Hiring your first injector can be one of the most exciting milestones in a growing practice, but it can also be one of the riskiest. In this episode, partner Jay Reyero shares the story of a plastic surgeon whose patient demand had outgrown her capacity. As she prepared to hire her first nurse injector, she faced critical questions about compensation, employee classification, and how to protect her investment in training. Tune in to learn why bringing on a new provider requires more than an employment agreement. Explore the key legal considerations practice owners should address before hiring to help avoid problems down the road.
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: [00:01] 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] Well, audience members, before we get started, as you probably notice, if you’re watching us in TV land, our partner and series regular, Jay Reyero, is here today.
Jay: [00:44] Yeah, so glad. Third times the charm for the season. But I’m feeling nice and relaxed. This past July was our summer of travel, and Brad, actually you and I did not see each other for the entire month of July. In fact, it was almost 40 days that we did not see each other.
Brad: [01:00] Yeah, I actually felt the need to reintroduce myself to make sure we had the right names. But yeah, it was fun. I mean, we all had different trips. I got to go visit my son in Prague and hit Austria in between, so it was a good time. What about you, Michael?
Michael: [01:16] I took a week and went to Montana for the first time, and the only bummer is that the smoke from the fires that were going on kind of created a little bit of a cloud there, and then it was hot. I was expecting that crisp, cool weather and whatever’s going on with the heat in the US this summer definitely traveled to Whitefish, Montana. But it was pretty nice and highly recommend Glacier National Park if anyone ever gets the chance.
Jay: [01:49] Yeah, and I ended up doing my annual trek up to Crested Butte, Colorado for a couple weeks, which was beautiful. Did not have the smoke or the heat. We had a lot of rain, which was beautiful and nice, so nice weather. Much better than 110 here in Dallas. And then actually before that, Katie and I had headed over to Eureka Springs, Arkansas.
Brad: [02:10] Yeah, and I have to give you credit, Jay. I’ve known you for a long time and your trip to Eureka Springs was a very special trip for you guys.
Jay: [02:18] Yes, it was. It was the first time since kids that Katie and I had been able to take a vacation together, no kids. They all ended up at the same camp on the same week, and so last minute we boarded the dog and took off and enjoyed being adults for once.
Michael: [02:34] That’s an amazing crossover once you hit that. We just crossed over something similar around that same time where we thought we were going to be held home because our youngest daughter was working that weekend and decided, “No, she can stay here and work and we’ll go for a quick weekend getaway.” And everyone survived and thrived and it was a crossover.
Jay: [02:59] Yeah. So when we were in Eureka Springs, first time without kids, we thought, “Let’s get them something. Let’s get them some kind of little gift.” And so we were walking through the downtown. There was this toy store and so we said, “Let’s go in there, see what they got.” And I walked in there thinking it was going to be your traditional toy store, and I basically walked through a portal to nostalgia. I walked in and instead of actual toys from today, they had the toys of yesteryears. They had G.I. Joes in their original boxes, Ninja Turtles in their original boxes, wrestling figures from the ’70s and ’80s in their original boxes, Star Wars. You name it, Thundercats, they had it, and it got me thinking about my childhood, but I’m curious for you guys, like, what were your favorite toys as a kid?
Brad: [03:47] Yeah. Growing up, Michael and I are similar in ages. So I’ll be interested to hear what he says, but Hot Wheels was the first thing we started kind of messing around with and eventually got tracks with that, and then I had a lot of Venture people. Venture people, if you’re not familiar, they did adventures. Like scuba dive guy and airplane guy and hiking guy. And then of course, Star Wars came out, and that just became, like, every single birthday or Christmas, all that was Star Wars people.
Michael: [04:15] Oh, yeah. Well, I had the Six Million Dollar Man action figure. That was important. I think we’ve even talked about him on our podcast before. And then I had these NFL action figures and played all sorts of pretend NFL games and, of course, the Hot Wheels. I’m curious though, did they have the Von Erich wrestling figures? Going back to the…
Jay: [04:39] No, it wasn’t the Von Erich, but in the same timeframe.
Michael: [04:43] Yeah.
Jay: [04:43] Yeah, like you guys, Hot Wheels was a big thing. He-Man, that recently just got rebooted, so He-Man was a big thing, the Skeletor Castle and He-Man, so that was a near and dear toy. But I think the biggest ones were the G.I. Joes where, had a whole bunch of G.I. Joes. I had the big kind of tank system and they would invade my little sister’s room and take over Barbie’s Dream House and steal the Corvette and there’s a lot of good memories from that.
