AI in PT Clinics: What Actually Works

WEBVTT

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There's a lot of noise around AI in

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healthcare right now.

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You can't get away from it.

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Now, some people see efficiency,

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others see risk,

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and most just aren't sure where to start.

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But behind the scenes,

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there are people working directly with

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clinics,

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helping them figure out what actually

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works,

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and what doesn't when it comes to applying

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AI in real operations, not theory,

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not hype execution,

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the kind that actually impacts patient

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follow-through outcomes.

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And yeah, I'll say it, revenue.

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And if you've ever said,

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I just wish I had somebody who could

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explain this clearly, I got a guy.

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You better call Sal.

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And that's why he's here.

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Sal, welcome to the show, man.

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Hey, thanks for having me, Jimmy.

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Love the intro.

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All right.

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So you're doing this every day and you

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see a lot of the emotion behind why

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people either adopt or don't.

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Automation, AI, all those things.

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So when you talked about operators doing

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this,

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what's the first reaction you usually get

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on that call?

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Well, I'm over here with Flagler Health.

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I'm the senior account executive and the

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director of PT integrations at Flagler

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Health.

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And what Flagler Health is,

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it's an AI operation system that

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primarily, but not exclusively,

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works with MSK clinics.

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So from PT to ortho and pain and

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then beyond,

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but that's who we usually work with.

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And quite honestly,

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like what I usually get

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is half the room thinks it's gonna replace

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their entire front desk team by Tuesday.

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And the other half thinks it's just

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another overhyped tool that's gonna get

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put into the patient portal and no one's

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gonna log into it and check it out

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or just have to be constantly reminded to

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do that.

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That's some of the major things that I'm

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hearing when I first speak to some of

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my prospects around AI integrations.

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But that's where we lean in here at

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Flagler is because if AI feels more like

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work, it's already failed.

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Sure.

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Yeah.

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It sounds like people are saying like,

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number one, does this work?

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Yes or no?

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And I have to see it to believe

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it.

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And number two,

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am I actually going to use it?

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Because if I buy it,

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we've all had that buyer's remorse.

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You buy something and then six months

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later you realize, man,

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I'm not using this.

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It's not in my workflow.

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So what did I actually get my money

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out?

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So what are clinics getting wrong about AI

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operations right now?

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You mentioned a few things.

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Some people think this.

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Some people think it's going to do this.

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So what are they getting wrong about AI

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operations beyond that?

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And then also maybe we'll flip that.

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What are they getting right?

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Well,

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I feel like what they're getting wrong is

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that they're treating it more like a

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feature instead of a workflow that could

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optimize their current operations.

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For instance,

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what I mean by that is clinics will

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say they want to bolt,

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they want to put AI onto tiny parts.

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They want to maybe get AI call right,

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or they want to do billing right,

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or they want to do scheduling better, etc.

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But they're not thinking of that like

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continuity, right?

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So when we like to work with clinics,

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We understand that the patients,

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they don't experience clinics in silos,

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right?

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So when they do call and if the

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AI interaction,

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they don't think that was the part of

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the AI interaction.

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Now,

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let me think about the human interaction.

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they think about the overall experience of

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that practice and sometimes the friction

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that lies within when it's not done right.

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Where we spend most of our time is

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stitching that journey together, right?

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So when it's done right,

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AI isn't just like answering the phone,

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it's actually moving a patient forward

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into their system and getting them into

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their program

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as fast as possible so if they're doing

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it right that's how they're doing it

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they're optimizing the workflow and

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they're thinking of us more as just a

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part of their to enhance their operations

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not get in the way of their operations

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um but not just be a band-aid for

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certain little fixes that they want we

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could help with anything you want but i

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think that's the best way to do it

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and that's yeah

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Whenever someone's going to adopt

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something into their business,

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I feel like it rivals the decision-making

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process for your kids.

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There's got to be an element of trust

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there.

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What does building trust actually look

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like when introducing something as new and

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emotionally impactful or emotionally

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stirring as AI into something personal

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like a clinic?

