The Front Door Is Open: Is Your Physical Therapy Practice Ready? A special offer from HODS

In this episode of Your Practice, Your Money, Dr. Dimitrios Kostopoulos explores what it means for physical therapists to move beyond direct access and prepare for true Primary Care Physical Therapy (PCPT).

Discover why first contact requires greater clinical responsibility, how medical screening and diagnostics—including EMG, nerve conduction studies, and MSK ultrasound—can support better clinical decisions, and why knowing when to treat, test, refer, escalate, or coordinate care is essential to building clinical authority.

Dr. Kostopoulos also explains how primary care preparedness can differentiate your practice, strengthen physician referral confidence, create new career opportunities for physical therapists, and turn genuine clinical value into greater financial sustainability.

Highlights

01:48 – The Front Door Is Open: Why Direct Access Is Only the Beginning
03:32 – Primary Care PT Is a Level of Preparedness
06:00 – From “Can I Treat This?” to “What Does This Patient Need Now?”
08:16 – Clinical Authority Comes From Making the Right Decision
11:30 – When the Clinical Picture Doesn’t Make Sense
13:27 – Why Clinical Success Sometimes Means NOT Starting Treatment
15:28 – Diagnostics: Turning Uncertainty Into Better Decisions
21:17 – Why Financial Strength Supports Clinical Excellence
24:11 – Differentiating Your PT Practice Beyond “Quality Care”
28:20 – The Primary Care PT Residency: Building Future-Ready Clinicians

00:00 – Direct Access Opened the Door

Dr. Dimitrios Kostopoulos

Direct access opened the door. But an open door is not the same as a prepared profession.

A patient walks into your practice with back pain. Is it truly a back problem?

A patient arrives with dizziness. Is it vestibular, or is the clinical picture pointing somewhere else?

A patient reports weakness. Is it simply deconditioning, or is there something more that must be investigated?

The question for the physical therapist is no longer, “Can I treat this?” The better question is, “What does this patient need now?”

Today, we’re talking about primary care physical therapy—not as a location, not as a title, and not as something waiting for us somewhere in the future.

We’re talking about it as a level of preparedness, and we’re going to connect that preparedness to clinical authority, practice differentiation, professional opportunity, and financial strength.

This is Your Practice, Your Money, where clinical success meets financial freedom.

Stay with me.

01:48 – The Front Door Is Open

Dr. Dimitrios Kostopoulos

Welcome to Your Practice, Your Money, where clinical success meets financial freedom.

I’m your host, Dr. Dimitrios Kostopoulos, and today’s episode grew out of a presentation that Dr. Wheeler and I developed around a simple message:

The front door is open.

For many years, physical therapists fought for greater access, greater professional autonomy, and greater recognition of our clinical abilities. And that door is open.

But opening the door was only the beginning.

The question now is whether our profession—and whether each individual practice—is adequately prepared to walk through that door responsibly.

So this episode is not simply another discussion about direct access. Direct access gives patients the ability to reach us. Primary care preparedness, on the other hand, determines what happens after they arrive.

And that distinction may define the next stage of our profession.

02:55 – Primary Care Is a Level of Preparedness

Dr. Dimitrios Kostopoulos

When many people hear the words “primary care physical therapy,” they immediately picture a particular setting.

They may imagine a physical therapist working in a rural community where physicians are difficult to access. They may imagine a hospital-based physical therapist working alongside medical specialists. Or they may think primary care physical therapy is something that will happen sometime in the distant future.

But primary care PT is not a place.

It is not rural only. It is not hospital only. And it is definitely not “someday.”

Primary care is a level of preparedness.

It is the ability of a physical therapist to receive a patient at the beginning of the healthcare journey, evaluate the entire clinical picture, and determine what that patient needs next.

That may happen in a rural practice. It may happen in a large healthcare organization. But it may also happen in an ordinary private physical therapy practice in the middle of your community.

The location does not create primary care preparedness. The clinician’s knowledge, judgment, systems, communication, and training create that preparedness.

Two practices may both accept patients through direct access. Both may have excellent therapists. Both may provide quality treatment.

But one practice may be prepared only to treat familiar musculoskeletal conditions. The other may be prepared to:

• Screen the patient medically
• Recognize when the presentation does not make sense
• Determine whether diagnostic information is needed
• Make an appropriate referral
• Coordinate the next step

Those two practices may have similar access, but they do not have the same level of preparedness.

