s permit, so not only am I a father and partner CFO here, but I am now officially a driving instructor.
Michael: [01:42] Ooh. Well, you’re speaking to an expert. I’ve done it five times, mostly unscathed. I made it through the first four, and everyone got their licenses, not always on the first try, but everybody got their licenses and has had mostly successful driving careers. My last one did happen to get in a wreck while I was the driving instructor with a permit, so that was a very interesting experience. Interestingly, Ellex did get her driving test passed on the first try.
Jay: [02:20] Nice.
Brad: [02:20] That’s nice. I was lucky enough never to be the designated driving instructor. However, any type of highways, valet, parking, or when something bad happens where you have to swerve and stuff, I was the person that was assigned to all the rough stuff. So parallel parking was not anyone else in my family’s strong suit, so for some reason, it was mine to teach.
Michael: [02:45] I’m sure that Micah did not want you teaching your kids how to speed at like, twice the speed limit.
Brad: [02:51] No. Gosh, no. That’s very bad to speed against that factor.
Jay: [02:59] Yeah. Well, funny, I’m not too worried about the whole driving instructor part. I mean, I’ve been the one that’s been responsible for teaching all the kids the hard things in life. The potty training, tying a shoe, riding a bike, roller skating, so this part should be pretty easy.
Brad: [03:17] Yeah. Sure. Real easy, Jay. No problem. Although, everything you did describe so far, pretty large and hard life moments. Hey, asking for a friend, can you teach someone who might be 55 years old how to rollerblade?
Jay: [03:30] What part of any of that said miracle worker? I said driving instructor, not miracle worker.
Brad: [03:36] Yeah. Fair.
Jay: [03:38] But no, what’s on my mind now is what kind of car does she get? So I’m curious, what was your first car that you got when you guys were starting out driving?
Michael: [03:47] Well, my first car was no car. My parents wanted to teach me a lesson, so they taught me that just because you turn 16 does not mean you get a car. So I did learn that lesson and just drove what was available. Eventually, what I consider my first car, my dad gave me his six-year-old BMW 320. We called it the little black box. And I loved that car, and I drove it until it literally didn’t run anymore at the end of my college years.
Brad: [04:23] So my first car was not mine either. It was a 15-year-old Oldsmobile station wagon, which I know they don’t exist anymore. And it wasn’t even mine, it was the car that my older sister and I had to share. And it was such a bad car that, one, it had no radio, two, it had no heater, which in New Orleans is not that bad unless it’s the wintertime, and three, at 55 miles per hour, we called it wart speed because the entire car would start shimmering a little bit. So generally speaking, we could only drive it on the street. So that was my first car. And I don’t think I really got my first real, my own car until college when my dad and I went in. Dad paid for the majority of it, but we got a Bronco. But I had to pay for some of that, which was why I actually wanted the
Michael: [05:07] OJ style.
Brad: [05:07] Yes. Blue and white Ford Bronco, freaking awesome.
Jay: [05:11] Nice. Yeah, I’m similar to you, Michael. I got my dad’s probably five- or six-year-old ’90s red Infiniti G20.
Brad: [05:20] Ooh.
Jay: [05:20] The four-door sedan. And man, I drove that thing like I was in Fast and the Furious. It was automatic transmission, and it was a sedan, so it was rather harmless. But in my mind, I’m sitting there and I’m covering a quarter mile in less than 10 seconds, while people are driving next to me going, “Man, why is that guy wearing racing gloves and sunglasses and going 35 in a 30?”
Michael: [05:41] Yeah. Kind of like when your kid says, “Watch this jump” on their bicycle.
Jay: [05:44] Yes. Yes. Well, what’s funny now is the perspective, because back then I wanted something cool, something fun to drive. And I didn’t think about safety features. Who cares about airbags, gas mileage? What’s that? But now as a parent and the financer of this endeavor, those are the things that I’m thinking about, number one and 1A and 1B.