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yeah i mean that's a great question jimmy

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i mean trust is so critical in any

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relationship whether personal or business

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um because we're asking to be part of

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their operations we're asking to get into

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their system and optimize it and working

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it so if you go into there and

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just say hey this is ai we're great

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we're going to solve all your problems i

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think it has the adverse effect and you're

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going to lose trust with that right so

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um when i look at trust i'd look

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at as like three layers into the system

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um so for trust it's more first it

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comes with staff trust

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Right.

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So so like if the front desk feels

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that in any way this is here to

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replace them,

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they're going to quietly resist that and

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you're not going to get complete buy in.

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But if they feel like it's something

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that's going to protect their time and

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help them work more efficiently,

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then they'll be a champion.

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Right.

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So so first thing is trust with the

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with the staff.

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The second is patient trust.

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If a patient picks up a call and

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they feel that it's very robotic or just

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leading me in a different place and it's

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it's it's not it doesn't seem like it's

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part of the culture of that of that

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clinic that we're trying to work with.

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They're not going to have buy in and

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they're not going to have trust as well.

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And they might just hang up the phone

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and you lose a patient right there.

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And the third part of trust,

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the third layer, I like to say,

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is the most important because it's

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operational trust.

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Right.

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So

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Clinics trust what they can measure.

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If we work with a system and an

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operation sees that AI is consistently

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reducing the no-show rate,

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it's consistently increasing touches,

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and then it's leading to increased

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revenue, then adoption is a no-brainer,

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and then trust is gained that way.

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So those are the three layers of trust

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that come with.

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But it is a real barrier in getting

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it because there's so much noise around AI

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right now.

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So I go into it understanding that and

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totally hearing what they're saying

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instead of kicking it.

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Don't worry about it.

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We're going to be great.

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Yeah, yeah, yeah.

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Let me hear about what you think,

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your perceptions,

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and how can I gain your trust?

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So those three ways, you know,

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you got to go staff first, patient second,

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operations third.

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You get those, you're going to get buy-in.

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Let's talk about something that, I mean,

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I don't know if I heard of this

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term three years ago, four years ago,

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definitely hadn't, RTM.

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You've said it's underutilized.

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Why do you think remote therapeutic

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monitoring is so underutilized,

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especially in the profession of physical

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therapy as we record now in twenty twenty

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six?

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Yeah, another great question, Jim.

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I love that question because I have over

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twenty years experience working in the PT

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space as an athletic trainer.

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So I'm constantly thinking of why it's

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slow to get adopted by by some PT

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clinics or falls off when they do have

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it.

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I feel it's in like a dangerous middle

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ground in health care with RTM

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specifically for for PTs.

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Everyone agrees it's valuable.

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Everyone sees that part of it,

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but no one wants to own it operationally,

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right?

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Because clinicians are focused on visits

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and care,

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front desk is focused on scheduling,

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and then billing is focused on claims and

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revenue there.

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So RTM lives in between all three of

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those, right?

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So when it's viewed as extra work,

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the buy-in is poor and it often gets

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dropped.

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So that's where they're getting it wrong

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with RTM that I could see right now.

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And over at Flagler,

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we definitely offer a different way

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because in reality,

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it's only extra work if the system isn't

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doing the heavy lifting, right?

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If the platform for RTM isn't identifying

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and enrolling those patients, right?

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Or the support team or, you know,

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It's just not working efficiently.

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That's when the buy-in is poor.

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So if the AI identifies the candidate and

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then our support team reaches out and does

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all the work on the back end,

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which is our business model,

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a little different than most RTMs,

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and then we send over the codes,

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the only thing that's there is for the

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clinic to do is collect newfound revenue

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and then increase outcomes.

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How about your hot take, right?

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Why should clinics not take all the risk

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themselves?

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You're talking about spreading out and

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deferring the risk.

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It feels like that's your hot take,

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but it actually feels like a safe take.