Brad: [05:11] Yeah. It’s funny now you bring that up. I think everything you just described has been in a movie now with Hot Wheels having movies and G.I. Joes having lots of different movies, and obviously Barbie and He-Man being rebooted for, like, the third or fourth time. It’s almost movie talk now.
Jay: [05:27] Yeah. Imagine that.
Michael: [05:29] Yeah, and Brad gets to talk about his Star Wars action figures.
Jay: [05:32] That he still has and plays with.
Michael: [05:34] What? No. No.
Jay: [05:35] So, but as I was walking out, I caught a peek of some toys that were sitting up on the stand as you were walking out the door. And do you guys remember Changeables?
Brad: [05:46] Uh, I have no idea what that is.
Michael: [05:48] Are these the adult diapers that Brad wears?
Jay: [05:51] This is a safe space, so we won’t talk about that now. No, so Changeables were McDonald’s Happy Meals toys that were first released back in 1987, so they were transforming items like hamburgers and fries and milkshakes into little robots
Michael: [06:08] AKA Transformers. That was popular back then. And they released consistently for the next three years through the 1990s, and the last set that they had released were the McDino Changeables.
Brad: [06:20] Yeah, I guess that would be in high school years for me, so if there was food it was me trying to gain weight, which is not a problem anymore. And I think I went to more Wendy’s. I wasn’t really a McDonald’s guy. So, I did not know about the Changeables.
Jay: [06:40] Yeah, I think I was, like Brad, too old. I was more interested in girls and tennis at this point.
Brad: [06:46] And typing.
Jay: [06:46] Yes.
Michael: [06:47] And typing.
Jay: [06:47] Yes. Well, that’s how you get the girls.
Brad: [06:49] Oh, obviously. Everybody knows that.
Michael: [06:51] Yeah. Well, what’s fascinating from a collector’s mentality, collectors actually still look for these things today. I was reading an article that unopened Changeables can actually still get a pretty penny today. There was a 150 piece set from a re-released 2026 series that sold for $250 on eBay, and some of the old versions, there was a set of 26 from the ’87 to ’90 timeframe. They were advertised as used, and they still sold for 125 bucks. So there’s still some collectors out there looking for them.
Brad: [07:29] You know what? I know we have to get to the show in a second, but I can’t stop thinking about the word Changeables and astronaut diapers and then thinking about that, and this does not seem like the kind of item you want to give away at a fast food restaurant.
Michael: [07:41] You don’t want to pay $125 for Brad’s Changeables.
Jay: [07:46] No.
Michael: [07:46] And with that, let’s get into the story.
Jay: [07:48] Yes, let’s. Let’s start with our story, which centers around our client, and it’s a plastic surgeon out in Atlanta, Georgia. We’re going to call her Dr. McDonald.
Brad: [08:00] I believe we’ve actually had a Dr. McDonald before, but I’ll go with it because I guess it’s better than Dr. Burger King or Dr. Wendy, so yeah. Go for it.
Jay: [08:09] Yeah, so it starts with Dr. McDonald emailing us one day, telling us that she had been thinking for a while that she really needed a new provider. There was more than enough patient volume, and most importantly, Dr. McDonald was just running out of capacity to really do it herself.
Michael: [08:25] Yeah, and this moment when you’re thinking about hiring a new provider, I mean, she has to put her big girl Changeables on because you’re getting trained in medical school to figure out how to treat patients.
Michael: [08:40] And now you have a practice, you have a business, and it is an entirely new discipline to all of a sudden have that kind of adult responsibility of being a boss to somebody and dealing with the employer-employee side, plus the training and supervision side of things.
Jay: [09:01] Yeah, and so what we really wanted to do, we suggested hopping on a call, because we wanted to kind of get a sense of where her mindset was, how, what has she been thinking, where is she at. And really during that call, she revealed more about her plan, and we started to learn that she was actually a little further down the road than we had expected just based on the initial email.
Brad: [09:20] Further down the road, like she actually already hired someone, Jay?
Jay: [09:23] No, no, not that far down the road.
Brad: [09:24] Okay. All right.