Brad: [06:08] Yes, totally agree, Jay. I mean, we would do all this. The first thing we look at is safety. And my wife and I would look at how this car does in a wreck. And we were talking to a friend of ours who happens to be a captain, Captain Tim in the Dallas Fire Department, and we’re like, Micah’s thinking about getting this car. And he’s like, “No, no, no, no.” She’s like, “It has a great rating.” He goes, “I see what those cars look like in a bad accident, you don’t want that car.” So since then, every single car we’ve bought, we’ve narrowed it down, and we have the Captain Tim test. How does this car really survive in an accident? He’s like, “Good. No.” So that’s our test on safety. So if you need Captain Tim’s number, let me know.
Jay: [06:46] Yeah, I love that. Back then I was like, “Oh, a Hummer,” because those were rare back then. Oh, yeah. I’d really love a Hummer and can’t imagine parking that in Dallas in the compact spaces that exist. My dream car was a Dodge Viper. And so, you know, two-seater, low gas mileage. I mean, what’s the problem with that?
Michael: [07:03] Yeah. I don’t know what has worse gas mileage, the Hummer or the Viper.
Jay: [07:07] I have a lot to think about. It’s good tips, good ideas. Any final advice?
Brad: [07:13] Drink lots of bourbon.
Jay: [07:15] While driving? While she’s driving? After she’s driving?
Michael: [07:18] All right, let’s get into today’s story.
Jay: [07:22] All right. We’ll start today by introducing the client for today’s story, and this is an aesthetic plastic surgeon in Texas, and we’re going to name him Dr. Toretto.
Brad: [07:33] Ooh. Oh. For audience members who are not playing along, Mr. Jay just dropped in a Fast and Furious reference. He actually talked about it earlier, but that’s a movie reference for Dominic, or Dom, who was played by Vin Diesel.
Michael: [07:48] And there we have it, guys. Right into the movie talk.
Jay: [07:52] It’s been a while.
Michael: [07:52] It took you about five minutes.
Jay: [07:53] It’s been a while. Everybody’s been clamoring for it. So Dr. Toretto followed a pretty familiar path out there. So following his years in residency, he took part in a prestigious aesthetic fellowship, followed by a couple of years of employment focusing on the training and experience that he needed to gather his cases for his boards.
Michael: [08:15] Gathering cases for boards is a really big part of the early years. It’s a pressure point for a young plastic surgeon, particularly one focused on aesthetics, where you may not have as easily the volume needed to get your cases.
Brad: [08:29] Yeah, and for those who are not familiar with it, becoming a board-certified plastic surgeon is a long haul. You basically have to sit for two really tough exams. There’s a written part, and there’s an oral part, and it’s administered by the American Board of Plastic Surgery. And even before the plastic surgeon can sit for this exam, that’s a long runway. They may have to work for one to two years to get enough examples of their cases to submit to the board. So you’re talking about they go through medical school, then they go through residency, which is long, because some even go through fellowship, and then there’s years later to become board-certified. So it’s a pretty long runway.
Michael: [09:04] Yeah. So Dr. Toretto, his ultimate vision was always to build his own practice, to start his own practice, and so that’s what he ended up doing. For the first year and a half or so, he started putting the pieces together, which was easy because it was small at first. He envisioned your standard surgical and non-surgical aesthetic practice. Note to the audience, that’s really easy for Jay to say. He’s the CFO of our firm. Because even though small does make it easy in context, the experience during this time is a whirlwind. Dr. Toretto would have been having to learn beyond just mastering his craft. He would have to learn about sales, finance, accounting, marketing, business operations, and all while trying to juggle those hats at the same time.
Jay: [09:56] Yeah, so true. So many hats that they have to wear. And so, while being this one-man show in the beginning, when he opened the doors and he was just trying to keep the lights on, after a short while he started putting some more pieces into place, and he began by hiring that front desk office manager, an individual who’s so critical to practices. And then, more importantly, he decided to bring on a physician assistant to help out on both the surgical and the non-surgical side because he was just so busy. And so let’s call this physician assistant PA O’Connor.