That is why I say:

Direct access opened the door. Primary care training builds the house.

A door without anything behind it is not a complete healthcare pathway.

Access without preparedness is incomplete.

And this is not meant as criticism of our profession. It’s actually an invitation.

We asked for the opportunity to become first-contact providers. Now we must develop the clinical infrastructure necessary to fulfill that role responsibly.

06:00 – What Does This Patient Need Now?

Dr. Dimitrios Kostopoulos

When a patient reaches us first, our responsibility changes.

The traditional question many physical therapists have been trained to ask is, “Can I treat this patient?”

And that is not a bad question, right?

But it is no longer a complete question.

The better question is:

What does this patient need now?

That question is larger than just PT treatment.

Depending on the patient, the answer may be one of five things:

• Treat
• Test
• Refer
• Escalate
• Coordinate

So let’s look at each one.

The patient may need to be treated because the clinical presentation is appropriate for physical therapy management.

Or the patient may need to be tested because additional diagnostic information is necessary before the clinical direction becomes clear.

Or the patient may need to be referred because another healthcare professional’s expertise is required.

The patient may need to be escalated because the timing, urgency, or complexity of the situation has changed.

And the patient may need care to be coordinated so that the different parts of the healthcare system are working together, rather than leaving the patient to navigate everything alone.

Primary care PT does not mean that the physical therapist personally provides every service.

It does not even mean that we treat every condition.

It means that we possess the judgment necessary to determine the right next step.

And that is a very different level of responsibility.

Sometimes the appropriate answer will be a physical therapy treatment plan. Sometimes the appropriate answer will be diagnostic testing, like an EMG or musculoskeletal ultrasound. Sometimes it will be communication with the patient’s physician.

Sometimes it will be a referral to a different specialist, and occasionally it may be a much more urgent escalation.

08:16 – Clinical Authority Comes From Making the Right Decision

Dr. Dimitrios Kostopoulos

Clinical authority does not come from keeping every patient in your practice.

It comes from making the right decision for every patient who enters your practice.

And that distinction is important.

There can be a subconscious tendency in healthcare to place patients into the service that we provide.

A therapist sees a patient and looks for a treatment plan. A surgeon sees a patient and may look for a surgical solution. A diagnostic provider may look for a test.

But primary care thinking begins before any of those decisions.

It begins with the patient’s actual needs.

The primary care question is not, “How do I fit this patient into my service?”

The primary care question is, “Which service—or which combination of services—will help this patient move forward safely and effectively?”

That is why first contact must equal first responsibility.

It does not mean carrying the entire healthcare system on your shoulders. It means accepting responsibility for the clinical decision that directs the patient toward the next appropriate step.

10:04 – Look Beyond the Body Part

Dr. Dimitrios Kostopoulos

Healthcare is frequently organized around body parts.

Patients are scheduled for a knee evaluation, shoulder evaluation, lumbar spine evaluation, or neck evaluation.

Insurance authorizations, referral forms, documentation systems, EMRs, and appointment schedules often reinforce this body-part model, right?

But the patient is a whole person presenting with symptoms that may or may not originate from the area where those symptoms are being experienced.

Back pain may not be the back.

Dizziness may not be vestibular.

Weakness may not be deconditioning.

That does not mean we should become suspicious of every presentation. It means we should become thoughtful about every presentation.

Primary care begins when we ask:

• Does this clinical picture make sense?
• Does this history make sense?
• Do the examination findings make sense?
• Does the behavior of the patient’s condition make sense?
• Does the patient’s response to movement, positioning, exertion, or treatment make sense?
• Is there a consistent clinical story, or are there pieces that do not really belong?

Imagine that a patient enters your practice with back pain.

The schedule says “low back evaluation,” so the patient expects exercises for the back. The therapist may already have a familiar treatment pathway in mind.

But during the history and examination, the symptoms do not behave as expected.

The relationships you would normally anticipate are not present. The clinical picture does not fit comfortably into the usual musculoskeletal pattern.

The easy response is to proceed with the standard protocol and see what happens.

But the primary care response—the responsible response—is to pause.

What else needs to be screened?

Is additional information required?

Should someone else become involved?

Is treatment still the appropriate next step, or is treatment now secondary to another decision?

That pause is not hesitation.

It is clinical judgment.

12:54 – Clinical Success Does Not Always Mean Beginning Treatment

Dr. Dimitrios Kostopoulos

The same principle applies to dizziness.

