[0:00] Narrator: This week on From Probe to Practice.
[0:03] Matthew Gillogly: So you can't, you're better off seeing less patients and charging more and having more profitability, because the more patients that you see at $700, you're losing $300 on every transaction. That means you're going to go broke faster.
[0:15] Colin Rigney: Yeah.
[0:16] Matthew Gillogly: That's exactly what it means.
[0:21] Narrator: An advanced MSK Ultrasound Center podcast. From Probe to Practice. Hosted by Ryan Martin and Colin Rigney. Produced by Jason Kitza at NGG.
[0:34] Colin Rigney: Welcome, everyone, to Probe to Practice podcast by AMSKU. My name is Colin Rigney, and we have a special guest today. Our guest today is Matthew Gillogly. He is the founder and CEO of Mavrix Profit System. Matthew isn't a physician. He is a businessman who built and sold his own cash pay clinics. And now he helps physicians get out from under insurance dependency and build practices that they actually own. Matthew and AMSKU go back a few years. We met at OrthoSono in Las Vegas at the Planet Hollywood. And honestly, the business side of AMSKU didn't become a real focus for us until we met him. And he had me on his own show, Out of the System. And he taught at our annual global summit last year. And he's back for this year. This year's summit is on Saturday, December 5th, this year, 2026. So, Matthew, pleasure to have you, man.
[1:32] Matthew Gillogly: Great to be here, Colin. I'm looking forward to seeing where this conversation goes. Our last one kind of just, you know, we had some really interesting deep dives, so it'll be fun.
[1:40] Colin Rigney: We did. We did. And thank you again for committing to teach again at this, at our summit.
[1:47] Matthew Gillogly: Absolutely.
[1:48] Colin Rigney: You know, we had about 100 people attend from across five continents last year, and we're looking to do about the same this year, if not more.
[1:59] Matthew Gillogly: Isn't it amazing how much the whole world of regen is just exploding? Like, we have clients now in England. We've had them in Australia. We get people that are reaching out to us from Dubai. Like, isn't it really amazing how this is starting to just take off?
[2:16] Colin Rigney: It is, it is. I'm amazed. I really have, I've quit putting a lid on where I think it's going to go, because it's just has shown itself to be something that people want. And as the concept expands, like, the market is looking, they're looking for alternatives outside of the constraints and confines of what's offered to them in the traditional system-based practice, which is what we're going to get into a lot of today. Yep. So what's new? What's new in your world? What's new with Mavrix? What's new with what you're building right now, and any new updates on the end of 2026 and into 2027 for you?
[3:00] Matthew Gillogly: Yeah. So for us, we see, what we see right now is we see a big massive shift happening in the medical landscape. I'm not just talking regenerative, and I'll give you a couple examples. So we go to A4M, is the biggest longevity functional medicine event in the industry. Three years ago, four years ago, there were 4,000 attendees. This year there's going to be north of 12,000.
[3:33] Colin Rigney: Holy shit. Yeah. Wow.
[3:35] Matthew Gillogly: IOF. Remember when IOF was 150 people in Arizona? I think their last conference in Denver this last year, you and I were both at, was a combination of TOBI and that. I think the number was 500, if I remember correctly. And so what this tells, it tells me a couple of things. What I'm seeing happening in the industry is I'm seeing this convergence. And the convergence that I'm seeing is, for the last 10, 15 years, the doctor has been the whipping post for what is wrong with medicine. And they've been getting squeezed. You remember when we were a kid growing up and we watched those shows, and the walls would close in on both sides, and, like, you know, they would have to, Batman or whatever. Maybe it's, maybe for my age, you're a little bit younger than I am, but, you know, Batman and Robin would be stuck, like, in this thing, and the Joker was, like, squeezing it in, and they were like, how are they going to get out? And of course they'd always get out because they had to make another episode the next week. But the point is that what's happening now is there's this squeeze going on, and the industry, the health insurance companies have become so greedy that they are, they not only have pissed off the doctors, but now the patients are recognizing how abused the doctors are.
[4:55] Colin Rigney: Yeah.