Brad: [10:31] All right, Jay. Another great shout-out to another character from Fast and Furious. This is a reference to Brian O’Connor, who was originally portrayed by the late actor Paul Walker, rest in peace. But again, second, it’s not unusual for a physician in a small practice to have that physician assistant come in, because you nailed it. They can help both on the surgical and non-surgical part of the practice.
Jay: [10:53] Yeah. And so hiring PA O’Connor helped a little because he was someone that Dr. Toretto had worked with previously, knew clinically was very sound and very competent. And so there was this trust there, and it allowed PA O’Connor to really get going and be productive quickly.
Michael: [11:11] Adding the hat of now being a boss definitely helps if you start with an existing relationship like this. It’s not always the case, but this is another discipline that he had to add to his arsenal being a small business owner.
Jay: [11:27] Yeah. And so unfortunately, this ended up being just a short fix because the problem was the practice was just exploding, and they were just getting busier and busier. And what Dr. Toretto ended up feeling was that the non-surgical side of the practice just was not getting the attention that it deserved or that it needed because the surgery side was in such high demand, but that high demand was also there on the non-surgical side.
Brad: [11:50] Yeah. This sounds like one of those stories about be careful what you wish for at that moment. Every startup really wants to get busy first. Sometimes it can be a curse more than a blessing. So what did our doctor do to help solve this problem?
Jay: [12:03] Yeah. So PA O’Connor had attended an aesthetic conference, and it was there that he met this aesthetic nurse practitioner, let’s call her NP Letty. And NP Letty had actually been in the industry for years, was currently working at a plastic surgery aesthetic practice, and fortuitously she was exploring relocating to Texas. And so PA O’Connor introduced the idea to Dr. Toretto that, “Hey, why do not we hire NP Letty to come in and run this non-surgical side of the practice, given her experience?”
Michael: [12:35] Well, as the person who has not seen Fast and Furious is this yet another character?
Brad: [12:40] Yes. Yes.
Michael: [12:41] Okay. Thank you for answering. Okay. Well, so did he end up… Did it work out that way?
Jay: [12:46] Yeah. So he ultimately did, and after a couple of phone calls and a dinner, Dr. Toretto offered to bring NP Letty on, but as an independent contractor. He could see the growth curve for the practice and was afraid of stopping that momentum, but he just did not feel like he was ready to bring on another employee. He already had two. Things were moving fast, but he knew and thought that NP Letty could come in and help right away, given her prior experience.
Michael: [13:15] Was he right?
Jay: [13:16] Yeah, absolutely. She came in right away, got to work, and started killing it. She leveraged her prior experience, maybe some paperwork, to begin putting her stamp on the non-surgical side. She saw firsthand how her prior aesthetic practice had operated, and what she saw and felt and experienced was a smooth operation. And so it was easy to start mirroring a lot of those things that she had always known and using a lot of the same ideas.
Brad: [13:43] And Michael, to answer your question earlier, that was Letty Ortiz, who was portrayed by actress Michelle Rodriguez. So yes, another Fast and Furious character. But again, so far, this is a very common theme that you are describing, that nurse practitioner can come in and take over the med spa/non-invasive services.
Jay: [14:04] Yeah. And so one of the ideas that NP Letty brought in was let’s bring in aestheticians to handle some of these service lines. She had told Dr. Toretto about how at her prior practice, they were able to create better profit margins, and it sounded like a good plan. And so Dr. Toretto ended up agreeing, but he still just was not comfortable committing to that employment relationship. And so they ended up bringing them on as independent contractors as well.
Brad: [14:31] So going back to our Fast and Furious movie audience members, this is where the movie music starts picking up, the tires start squealing a little bit. So this is good, but I am yet to hear where we are involved. So when did that happen?
Jay: [14:46] Yeah. So let’s fast-forward to about a year and a half later, and you both remember that Texas put forth the bill that would have rocked the aesthetic industry.
Brad: [14:56] Sure did, yes. And Texas, for those that know, did pass a new law. It officially went into effect on September 1st of 2026. 2025, excuse me. And at the most basic level, the law regulates elective intravenous or IV therapy services by restricting who can provide these medical services and mandating certain prescriptions and good faith exams are being done by doctors, physician assistants, and nurse practitioners.