The patient may describe dizziness, but that does not automatically mean the vestibular treatment pathway is appropriate.

The same applies to weakness. Weakness may be related to pain, inactivity, or deconditioning.

But the word “weakness” by itself does not give us the answer.

Our responsibility is to determine whether the entire picture is coherent.

This is one of the most important changes in primary care thinking:

Clinical success is not always defined by beginning treatment.

I’ll say that again.

Clinical success is not always defined by beginning treatment.

Sometimes clinical success is recognizing that treatment should not begin yet.

Sometimes success is obtaining more information.

Sometimes success is coordinating a referral.

Sometimes success is helping the patient reach the right provider faster.

And that can be difficult for practice owners to accept because treatment visits are familiar. Treatment visits are what most physical therapy practices have traditionally been built around.

But when a patient or referring physician sees that your practice will not force every presentation into a predetermined plan of care, confidence can grow.

Your practice becomes known not merely as a place that treats pain.

It becomes known as a place that helps people determine what should happen next.

That is a higher level of authority.

14:47 – The Difference Between a Guess and a Decision Is Data

Dr. Dimitrios Kostopoulos

We say that the difference between a guess and a decision is data.

That does not mean data gives us perfect certainty. Healthcare rarely provides perfect certainty.

But data allows us to manage uncertainty more intelligently.

In a primary care physical therapy environment, diagnostic resources may include:

• EMG
• Nerve conduction studies
• Musculoskeletal ultrasound
• A more advanced medical screening process

But the purpose is not to perform more tests.

The purpose is to make better decisions.

And the difference is essential.

Diagnostics should not be added to a practice simply because the technology is available. A test should answer a meaningful clinical question.

The result should influence what happens next.

It should clarify the direction of care, improve communication, support a referral decision, or help the patient avoid an inappropriate pathway.

Otherwise, it is simply more testing.

And this is where diagnostic stewardship becomes important:

• The right patient
• The right clinical question
• The appropriate diagnostic tool
• The appropriate timing
• A clear plan for how the information will be used

An EMG or an ultrasound in isolation is not a primary care strategy.

Technology alone does not create clinical authority.

The value comes from connecting the diagnostic information to the patient’s examination, symptoms, functional limitations, and next clinical decision.

The examination identifies the question.

The diagnostic information helps clarify the answer.

The clinician then communicates that answer and coordinates the next step.

That is a system.

It is very different from simply purchasing a machine or adding another service to a price list.

17:16 – Diagnostics Should Reduce Unnecessary Guessing

Dr. Dimitrios Kostopoulos

The primary care physical therapist must understand not only how to gather information, but also how to interpret its relevance.

What does this information change?

Does it support the current direction?

Does it challenge the current direction?

Does it indicate that another provider should become involved?

Does it help us create a more precise treatment plan?

Does it help the patient understand why a particular decision is being made?

Diagnostics become powerful when they reduce unnecessary guessing.

They become powerful when they shorten the path between uncertainty and clarity.

And they become economically meaningful when that clarity creates genuine value for the patient and the healthcare system.

And this order is important:

First, clinical purpose. Then, clinical value. Then, economic recognition.

When we reverse that order and begin with reimbursement, we create the wrong incentives.

But when diagnostic services are integrated responsibly, they can strengthen communication, increase referral confidence, and create a much more complete patient management system.

Not more tests.

Better decisions.

That is the standard.

18:51 – Clinical Value Can Become Economic Strength

Dr. Dimitrios Kostopoulos

Now let’s discuss why this topic belongs on Your Practice, Your Money.

Primary care is clearly a clinical issue, but it is also a professional, organizational, and economic issue.

The business truth is this:

Clinical value can become economic strength.

Patients want clarity.

Physicians want confidence.

Practice owners need sustainability.

And physical therapists want careers.

So let’s examine those four groups.

First, patients.

They want clarity.

Patients do not come to us hoping to be passed from office to office. They do not want six different explanations from six different providers.

They want to understand what may be happening, what should happen next, and why.

Even when an immediate answer is not available, a clear pathway has value.

Second, physicians.

Physicians want confidence.

Physicians do not simply need another physical therapy practice saying, “We provide quality care.”

They need clinical partners.

They need to know that when a patient is sent to your practice—or when a patient reaches you first—you will evaluate the situation responsibly.

You will communicate clearly.