Jay: [09:26] Just know she had really put some thought into what she was specifically looking for, but she had also been searching with that criteria, and she’d actually identified a candidate that she was thinking about approaching and having a conversation about.
Michael: [09:41] Walk us through the part, what was she looking for?
Jay: [09:44] Yeah, so her practice was small, and she wanted to keep it that way. That was really important to her. So she was trying to be very strategic in bringing on a new employee, trying to figure out, “I only need to hire for what I need to hire.” And after looking at her patient population, the services she offered, and where the need really was, what she really wanted to do was hire a nurse injector.
Michael: [10:10] All right, Brad. It’s been a minute since we’ve brought the vocabulary word back in.
Jay: [10:15] Yeah.
Michael: [10:15] But I think it’s time for you to define for the audience what a nurse injector means.
Brad: [10:22] I have no idea. Does that help? No, I mean, this goes back to, there’s often situations where people want to use these kind of marketing terms or terms of art to kind of describe what they believe this person is doing. So you’ll hear this person’s an injector, or in this case, a nurse injector. But that’s just a descriptive term. It’s not really a license. I mean, maybe there’s a certification piece that they’re thinking about. Ultimately, that’s not the license. It’s still my favorite of all time. It’s still paramedic esthetician, which I still don’t know what that means but sounds great on paper, apparently, Michael.
Michael: [10:55] Well, at least with a nurse injector, in most states, a nurse can be an injector.
Brad: [11:01] Correct.
Michael: [11:01] So you’re not creating a compliance problem by your marketing term.
Brad: [11:05] Yeah.
Jay: [11:06] Yeah, and in this case, let’s drill down specifically, Dr. McDonald’s candidate was actually a nurse practitioner.
Brad: [11:12] Yeah.
Jay: [11:12] So for our story today, let’s call her Nurse Ronald.
Brad: [11:15] Okay. Like the name again. I know where we’re going with this, but I guess it’s better than, you know, especially this is, I guess, an aesthetic practice. We didn’t want to call her, like, Nurse Grimace because that’d probably be a bad one.
Jay: [11:25] That wouldn’t, that wouldn’t be good. Yeah, so once we got up to speed, we got to the heart of the call, which was Dr. McDonald’s question: I’m hiring my first injector. What now? It’s a very basic question, like she’s going to hire, what do I do now? She’d never done this before and was really basically asking us, “Please help me, guide me through this process. What do I need to think about?”
Michael: [11:47] Well, that’s great. I also say that even when people haven’t done it before, they usually have some preconceived notion coming into it. I’m curious, did Dr. McDonald have any?
Jay: [12:00] Yeah, yeah, so she actually had one specific thought, one specific question, and one specific concern.
Brad: [12:06] Oh, this sounds like a game show. The Monty Hall problem. Let’s Make a Deal. where should we start, Jay?
Jay: [12:15] All right. All right, all right, here we go. So the one thought that she had was that compensation should be 45% commission. She based this a little bit on what she understood was industry norm, but really what others were doing. Really, honestly, this is what Nurse Ronald requested.
Michael: [12:35] Okay, well let’s talk a little bit about commission, and what that really is, is they’re getting paid a percentage of compensation, and hopefully a percentage of compensation for the work that they perform. And that’s typically what you’ll see. And we’ve talked about this on other episodes, that you have to be careful because this can trip into a compliance issue. When it’s allowed, usually it’s framed as being based on the actual work done by the nurse, it’s safe ground. There are other considerations from a business perspective, because you are creating a certain culture in your practice when their incentive is solely based on their own performance, and they can lose sight on the bigger picture. And so if you’re wanting someone to be a part of building a bigger culture and more, you know, quote, quote, “practice success,” that model may not align.
Brad: [13:39] Yeah, and I want to add in, the term commission, first off, that’s a term of art that has been thrown in only in probably the last five to eight years in the aesthetic world, because commission’s typically what you hear from spa, med-you know, on spa sides, not medical sides. And so that’s the first thing. Commission could be, as Michael’s described, really you’re paying someone based on their production. So that’s the first thing. But then often it gets stuck up, “Well, that’s the industry standard to pay them a percentage of what it is.” And people love it because it’s easy to set it up. You know, the practice itself is really not coming out of pocket really to do anything, because the person’s really not going to get paid unless they actually do stuff, so they believe they’re incentivized to it. But as you said, Michael, there are a lot of compliance issues that we maybe can address later as we go. But, you know, core practice medicine, fee splitting, and then collection fights after the fact. So there’s a lot that goes with that when you add commission slash percentage of their collections.