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yeah i if the ar partner isn't willing

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to to stand behind outcomes and share the

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risk with you and just be a fee

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for service sort of a program um the

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outcomes are going to lag and and it's

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just not going to be as efficient as

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it as it needs to be i mean

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we partner we take the risk with all

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of our clients we grow as you grow

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so that's why it's so important

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smart and probably is a pretty big step

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into building trucks uh how about this

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walk us through what done right actually

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looks like for rtm in a clinic six

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twelve months after it started because i

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imagine the transfer period everybody

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expects that there's some work involved

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but when it's done right what does that

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look like or feel like for a clinic

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Done right, I mean,

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it should feel like a program,

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just another service that's getting added

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on to your current program as a concierge

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sort of a service.

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It should feel like the clinic never

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forgot about the patient, right?

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So it just helps them along their journey.

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There's a hundred and sixty eight hours in

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a week.

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i worked in pt for for a long

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time i know that you're lucky if you

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get three visits a week usually you get

00:10:13.489 --> 00:10:15.129
between one and three and it's for an

00:10:15.229 --> 00:10:18.870
hour and you know they they what's

00:10:18.909 --> 00:10:21.030
happening in between what's happening in

00:10:21.091 --> 00:10:22.571
between the other hundred and sixty

00:10:22.630 --> 00:10:25.091
hundred sixty five hours of the week that

00:10:25.111 --> 00:10:26.732
the patient's not really getting followed

00:10:26.793 --> 00:10:29.613
up with that's where rtm done right really

00:10:29.653 --> 00:10:30.913
comes in um

00:10:32.110 --> 00:10:34.772
You know, from the patient's perspective,

00:10:34.831 --> 00:10:36.653
done right is it's simple.

00:10:37.953 --> 00:10:39.414
There's no app to download.

00:10:40.936 --> 00:10:43.957
They leave a visit and communication

00:10:43.998 --> 00:10:45.058
continues, right?

00:10:45.379 --> 00:10:47.039
And it just seems like it's seamless and

00:10:47.080 --> 00:10:49.461
it's just, they feel more valued.

00:10:49.981 --> 00:10:51.884
That's where it's done right on that side.

00:10:51.943 --> 00:10:53.125
So from the patient perspective,

00:10:53.245 --> 00:10:55.385
I feel that if you're using an RTM

00:10:55.426 --> 00:10:57.587
platform and the first thing you're asking

00:10:57.607 --> 00:11:00.490
a patient to do is download an app,

00:11:01.029 --> 00:11:02.591
you're ready to find the eight ball a

00:11:02.611 --> 00:11:03.712
little bit there.

00:11:05.514 --> 00:11:08.397
Another way done right looks great is the

00:11:08.837 --> 00:11:11.760
check-ins are based around the care that

00:11:11.801 --> 00:11:12.640
the patient's getting.

00:11:12.780 --> 00:11:15.323
It shouldn't feel like a survey,

00:11:15.364 --> 00:11:16.404
like they're taking a survey.

00:11:16.445 --> 00:11:17.365
One to ten,

00:11:17.385 --> 00:11:18.206
how do you feel about this,

00:11:18.267 --> 00:11:20.729
and check this box, or check this box,

00:11:20.769 --> 00:11:21.750
and then check this box.

00:11:22.150 --> 00:11:24.072
It should feel more intimate.

00:11:24.153 --> 00:11:25.453
It should feel more personal.

00:11:26.494 --> 00:11:28.735
And that's where we come in over here

00:11:28.755 --> 00:11:31.876
at Flagler is that our software is FDA

00:11:31.897 --> 00:11:33.357
approved as a service software as a

00:11:33.437 --> 00:11:35.158
service where you don't need to download

00:11:35.198 --> 00:11:35.719
an app.

00:11:36.200 --> 00:11:37.179
You just need to have one of the

00:11:37.200 --> 00:11:38.740
smartphones or a computer and you can

00:11:39.380 --> 00:11:41.923
interact with one of our care takers and

00:11:42.763 --> 00:11:44.783
get honest feedback in real time.

00:11:44.823 --> 00:11:46.806
The another way if it's done right is

00:11:46.826 --> 00:11:48.667
you get nudged if you get a patient

00:11:48.687 --> 00:11:49.346
who's enrolled,

00:11:49.386 --> 00:11:50.707
but they're not really compliant.