You will recognize when the picture does not fit.

You will treat when treatment is appropriate.

And you will refer or coordinate when something else is needed.

That creates referral confidence.

20:38 – Financial Strength Supports Clinical Excellence

Dr. Dimitrios Kostopoulos

Third, practice owners need sustainability.

A practice cannot build its future on goodwill alone. It must generate enough financial strength to:

• Pay its clinicians well
• Develop its team
• Invest in technology
• Improve its systems
• Expand access
• Continue serving its community

There is nothing shameful about a healthcare practice being financially strong when that strength is produced by legitimate clinical value.

In fact, financial weakness eventually becomes a clinical limitation.

A practice that cannot invest in education cannot develop its clinicians.

A practice that cannot maintain its infrastructure cannot deliver care consistently.

A practice that cannot offer competitive professional opportunities will struggle to attract and retain talent.

And a practice that cannot sustain itself cannot continue helping patients.

Financial strength is not separate from clinical excellence.

It is one of the things that makes long-term clinical excellence possible.

Fourth, therapists want careers.

Most clinicians do not want to spend their entire professional lives repeating the same schedule with no visible pathway for advancement.

Compensation matters.

But mentorship matters.

Advanced training matters.

Professional authority matters.

The ability to develop new competencies matters.

Leadership opportunity matters.

The possibility of becoming something more a few years from now than you are today does matter.

22:51 – Creating a New Professional Pathway

Dr. Dimitrios Kostopoulos

Primary care PT can provide a new professional pathway.

It can allow a physical therapist to progress from someone who primarily administers a plan of care to someone who helps determine the direction of care.

That does not diminish treatment. Treatment will always remain central to physical therapy.

But it expands the therapist’s value before treatment begins and beyond the treatment encounter itself.

This is where clinical success and financial freedom meet.

Not through gimmicks.

Not through unnecessary services.

Not through chasing reimbursement.

They meet when a practice creates more real value and develops the systems necessary to deliver that value consistently.

Profit without value is fragile. But value without financial sustainability remains underfunded.

A strong healthcare practice must create both.

24:11 – Why Practice Differentiation Matters

Dr. Dimitrios Kostopoulos

There is another business challenge facing physical therapy practices.

The market has a memory problem.

Almost every clinic says the same things:

• We provide quality care.
• We offer hands-on treatment.
• We have state-of-the-art equipment.
• We give patients one-on-one attention.

Well, those statements may be completely true.

But when every single practice says the same thing, the market cannot remember any of them.

And when the market cannot see why you are different, it will treat you as though you are the same.

You will be compared primarily on convenience:

• Location
• Insurance participation
• Appointment availability
• Price

And that is not where a healthcare practice wants to compete.

Differentiation is not decoration.

It is not a new logo.

It is not a new website color.

It is not placing the words “advanced care” above your front door.

Differentiation is economic protection.

It gives patients, physicians, payers, and prospective employees a reason to understand that your practice offers something meaningfully different.

25:45 – From Treating Pain to Determining the Right Next Step

Dr. Dimitrios Kostopoulos

The old physical therapy message has been:

“We treat pain. We treat function.”

The new primary care message is:

“We help determine the right next step.”

That is a different level of authority.

But authority must not be confused with arrogance.

Authority is not created by speaking louder.

It is not created by giving yourself a more impressive title.

Clinical authority is created by preparation, standards, judgment, communication, and results.

Your brand must be a promise that your operations can actually keep.

A practice should not advertise itself as a primary care destination if its clinicians have not been prepared to assume first-contact responsibility.

Capability must come before promotion.

Training must come before marketing.

Standards must come before scale.

27:06 – Using Data as Proof and Standards as Protection

Dr. Dimitrios Kostopoulos

The data presented in our webinar demonstrates that this movement is already occurring.

There are HODS-affiliated practices represented in more than 30 states, and diagnostic testing-enabled care has been associated with changes in patient management in more than 61% of reported cases.

Patient satisfaction has exceeded 92%, and the HODS position statement reports three to ten times higher reimbursement per diagnostic encounter.

Those numbers matter, but they must be interpreted correctly.

They are not permission to chase more testing.

They are evidence that when a practice integrates diagnostic services responsibly, clinical value can also receive economic recognition.

Use numbers as proof. Use standards as protection.

Because growth without standards can outrun competence.

And when competence cannot keep up, the reputation of the practice—and potentially the profession—can be harmed.