Jay: [14:38] Yeah, and I think the number that gets thrown out always sounds good because that’s what they’re asking for. That’s what others are paying. But at the end of the day, you’ve got to look at your numbers, and you’ve got to understand what that number actually means. And so it even starts at the beginning of, well, what can you afford to pay? And then you start working towards the compensation model that not only is compliant based on the state, but then more importantly, achieves the objectives of incentivizing the person to continue to work, to grow, to do more, and keeping the alignment in that relationship of, “I’m paying you to do well, and you getting some upside, but at the same time, I’m staying within the compliance bounds.” And so that’s why it’s, that’s why we wanted to hop on this phone call at the beginning, because it’s really more of a strategy conversation than just simply pushing out a piece of paper.
Michael: [15:30] Right.
Brad: [15:31] Yeah. All right, Jay. Let’s go with the question now.
Jay: [15:35] Yeah, so the question in her case was one that we get all the time, should Nurse Ronald be W2 or 1099? And I was just happy that she didn’t say, “What about a 1099 employee?”
Brad: [15:48] Yeah, and you know, audience members, I know we’ve talked about this in the past, but if you’re not familiar, there is a big difference between a W2 and a 1099, and there’s pros and cons to both of them. And again, some people love the idea of a, quote, “1099,” employee, which is not exactly a correct term. But the idea behind that mainly is you’re bringing someone on as an independent contractor. They like that because it’s easy to, again, add them. Again, a lower overhead. You don’t have to bring them on with all the benefits and everything. So from a tax payroll perspective, administrative burden, you’re putting that all onto the employee. So a lot of clinics when they’re starting off, they definitely want to have the idea of going even commission-based, you know, again, bad word, percentage-based, and then having them be independent contractor. Of course, the issue is the control element that we typically look for, and that often can lead to misclassification of the employee, which leads to damages and other issues that happen on these type of models. But I’d love to hear y’all’s thoughts too.
Michael: [16:51] Yeah, I mean, I think as a little bit of a reset, maybe even vocabulary word for those not familiar with these terms, W2 that Jay mentioned means employee. 1099 means independent contractor. It’s legally impossible to be a 1099 employee, although I’ve seen people try to.
Brad: [17:12] But what if I really want to?
Michael: [17:14] Yeah.
Brad: [17:15] If I put it in writing, does it make a difference?
Michael: [17:16] It has been tried multiple times. But they’re polar opposites of each other, and there’s a lot of really important risk and strategy that, to Brad’s point, go into that decision. Like it’s, you don’t just get to pick because that’s the name you like the best or the benefits you like the best. There’s a lot of actually the dynamics of the relationship have to match with what you’re calling that person. And the real risk is if you call someone an independent contractor, that misclassification you just mentioned, Brad.
Jay: [17:56] Yeah. Yeah, and I think it’s a great point. A lot of clients come in asking about it from a cost, financial perspective, but really it ends up being about the dynamic of the relationship. So you want to understand what are they looking for? How are they approaching the relationship? And a lot of times we find those are in conflict. They want to do the 1099 because it’s easy, and financially it makes sense, but then they want the level of control that says, “No, they’re actually an employee.” And so you have to have conversations to figure out which is most important in that dynamic.
Brad: [18:27] And before we go any further, understand some, obviously we’re talking about federal rules, but a lot of states have their own even more in-depth rules. So depending on your state, it’s even harder sometimes to classify someone as a 1099, even if you really, really want them to be and even if they really, really want to. That doesn’t change things. But I don’t know, Michael, what are your thoughts next?
Michael: [18:52] Yeah, I mean, I think we’ve covered the first two so to speak. Maybe we go to break and come back on the other side, and Jay can tell us what’s behind door number three.
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Brad: [19:42] Welcome back to Legal 123s with ByrdAdatto. I’m your host, Brad Adatto, with my co-host, Michael Byrd and series regular Jay Reyero. And Michael, our season theme for those who cannot remember, I can’t remember is what now, and what now just really happened big time with Jay’s story.