[4:57] Matthew Gillogly: And, you know, we just did a, we do a Saturday morning coffee with Matt a couple of times a month. We live stream. It's like 7:30 Pacific time. And it's 30 minutes of me just kind of riffing on what I see in the industry. Last week we did a UnitedHealthcare, and the thing that I, the thing that blew me away, and I'm in, like you, I, you know, I'm in this place. The thing that blew me away is, you know, the health insurance companies have to pay out, I think it's 87 cents or 88 cents of every dollar that they collect in premiums. That's part of the Obama, the Affordable Care Act. What they did was they've gone out and they've bought, so they employ... UnitedHealthcare employs 90,000 physicians nationwide. And they own, in some places, they own 40 to 50% of all the medical practices. So what happens is that they will direct people to their practices, and the reimbursement rates for UnitedHealthcare, which is Optum, practices is they pay anywhere between 17% to 61% more to their company-owned practices than they do to an individual one. And so what that tells me is that I've always said there's no future in insurance-based care. So when you see insurance fees going up, premiums going up, like at the time of this recording, they're starting to come up. Rates are going up 25%. The reason why they're doing that is UnitedHealthcare and all of them, they keep raising the rates because they have to pay that money out, so they're paying it out to their own clinics. I mean, they make, you know, UnitedHealthcare is the third largest company in the United States based on revenue. The two in front of them are Amazon and Walmart. Let's put that in perspective. That's just UnitedHealthcare. It's not the industry. So what I'm seeing is the patients are getting pissed. Their rates are going up. Their coverages are getting dropped. The doctors have been pissed for a long time. And it's like those two pieces are coming together, and we're getting more and more doctors. And I know you're seeing it too, Colin. We're getting more and more doctors that are like, I'm working at the hospital. I'm miserable. I'm going to quit medicine if I can't figure out how to do this on my own. So we're seeing this renaissance and this resurgence. We have a long way to go, but it's vastly different than what it was three years ago. Three years ago, our client base was 90% of them were existing insurance-based practices transitioned into cash. Today, 40% of our client base are, my contract is ending in a year, I want to start my clinic now, help me. That's just one of the big things that we're seeing.
[7:29] Colin Rigney: Incredible. You know, I saw it was the Department of Labor, some statistic where they were talking about over the past 30 years, like, the biggest sectors of employment. And, like, in 1995 or something, like 30 years ago, health care was, like, it was in the top 10, but, like, it was, like, seven, eight or nine in terms of, like, number of employed people. And now it's number one in this. It's not even, there's not even a close second. Like, it's, yeah. Do you think that the Affordable Care Act, in the way that the insurance companies have consolidated all these other private businesses, do you, I mean, I, what's your take on gobbling up that sector? Like, where do you think this is going?
[8:17] Matthew Gillogly: Yeah. So I'm a big student of what's called unintended consequences. In the moment, I'm a big student of history, right? What would have happened if this would have happened or that would have happened? And there's always unintended consequences of good intentions. I personally believe two things. An advanced society like ours should be able to figure out a way to provide healthcare for everybody. And that healthcare should not bankrupt people. I also believe that one of the worst pieces of legislation that's ever been passed in the last 100 years has been the Affordable Care Act. Because what we did was that in order to get, there was a lot of compromise. You know, there's, politics always makes strange bedfellows. There's always horse trading, right? There's never a purity of a bill. And what we did was the progressives said, okay, fine, we'll fall on our sword of creating a nationalized system, you know, a single payer. But we want to make sure that these premiums that the health insurance companies collect, they have to pay out 87 cents or 88 cents on every dollar. In the moment, that sounded great. Big victory. Okay, we're going to make sure that these health insurance companies don't make any money. Well, as it is, in the laws of nature, Wall Street goes, screw this, we got to figure out a way to make money. And so what they did was they started buying, and they started overpaying. And so if you look at this from a