00:11:51.368 --> 00:11:51.687
You know,

00:11:52.107 --> 00:11:53.769
are they giving a little friendly nudge to

00:11:53.808 --> 00:11:56.269
the patient just to see what's going on

00:11:56.289 --> 00:11:57.929
there so you can report back to the

00:11:57.970 --> 00:11:58.791
therapy clinic?

00:11:58.890 --> 00:12:02.552
You know, and then behind the scenes,

00:12:02.591 --> 00:12:04.653
if it's done right, like I said,

00:12:04.673 --> 00:12:06.433
the heavy lifting is done on our part.

00:12:08.453 --> 00:12:10.315
We track all the interactions.

00:12:11.196 --> 00:12:12.956
If it ties back to billable activity,

00:12:13.057 --> 00:12:16.138
we build the codes that are feasible and

00:12:16.158 --> 00:12:18.499
can get you the best return on revenue.

00:12:19.059 --> 00:12:19.820
And most importantly,

00:12:19.840 --> 00:12:21.520
it doesn't rely on someone else to do

00:12:21.581 --> 00:12:21.701
it.

00:12:22.100 --> 00:12:23.042
We do it for them.

00:12:23.121 --> 00:12:25.023
So they can focus on the care.

00:12:25.643 --> 00:12:27.104
And then us on the backside,

00:12:27.323 --> 00:12:29.544
we focus on bringing in that extra

00:12:29.705 --> 00:12:30.105
revenue.

00:12:30.184 --> 00:12:32.145
So we want it to be a quiet

00:12:32.186 --> 00:12:34.787
revenue engine that also improves

00:12:34.868 --> 00:12:35.268
outcomes.

00:12:35.988 --> 00:12:37.990
And that's our goal here.

00:12:38.070 --> 00:12:38.910
Yeah.

00:12:38.931 --> 00:12:40.692
If a clinic owner is listening right now

00:12:40.773 --> 00:12:44.236
and still unsure about AI, right?

00:12:44.277 --> 00:12:45.258
Maybe they're fearful.

00:12:45.719 --> 00:12:49.163
What's one thing they should do next to

00:12:49.222 --> 00:12:52.546
move forward without feeling overwhelmed,

00:12:52.586 --> 00:12:54.368
without messing things up in their mind?

00:12:54.427 --> 00:12:55.730
What's the first step?

00:12:56.794 --> 00:12:58.275
I would say, you know, look us up.

00:12:58.936 --> 00:13:02.337
Look up Flagler Health, flaglerhealth.io,

00:13:02.538 --> 00:13:03.798
or I'm on LinkedIn.

00:13:03.817 --> 00:13:05.639
You can come slide into my DMs,

00:13:05.678 --> 00:13:07.580
say what's up, ask me a question.

00:13:07.620 --> 00:13:09.380
It costs absolutely nothing to get on a

00:13:09.441 --> 00:13:11.662
ten to fifteen minute discovery call.

00:13:12.042 --> 00:13:15.342
So understand that I get physical therapy

00:13:15.363 --> 00:13:19.304
and I get apprehensions to your team and

00:13:19.325 --> 00:13:20.065
your workflow.

00:13:20.245 --> 00:13:21.166
I get that totally.

00:13:21.225 --> 00:13:22.687
So I want to talk to you.

00:13:23.067 --> 00:13:24.506
I want to get over any of those

00:13:24.547 --> 00:13:25.707
objections you may have.

00:13:26.048 --> 00:13:27.969
and maybe build that trust where we could

00:13:28.009 --> 00:13:29.229
just grow together.

00:13:29.749 --> 00:13:30.769
That's what I say to them.

00:13:31.090 --> 00:13:31.789
Yeah.

00:13:31.809 --> 00:13:33.269
We'll drop your information in the show

00:13:33.289 --> 00:13:34.129
notes below, but Sal,

00:13:34.149 --> 00:13:35.230
appreciate you doing this.

00:13:35.471 --> 00:13:36.850
Thanks for sort of pulling back the

00:13:36.870 --> 00:13:39.932
curtain on these things in healthcare

00:13:39.971 --> 00:13:40.532
right now.