Jay: [15:23] Brad, that’s so accurate and boring because you do not remember when we were in Austin at the plastic surgery meet in March of 2025, and this Jenifer’s Law is what it became known as was first proposed, and it was quite the controversy. It was going to rock the industry. What was really interesting was there was a lot of misinformation. And so a lot of the plastic surgeons initially were like, “Hey, yeah, that’s not going to affect us because we are doctors.” And then as we and others started educating that no, this bill would completely change the way non-invasive services could be offered and the level of supervision required and the who can, who can do what part of it, it started to become pretty serious. And there was a lot of back and forth in the bill lobby process before the ultimate version that you just described was passed.
Jay: [16:25] Yep. And funny enough, it was not even when the bill was proposed and all the conversation started that we got connected with Dr. Toretto. It was actually a couple months after it became in effect, and Jennifer’s Law was now law because Dr. Toretto started hearing all sorts of things at every conference he went. NP Letty was talking about it, too, and Dr. Toretto finally just realized, like, “Man, I need to just make sure my practice is buttoned up.”
Michael: [16:55] This is a common way young plastic surgeons get motivated to deal with another sometimes overlooked discipline to running a medical practice, compliance. The scary stuff that makes the news can be a trigger for awareness for doctors.
Jay: [17:10] Yeah, and what is interesting is that when we spoke to Dr. Toretto on that initial call, he said, “You know, I have been thinking about calling you guys since I started the practice because I heard you guys speak a few years ago. I have just been putting it off.”
Brad: [17:22] Yes, very, very common theme on our phone calls. “I know I need to do something with my medical practice, and I probably need to get a health care attorney involved, but I will get to it later.”
Jay: [17:34] Oh.
Michael: [17:35] Let us not bury the lead here. I do not think it is as much of a surprise, and we can all see that Dr. Toretto has been acting like a pirate.
Jay: [17:43] Yeah, I figured it would become pretty obvious throughout the story.
Brad: [17:47] Now, audience members, why was he acting like a pirate? Because it is fun to act like a pirate. It is exciting. It is exhilarating. You are going fast. You are breaking things. I think almost all new business owners at some point are acting like pirates in the beginning. They are swept up in all that startup energy, and it is just very focused on one thing: survival.
Michael: [18:11] Yeah, we talked about all the different hats that he is trying to wear, and any small practice wears, and there simply is not enough time to give attention to everything. And naturally, the attention gets really focused in on survival, so getting enough patients to operate on, and so these other things tend to get delayed.
Jay: [18:36] Yeah, and so, I mean, Dr. Toretto, his goal at this point was just to make sure everything that he had been doing and building and putting together was done in line with compliance, that he was compliant. He knew there were things that were missing that he had put off, but he also knew that he did not know if the non-surgical side was compliant because he was not running it and that is what he had left NP Letty to do.
Brad: [19:00] Because why, audience member? Because if it walks like a pirate and talks like a pirate, argh, he is a pirate.
Michael: [19:06] And he got to see through the news what potentially it would look like to lose a limb and decided he did not want that for his practice.
Brad: [19:15] Yep.
Jay: [19:15] Yeah, at the end of the day, Dr. Toretto just wanted peace of mind in how his practice was set up and operating, just to avoid jeopardizing his license.
Michael: [19:23] Well, let us go to break and on the other side wrap up talking about how Dr. Toretto can transition from acting like a pirate to hopefully acting like a Navy SEAL.
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Brad: [20:07] Welcome back to Legal 123s with ByrdAdatto. I am your host, Brad Adatto, with my co-host Michael Byrd and series regular Jay Reyero. Now Michael and Jay, this season our theme is “What Now?” And in this show we are explaining how the movie Fast and Furious is awesome. Or we are explaining when a plastic surgeon is moving fast and furious, he needs to slow down sometimes and really embrace the question that we keep asking, “What Now?”