pure, like, say, Harvard Business Review case study, which is how I, you know, this is, that's my version of, like, you know, studies in the medical field. This is exactly what I would have done. I would have started overpaying for practices, because then I figured out that I, there's no restrictions as to how much I pay my own practices. So what's going to, what is happening? And we're seeing it right now. We are there. It's not profitable to keep rural hospitals open. So they're closing. It's not profitable to have rural doctors. So those are closing. So people that are in most need are really the ones that are hurting. Then on top of it, there's no check and balance. There's no control as to what things cost. So therefore, the health insurance companies can bill whatever they want, because they're billing themselves. And I don't think that there's a significant answer in Washington. I really don't. I think where we have to go is we have to change. So if you can't control what goes on in Washington, then what we have to do is we've got to control the supply source. So if we move 100,000 doctors out of insurance-based care, our numbers, well, we believe that we can save the United States, the U.S. economy, $4 trillion in healthcare expenses by moving to a cash-choice-first model. So let me give you an example. Three years ago, four years ago, I had to get an MRI for a prostate. Prostate PSA numbers were elevated. Prostate exam, swollen, da, da. Ultrasound, okay, we see something, we need you to go do an MRI. We see something. Go do an MRI. So I go do the MRI. At that time, the woman I was with, I was on her healthcare. She's got a corporate job. My out-of-pocket for that MRI was $1,100. Fast forward a year and a half later, I had to get an MRI for my back, because Dr. Goyle and Dr. DeMers did my back. And I go to get it, and I go to pay cash. And they say, I go, do you have insurance? I said, no, because I was just like, don't want to see what it was. I'm going to pay cash. He goes, it's $350.
[11:54] Colin Rigney: Right?
[11:56] Matthew Gillogly: That's what's wrong with our system. And so I believe that private equity in healthcare at the level of owning practices is destructive to the health and wellbeing of our country, because a private equity person doesn't give a shit about outcomes for the patient. They don't care about reviews. They don't care about any of that. All they care about is what can I flip this thing for in three to five years? Right. That's all they care about. If you're never spending any time around people that are PE, that's all they care about. So I think that there's just this, I think that we have a massive mess on our hands. And I just, my belief is that if we can cut the supply of doctors that are available, then we can at least maybe get a seat at the table to talk about change. We're not going to get a seat at the table by electing somebody or putting together a PAC. We don't have the money.
[13:00] Colin Rigney: Right?
[13:01] Matthew Gillogly: I mean, UnitedHealthcare last year spent $17 million of the $449 billion that they collected, $17 million to control Congress. Now, to put that in perspective, they brought in enough revenue to cover, I think it's, if I were to take a golf ball, and every golf ball represents a dollar, I can't, I've got to remember this, I'll say this weekend at our event.
[13:25] Colin Rigney: Yeah.
[13:26] Matthew Gillogly: Basically they, it's enough golf balls to cover the five boroughs of New York City. That's how much revenue. And they put it, yeah, to put into perspective, they paid out $17 million to PACs and to politicians, which is the equivalent of six football fields covered, end zone, sideline to sideline, with golf ball, with a golf, one layer of golf balls. That's, so it's a rounding error for them to, yeah, I don't want to use the word bribe, but to coerce the
[13:58] Colin Rigney: Cost of doing business for them.
[13:59] Matthew Gillogly: Yeah, it's like me buying you a cup of coffee at Starbucks, right? Like, yeah. So it's really scary. You know, that's why I get so excited about the work that you do, and Donnie does, and all of us do and regen, you know, and just the great stuff that we do.
[14:18] Colin Rigney: Yeah. And, you know, the collective that we're all a part of in our networks, right, is we're just about raising standards and creating awareness and creating an educational resource for people to exit or get a window into this alternative outside of insurance-based care, system-based care. And so I got a few questions that me and the team came up with. I want to, and you're going to go through this at our summit, but this is just going to be a preview. So I've heard you talk about, you say that insurance isn't a physician's lifeline, it's a leash. Can you expand on that?