00:13:40.611 --> 00:13:41.131
Absolutely.

00:13:41.452 --> 00:13:44.472
Love to do it.

00:13:44.533 --> 00:13:44.894
All right.

00:13:45.134 --> 00:13:45.714
Hot take.

00:13:45.813 --> 00:13:46.994
What do you got for me, Sal?

00:13:47.333 --> 00:13:48.715
What's the hot take that you want to

00:13:48.735 --> 00:13:49.575
leave the audience with?

00:13:50.230 --> 00:13:51.870
all right well before the hot take jimmy

00:13:51.890 --> 00:13:53.472
i just want to first uh as the

00:13:53.533 --> 00:13:56.355
kids say today give you your flowers and

00:13:56.414 --> 00:13:57.897
as we said back in my day our

00:13:57.937 --> 00:13:59.398
day is give you your props i i

00:13:59.477 --> 00:14:01.820
really like your show i really enjoy what

00:14:01.840 --> 00:14:04.182
you're doing here um and just bringing in

00:14:04.682 --> 00:14:06.524
all these different ideas and i i watch

00:14:06.583 --> 00:14:08.384
it often on on linkedin and i think

00:14:08.404 --> 00:14:09.645
it's just a great job you guys are

00:14:09.666 --> 00:14:11.187
doing there not brown nose and the host

00:14:11.488 --> 00:14:12.889
i just think you're doing a great job

00:14:12.928 --> 00:14:14.471
so i wanted to give you props on

00:14:14.510 --> 00:14:15.611
that um

00:14:16.292 --> 00:14:18.995
My hot take is basically AI is often

00:14:19.375 --> 00:14:22.200
overhyped and underdelivered when the risk

00:14:22.220 --> 00:14:22.841
is not shared.

00:14:22.880 --> 00:14:24.102
We talked about that before.

00:14:24.202 --> 00:14:26.885
So if your AI partner isn't willing to

00:14:26.926 --> 00:14:29.789
stand behind outcomes and share the risk

00:14:29.850 --> 00:14:31.032
with you, we are.

00:14:31.292 --> 00:14:32.354
I would love to chat.

00:14:34.113 --> 00:14:34.413
Perfect.

00:14:34.472 --> 00:14:35.393
And we'll drop your information,

00:14:35.432 --> 00:14:36.634
as I mentioned, in the show notes below.

00:14:36.693 --> 00:14:37.714
Sal, appreciate what you're doing.

00:14:37.734 --> 00:14:39.534
Thanks for making things that are

00:14:39.575 --> 00:14:41.794
confusing and overwhelming clear and

00:14:41.835 --> 00:14:44.456
concise and understandable and digestible

00:14:44.596 --> 00:14:46.376
as we sort of proceed into this new

00:14:46.417 --> 00:14:47.777
world that we're in.

00:14:47.836 --> 00:14:48.716
Yeah, absolutely.

00:14:48.837 --> 00:14:49.638
Let's go.

00:14:49.677 --> 00:14:50.138
Thanks, Jimmy.

00:14:52.065 --> 00:14:53.144
That's it for this one,

00:14:53.404 --> 00:14:55.086
but we're just getting warmed up.

00:14:55.546 --> 00:14:57.447
Smash follow, send it to a friend,

00:14:57.667 --> 00:14:59.326
or crank up the next episode.

00:14:59.846 --> 00:15:00.748
Want to go deeper?

00:15:01.048 --> 00:15:05.249
Hit us at pgpinecast.com or find us on

00:15:05.288 --> 00:15:07.850
YouTube and socials at pgpinecast.

00:15:08.269 --> 00:15:10.551
And legally, none of this was advice.

00:15:10.630 --> 00:15:12.491
It's for entertainment purposes only.

00:15:13.011 --> 00:15:13.991
Bullshit!

00:15:14.032 --> 00:15:14.591
See, Keith?

00:15:14.812 --> 00:15:15.893
We read the script.

00:15:16.173 --> 00:15:16.832
Happy now?