The goal is not merely to become different.

The goal is to become meaningfully better in an area the market understands and values.

28:20 – Building Primary Care Preparedness

Dr. Dimitrios Kostopoulos

Primary care preparedness provides that opportunity.

But preparedness does not happen accidentally.

It requires:

• An educational pathway
• Mentoring
• Repeated clinical exposure
• Evaluation
• Feedback
• Standards

And that is why we created the Primary Care PT Residency.

It is a residency for the physical therapist who wants to be ready.

The residency is designed to strengthen six essential areas:

• Medical screening
• Differential diagnosis
• Diagnostic stewardship
• Referral judgment
• Care coordination
• Professional communication

Together, those abilities help the physical therapist see more, ask better questions, and make stronger decisions.

Dr. Corey Wheeler, who is the director of the residency program in Primary Care Physical Therapy, brings an especially important perspective to this work.

Before becoming board-certified in clinical electrophysiology and moving into residency leadership, he spent more than a decade functioning as a first-contact clinician in a rural, medically underserved region.

That experience provides an important practical lens.

But primary care is not limited to rural communities.

The same competencies are needed in suburban communities, urban practices, multidisciplinary settings, and private practices throughout the country.

Patients everywhere can present with incomplete information.

Patients everywhere can arrive before they have a clear diagnosis.

Patients everywhere can become lost between providers.

And practices everywhere benefit from clinicians who can determine the appropriate next step.

30:24 – The Primary Care PT Residency

Dr. Dimitrios Kostopoulos

The Primary Care PT Residency, which has been approved as a candidate residency program by ABPTRFE, starts its first cohort in the fall of 2026.

The objective is not simply to provide clinicians with more information.

The objective is to change how they:

• Observe
• Question
• Decide
• Communicate
• Coordinate

For practitioners, this creates a much larger opportunity.

An affiliated training-site identity can strengthen the practice’s professional position.

A residency can create a talent pipeline.

Diagnostic integration can expand clinical capabilities.

Improved communication can strengthen referral confidence.

Primary care readiness can create a differentiated brand.

And a residency can provide clinicians with a pathway toward board certification.

So this brings us to one of the most important statements in this entire podcast:

Do not compete on salary alone. Compete on opportunity.

31:40 – Compete on Opportunity

Dr. Dimitrios Kostopoulos

Of course salary matters.

Practice owners must compensate clinicians fairly.

But salary is not the only reason a clinician chooses where to build a career.

A practice can also offer:

• Mentorship
• Advanced education
• Diagnostic exposure
• Professional advancement
• Clinical leadership
• Board certification pathways
• The opportunity to help shape the future of the profession

A large organization may sometimes be able to offer a higher starting salary.

But a private practice may be able to offer something more personal and potentially more meaningful:

A future.

A role.

A pathway.

The opportunity to grow into a clinician who is difficult to replace because of the value that clinician creates.

That is how a practice begins to build a talent strategy rather than simply posting another job advertisement.

32:31 – Own the Front Door in Your Community

Dr. Dimitrios Kostopoulos

When we say, “Own the front door in your community,” we’re not saying that your practice should isolate itself from other healthcare providers.

Actually, the opposite is true.

Primary care depends on coordination.

Owning the front door means becoming a trusted first point of contact—one that knows when to manage, when to test, when to refer, and how to keep the patient connected to the appropriate care pathway.

Training an individual clinician is not enough.

The practice itself must also be ready.

That is why our business framework makes an important distinction:

Primary Care PT is the clinical role. VOSS—the Value Optimization System—is the practice system.

VOSS is organized around five divisions:

• Clinical education
• Clinical advancement
• Practice expansion
• Organizational stability
• Onsite diagnostics

Clinical education gives the team the foundational knowledge required to understand the model.

Clinical advancement builds higher-level capabilities and professional authority.

Practice expansion brings that value into the community and helps the market understand why the practice is different.

Organizational stability creates the operational and financial foundation necessary to deliver that value consistently.

And onsite diagnostics provide access to additional information when it is clinically appropriate and necessary for better decision-making.

All five areas are connected.

34:29 – Creating, Communicating, and Sustaining Value

Dr. Dimitrios Kostopoulos

Education without implementation becomes unused information.

Clinical advancement that is never communicated remains invisible to the market.

Expansion without organizational stability creates chaos.

Diagnostics without clinical standards creates risk.