Michael: [19:58] Yeah, so we have Dr. McDonald, who called Jay on the front end, was making a big decision to hire Nurse Ronald. And when I asked Jay, “Does she have any preconceived notions?” Jay was super specific. Or I should say Dr. McDonald was, because she had a specific thought, and she had a specific question that we have already covered. Of course, the commissions she asked about, and then this whole idea of independent contractor versus employee or, I think she said 1099 employee might have been her words, that we’ve hopefully corrected. And so we’re kind of moving towards that door number three that we promised before the break.
Brad: [20:47] Yeah, I mean, I feel like watching this game show now. You know, we have the curtains have been raised on two of them, but behind curtain number three, is that where the car and the trip is? Like, what is behind door number three, Jay? We got to know.
Jay: [20:58] All right, Brad, commitment there on the game show. So the one specific concern that Dr. McDonald had was what a lot of clients in this industry are facing and we talk about quite frequently, and that’s the question of, “Okay, what if I bring them in, and I train them up, and then they just leave? How do I stop them from doing that?”
Michael: [21:21] Let’s start with the elephant in the room, which is this is an extremely fair concern because this is probably the number one problem across the country with aesthetic practices that have these nurse injectors or other providers like that. Turnover is really high, and we’ve had entire episodes talking about this. And we’ve had episodes talking about what I’m about to say, which is, there is no perfect strategy, but there are strategies, and we’ve talked about the carrot and the stick approaches. So the carrot approaches are what sort of incentives and other financial mechanisms can we put into the arrangement that’s going to make it really hard for them to make the decision to leave? And you want to create those barriers because typically, if everything is going well, there’s going to be some moment in time where someone’s going to present them an opportunity, and if there’s enough barriers, they’ll just dismiss them, and if there’s not, they’ll inquire about them, and that’s where the risk comes in, is that once they start thinking about it, it can become a reality. And then of course the other’s the stick approaches, which are what are the ways that they will be penalized if they leave? And you think about things that I’d love Brad to talk about, like non-competes and other restrictive covenants that can prevent them from leaving.
Brad: [22:56] As the nicest guy at ByrdAdatto, I mean, everybody knows that, I will be the meanest guy right now as a lawyer, and that’s what Michael leaned into, the restrictive covenants. And restrictive covenants, they’re not really meant to be. They’re a stick to some capacity in the sense they’re there for the protection of the business, and so if you do something bad, these restrictive covenants may kick in. And so it could be a confidentiality section or trade secret language or intellectual property protection. But most people start thinking about non-competes or non-solicitations, and that. So like non-solicitation could be you can’t solicit our patients or our employees or sometimes our vendors. That’s a piece of it. But the vast majority of people really start thinking about non-competes, where it’s restricting you from the ability to become a nurse injector in a certain square mile radius or whatever it is. And then again, as we’ve talked about in other shows and had other guests come in and talk about non-competes, this is very state specific as to how does your state look at it, what can you do, is it reasonable in time, geographic scope, or is it prohibited by law or is it prohibited by law based on the person is a medical provider or a doctor? So these are all factors to consider. And I think the one in which, Jay, I’d love to hear you talk about that seems to have come to the fore like a lot of people keep talking about, TRAPs, which has to do with training repayments.
Jay: [24:18] Yeah, the creative solution of trying to create a financial penalty tied to some type of repayment for the quote-unquote training that the person received. Seen that a lot lately, and it’s a real difficult one for a variety of reasons. Obviously one, state specific. Some states don’t like these liquidated damages clauses, and so it’s not really even possible. I think more importantly when we’re breaking it down with clients, is trying to figure out how to quantify what those amounts are, how do you come up with it? Because it’s really difficult when you’re bringing them in, and it’s hands-on training, and they’re doing the work, to really quantify or put a number to it. It’s not the same as sending them to a course and wanting repayment of that. What most clients are thinking of is, “I want to penalize them because I think my training was worth this much,” and it becomes a real difficult exercise to kind of figure that out. And the other problem that you face is a lot of times these numbers are high to the employee, but they’re low in the context of trying to enforce them if you’re trying to go collect it. I mean, we’re talking, if you said $25,000, yes, that’s a stiff penalty, but $25,000 to collect in a lawsuit, that’s going to be a very difficult uphill battle because it’s going to cost almost that, maybe more, to enforce it. So they become a much more in-depth conversation just because of all these different issues that you have to work through.