Michael: [20:35] We have been learning about Dr. Toretto, who has been tapping into his pirate energy as he started his practice, and along the way, while he is still kind of in that pirate mode, he hired PA O’Connor, and then eventually even added NP Letty. And we were just learning about the pressure points when he finally connected with J. and was ready to change and to have that peace of mind.
Brad: [21:02] Now, Michael, before Jay gets in the process of really talking about how he guided Dr. Toretto to transition out of acting like a pirate, remind the audience of the sweet spot we are hoping that every single client starts acting like.
Michael: [21:18] Yeah, we want to act like a Navy SEAL. You get to keep the fun energy, so that is good. We are not trying to take that part away. The Navy SEALs do not act alone. There is a strategic element. They have a team and so they are maybe slowing things down a little bit, maybe not a little fast and furious, but Brad, what is the expression?
Brad: [21:41] That slow smooth is… Slow is smooth, smooth is fast.
Michael: [21:47] There you go. So Jay, what is the first step you took with Dr. Toretto?
Jay: [21:52] Yeah. The first step is let’s start with a practice assessment. Let’s see what is going on, what is in place. More importantly, we are seeing what is missing. What do we expect to see that we are not seeing? We are trying to figure out what does the world look like that they have built, and then we can go to work in fixing or putting the pieces in place that are missing.
Brad: [22:11] What I love about a practice assessment, it is really like a truth serum moment. Like, you can think everything you want about what your practice looks like, but this is the moment in time to really start taking a step back and saying, “Well, this is what it is.” Whether or not you thought it looked like that or not, this is truly how your practice looks. And so that is a great moment in time. And so when you had that chance to do that assessment, tell the audience what did you find?
Jay: [22:38] Yeah, I mean, from a technical perspective, we found several foundational pieces missing that you want to have as an operating practice to mitigate risk. I think the most obvious was the employment documentation. Even though Dr. Toretto had hired a couple of employees, there were no employment agreements, no employee handbooks, and no type of employment policies whatsoever.
Brad: [22:58] Is this important?
Jay: [22:59] I mean, yeah, it is recommended.
Brad: [23:01] Okay, okay.
Jay: [23:01] Yeah. The moment you hire your first employee, you bring risks to the practice that you have to have addressed.
Michael: [23:07] It can be an eye-opener for practices to learn that the two most important things to their practice are the two biggest risks to their practice. So your patients and your employees are the source of the lion’s share of risks that you carry in your practice.
Brad: [23:23] Which is really frustrating because to be a successful practice, you need to have both patients and employees, which means you need to start thinking of ways to reduce the risk from these two things you have to have.
Jay: [23:40] Yeah. And on the clinical side, there were no standing operating procedures, no clinical protocols. Most of those patient intake documents and procedure consents were clearly templates that had not been really customized at all. And what ultimately happened was that Dr. Toretto just never really examined the clinical process that was going on the non-surgical side, the delegation supervision rules involved for the services his practice was offering, and just did not have a pulse on what was there, what the risk was, or where his compliance gaps were. And so it was just a blind spot to him.
Brad: [24:18] If I was sitting here doing the whole like red flag season, this is not the red flag sea. All I heard was pirate, check. Pirate, check. Pirate, check. All right, so we now know he was acting like a pirate. Everything that you said so far is pirate, pirate, pirate. So what can we do to help him start acting more like a Navy SEAL?
Jay: [24:39] Yeah, so once, technically what we do is we get in, we just start working collaboratively to get all the stuff put into place, the plan of action, to get him back to kind of an equilibrium state of compliance. But the biggest piece that was missing, that really what we filled from the moment he brought us on board, was that strategy aspect. There was no strategy in any decisions being made, which is what is missing a lot of times in the pirate mode. And so take, for example, the hiring of aestheticians as independent contractors. It was a decision made without any thought with respect to compliance and what the risk or what the strategy behind that decision was.
Michael: [25:18] And this is so important. There are two potential big landmines when you go that route. So one, with hiring an aesthetician, depending on your state and the role that you have for them, you may run into a scope of practice issue. So really thinking about the role when you are wanting to bring an aesthetician on and making sure that there is a strategy there. And then secondly, when you hire as an independent contractor, you introduce risk, because if you label them an independent contractor, but they are misclassified and really should be treated as an employee, you create state and federal risk on that misclassification claim.