And stability without advancement can become stagnation.

The purpose of the Value Optimization System is to build a practice that can create, communicate, and sustain more value.

And that brings us to the question every practice owner should ask:

Can your team safely receive the patient first?

Not simply, “Can they perform an evaluation?”

Not simply, “Can they begin a treatment plan?”

But can they safely receive the patient first?

Can they screen the whole presentation?

Can they recognize when the story does not fit?

Can they determine when more data is needed?

Can they make a confident referral decision?

Can they communicate with other providers?

Can they coordinate the next step?

If the honest answer is “not yet,” that is not a failure.

That is your next strategic opportunity.

It tells you where to invest.

It identifies the gap between the practice you operate today and the practice you may be capable of becoming.

And the pathway is clear:

Clinical advancement leads to practice differentiation.

Practice differentiation creates greater professional authority.

And professional authority can create greater economic strength.

36:14 – Build the Front Door Before the Market Demands It

Dr. Dimitrios Kostopoulos

Do not begin with the marketing campaign.

Begin with the clinician.

Begin with the systems.

Begin with the standards.

Build the front door before the market demands it.

The future will not reward our profession for remaining permanently downstream.

Physical therapists have traditionally entered the patient’s journey after someone else made the initial clinical decision.

Someone else decided where the patient should go.

Someone else determined what needed to be evaluated.

Someone else established the direction.

And the physical therapist received the patient later in the process.

There will always be an important role for referral-based care.

But the future of physical therapy cannot depend only on waiting downstream.

We must also be prepared to provide clarity, leadership, and clinical direction.

Physical therapy has always been a profession of movement.

We help people restore movement, recover function, and return to their lives.

Now, physical therapy must also become a profession of clinical direction—a profession capable of helping patients understand where to begin.

A profession capable of recognizing when the obvious answer may not be the correct one.

A profession capable of integrating treatment, diagnostics, referral, and coordination into a more complete pathway.

The front door is open.

The opportunity is real.

But opportunity without preparedness can become risk.

Our responsibility is to walk through that door with the education, judgment, standards, and systems required to serve patients responsibly.

37:53 – Three Things to Remember

Dr. Dimitrios Kostopoulos

As we close today, I want you to remember three things.

First, primary care is not a place. It is a level of preparedness.

Second, first contact means first responsibility.

The question is not simply, “Can I treat this?”

It is, “What does this patient need now?”

And third, clinical value can become economic strength—but only when that value is supported by real training, meaningful data, professional standards, and a practice system capable of sustaining it.

This is the opportunity in front of us.

Not simply to treat more patients, but to become more valuable to each patient who enters our practice.

Not simply to wait for the healthcare system to tell us what to do, but to become trusted contributors to the decisions that move patients through that system.

Not simply to compete as another PT clinic, but to create a different level of professional authority in our communities.

38:57 – Primary Care PT Residency Special Enrollment Opportunity

Dr. Dimitrios Kostopoulos

At the time of this recording, standard tuition for the Primary Care Physical Therapy Residency is $45,000, and there is special Founding Cohort pricing of $36,000 through October 30th.

However, we are running a flash sale from now until September 8th, 2026, which is available for a total of $24,000, or $2,000 per month for 12 months.

There is a promotional code for that.

The code is:

flashPCPTRF12S

You can learn more about our residency program and the Founding Cohort at:

PrimaryCarePT.com

39:33 – 13th Annual HODS Symposium

Dr. Dimitrios Kostopoulos

Also, I should mention: mark your calendars for the 13th Annual HODS Symposium, taking place online October 17th and 18th, 2026.

This year’s theme is:

Primary Care Physical Therapy Powered by Diagnostics and Value: Elevating Patient Outcomes, Practice Profitability, and Professional Autonomy.

The program offers 12 CEUs, and you can view the agenda and register at:

HODSSymposium.com

And if you are a practice owner who would like to discuss how Primary Care PT, diagnostics, or VOSS—the Value Optimization System—may fit into the future of your organization, please schedule a meeting with me at:

MeetWithDimi.com

40:40 – Closing Remarks

Dr. Dimitrios Kostopoulos

Thank you for joining me today.

Please subscribe to Your Practice, Your Money and forward this episode to your friends and colleagues.

These are conversations our profession needs to be having.

I’m Dr. Dimitrios Kostopoulos.

I’ll see you next time.

Until then, keep creating clinical success and financial freedom.

Take care.