Michael: [25:43] There’s a lot of traps to the TRAPs agreement, so for sure. And if you think about, to your point, Jay, that is it worth it to sue? You also remember, like, a lot of the people that you would have a $25,000 repayment clause may not have the financial means to pay it back. And so you’ve gone from wearing this employer-employee hat to creditor-debtor hat, and you’ve gone into a lawsuit, and guess which hat the employee is going to play if they’re fighting? They’re going to play the employee, and they’re going to try to figure out, “What employment claims can I throw into this mess to create problems?” Or they’ll just ignore it, and you’ll have a piece of paper that says you’re owed $25,000. So again, no perfect solutions to a really real problem.
Brad: [26:40] Yeah, and I think the part to keep in mind is, and I know that this is where, let’s say it’s legal in your state. Jay was kind of articulating, well, if you sent someone to a particular training seminar, that’s a little bit easier to track. But if you’re like, “Well, I trained them myself, and it was here internally,” well, isn’t that part of their job? Don’t you want them to be really good injectors because they’re working for you, and they’re touching your patients, and isn’t that part of what they should be doing? So those are the harder ones to even prove up with saying, “Well, because I’m so good at what I do, I expect someone who works for me to learn, but if they leave, they have to pay me 20 grand.” So again, these are the kind of things we work on, but I know we got to keep rolling here. So Jay, we really hadn’t addressed the theme for the season. So I’m guessing if we talk about the three different ways a doctor can act, Dr. McDonald would be classified maybe as a SEAL?
Jay: [27:32] Ding, ding, ding, ding. You win, Brad.
Brad: [27:35] Yes.
Michael: [27:35] Yes.
Jay: [27:35] Finally.
Brad: [27:36] Thank goodness.
Jay: [27:36] Yeah, yeah, absolutely Navy SEAL. I think it’s pretty clear she approached the call with having a strategy discussion, bringing us in, slow is smooth, smooth is fast, as you say, Brad. Ask good questions. Let us guide through the strategy to make a decision, much different than what someone who is acting as a pirate or a cruise director would’ve done.
Michael: [27:57] Well, I’ll talk pirate because they’re so fun. I’ll start with this, that number one is that Jay would still not know that Dr. McDonald hired somebody because it would’ve happened already.
Jay: [28:11] Yes.
Michael: [28:11] And two, that it probably would be a 1099 employee agreement where it was completely illegal, because they got the contract from a friend or whatever was the path of least resistance to make happen what they needed to make happen, which was to get a nurse into the practice.
Brad: [28:32] Yeah, and I guess I’ll address the cruise director. And unlike Jay not knowing what happened, the cruise director still may be on a call with Jay right now because they want to continue to analyze all their options and do additional research, and they sometimes get so caught up in the logistics of trying to build this thing out, they forget the big picture of, “I actually need somebody in here.” And you’re building out this 70-page document, and Jay’s been fighting through TRAPs and other things they want to add or protect, and they’re sometimes missing that big picture because they’re so locked in on protecting their practice maybe even from this first hire because they’re afraid of almost any mistake. They want to have an agreement that covers everything. What are your thoughts, Jay?
Jay: [29:19] Yeah, I mean, I think final thoughts from me, when you ask the question, “I’m hiring a nurse injector, what now?” it starts with the strategy discussion. There’s a lot of moving pieces. We’ve talked about them all today. You’ve got to start having that conversation at the beginning, not just starting with an employment agreement or an offer letter. Really, work with the team, like the Navy SEAL, to have that conversation and really iron out all these details before you go to the person.
Brad: [29:43] Yeah, and I would just say what I liked about this particular story is that this physician really was locked in on just trying to figure out how to have some alignment of expectations. She had her questions, but in reality, she was trying to figure out the best way to go forward to hire her first person. Michael, final thoughts.
Michael: [30:01] I think you need to go change your Changeables, Brad.
Brad: [30:05] I’m so disgusted by myself right now. I mean, by you. All right, I think, audience members, that’s all the time we have today. But next Wednesday, we will be back. We will bring in our partner, Sam Pondrom, who will join us to discuss the new and exciting stuff coming out of the FDA advisory committee, who made some recommendations on peptides. And as all the audience keep asking us, “What now?”
Brad: [30:25] 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: [30:35] You can also sign up for the ByrdAdatto newsletter by going to our website at byrdadatto.com.
Outro: [30:41] 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.