Brad: [26:01] Yeah, and what is important though, again, going back to acting like a Navy SEAL, is you want to have a team surrounding you. Navy SEALs are about their swim buddies. They are about making sure that they are not by themselves. Now, that does not mean that that team has to be the individuals you work with. You could have a team of your financial planner, your CPA, your lawyers, your tax advisor, whoever is putting together the right team to help them develop the right strategies to think through that process and, more importantly, to help you dodge and weave as needed, so you are not just kind of locked up. Because Michael, what we see happen often with pirates is they are like, “I do not want to lose a limb,” and they shift all the way over to start acting like a cruise director. So let us talk about what happens when they start doing that.
Michael: [26:54] It is kind of the opposite in the sense that they may hear us speak, and instead of holding their card and saying, “We will call you someday when I get around to it,” they may think, “Okay, I need to protect myself.” And there is this rigidity without strategy of, “I am going to do all the things that I heard in that speech to make sure that the checklist has been checked on what I need to do from a legal compliance perspective.” The most important element to it really is that lack of strategy.
Jay: [27:26] Yeah. And I think AI has created an even more push to go that route, because AI can spit out the checklist of, “Here are the things that you need,” and then they just follow that checklist. But what AI does not do is understand what your vision is and your strategy to get there and have that nuanced conversation, which is where we come in.
Brad: [27:45] Yeah, it is a complete trap in both scenarios that you are describing, because in one scenario, they feel this comfort level that they have gone through mountains of checklists, but truly do not even understand how to implement it on a day-to-day basis and if it is really helping them. They have it in place, but no one knows how to follow it, no one is using it correctly, but they have the checklist.
Michael: [28:11] Yeah.
Brad: [28:12] So that is the… And because they have that checklist, they cannot make any decisions without going through the checklist. All right, Jay, what ended up happening with the practice? Was it called the Fast and Furious practice? Just out of curiosity.
Jay: [28:25] A rebrand.
Brad: [28:26] Just asking for a friend. Did he ever becomea good doctor, Dom, I like to call him Dom by his first name.
Jay: [28:33] Dr. Dom.
Brad: [28:34] Dr. Dom. Did he become a Navy SEAL?
Jay: [28:36] Of course he did, Brad. He was working with us. We built a strong foundation, got him to a good place of compliance. More importantly, it gave him peace of mind that he was protected, and then it also gave him the team for the strategic direction on an ongoing basis to keep him from drifting away from compliance. And so every time he confronted a business issue, he had us there to help him decide. So my final takeaway is Tokyo Drift is an underrated movie in the series.
Brad: [29:04] Another movie drop. Well done. Michael, I think we are almost out of time, so why do not you lead us off with your final thoughts?
Michael: [29:10] Oh, man. Strategy is the key. That makes all the difference. Having a team help you impart their wisdom will save you from getting wisdom the other way, which is by skinning your knee and learning those tough educational lessons.
Brad: [29:30] Well, audience members, unfortunately, that is all the time we have today. And we will be losing Jay, but do not worry, he will be back.
Michael: [29:37] I’ll be back.
Brad: [29:37] And next Wednesday, we’ll be back where we continue to explore this journey as to, “I Received A Patient Complaint, What Now?”
Brad: [29:46] Thanks again for joining us today. And remember, if you liked this episode, please subscribe. Make sure to give us a five-star rating and share with your friends.
Michael: [29:54] You can also sign up for the ByrdAdatto newsletter by going to our website at byrdadatto.com.
Outro: [30:01] ByrdAdatto is providing this podcast as a public service. This podcast is for educational purposes only. This podcast does not constitute legal advice, nor does it establish an attorney-client relationship. Reference to any specific product or entity does not constitute an endorsement or recommendation by ByrdAdatto. The views expressed by guests are their own, and their appearance on the program does not imply an endorsement of them or any entity they represent. Please consult with an attorney on your legal issues.