[15:02] Matthew Gillogly: Yeah. So, okay, there is, I mean, you know, Ariana, I always give Ariana credit for this. She came up with this phrase, and that is, they groom. Medical school and residency is grooming, okay? Because they're grooming you to become part of the system. So why insurance is your leash, it's not your lifeline. Okay, so let me explain my world. Okay. Let me give you a window of what my world is like. So when we get done with this, I live in Los Angeles, California. I'm going to go probably swing by. I'm going to go work out. I know this is going to be interesting. I'm going to go work out, and then I'm going to go, I'll take a sauna, and then I'm going to go to my cigar lounge. Now, the cigar lounge that I go to is on Sunset. It's 380 square feet. It's been there for 75 years. It's owned by a family. It's across the street from the Viper Room. And I'll go in there, and one of the guys that owns, his partners in it, is a well-known producer here in LA. He's done Smurfs One and Two and Charlotte's Web, okay? Like, just, he hangs out there with a freaking baseball cap and flip-flops, right? Okay. We sit around, what we do is we sit around there and we talk business. We talk about business models. And so they asked me this question, like, Matt, I don't understand. Why aren't these doctors making any money? I said, okay, I'm going to pitch a business idea to you. Here's the business idea. We're going to get in the medical business. We're going to open up a medical practice. And the great thing about it is that we're going to get paid. We're going to get paid by the insurance companies. But here's the problem. We're not going to be able to control what we get paid. So we're not going to be able to set our price. We're not going to be able to control when we get paid, because we're going to get paid anywhere between 30 to 90 days after we deliver service. Oh, and by the way, they can come back and change our reimbursement, what we get paid, at any moment's notice. And they can go back and claw back up to two to three years back on the money if they feel like they were paying us too much, and we have no recourse. Do you want to do that business model? And they go, F no, hell no. So if you look at this model that exists in the medical space and what it is, no one in their right mind would ever invest in that model. I can't control my profits. I can't control, like, how do you control profits? Well, you control profits by costs and what you charge. That's it. Most people think the best way to grow a business is by cutting costs. It's not. The fastest way to grow a business is to, if you want to double your profits, increase your prices 11%. That's it. Now, do you have to watch costs? Absolutely. We watch costs every month, every quarter. Every quarter we go through the credit card statement: what are we spending money on that we don't want to spend money on? Little leaks, little thousand cuts. But this business model, you wouldn't be able to get an appointment with an investor on the current model that exists. So for a doctor, what they're doing is they're really lying to themselves, thinking that they can work harder. If you ever have a business that is saying, I just need to work harder, I need to put more hours in, I need to sacrifice more for this thing to work, that's a really bad business model. There are seasons in that, right? Startups and things like that. But if you're in year three and you're still doing that, and you're getting more and more in debt, there's nowhere for you to go except for, you know, sell and go to the hospital, or come work with us and we'll give you freedom, like we've done with plenty of our clients.
[18:50] Colin Rigney: Yeah, so, and that's really good for those who are in the game, don't think they have a way out, and cash pay is this fantasy that is only available to people who are rich and have a lot of money, or they need to be in a zip code for this thing to work. And they just see the insurance as a guaranteed stream of patients. And why would they want to walk away from that?
[19:25] Matthew Gillogly: Well, it is a guaranteed stream of patients. The problem goes back to, again, you can't control, how can you... So the model that exists today, going back to this, is you're going to have more volume. But in order for you to have more volume to be able to make that work, you have to be able to control your costs. So the whole concept, like with Walmart, is we're going to increase volume. But what most people don't realize is Walmart negotiates really, really hard and they pay less and less for what they're buying from you. They're not selling it to you out of the goodness of their heart at a low price. They're selling you something at a lower price because they've beat up their suppliers for price and terms, and they make a ton of money on float. Well, so the risky model is actually to stay in insurance.
[20:14] Colin Rigney: Yeah.
[20:15] Matthew Gillogly: This belief that cash-based services is for the wealthy 1% just simply is not true. It simply is not true.
[20:26] Colin Rigney: Yeah.
[20:27] Matthew Gillogly: You and I, you know, Dr. Pietropaoli, Skaneateles, New York, a town of 4,000 people halfway between Rochester and Syracuse, his average transaction for a treatment that he gets paid cash is $14,000, give or take. Mark Eisenberg, Dr. Eisenberg, he's in Philadelphia. You've got Steve Derrington in San Diego. I mean, all across. You have the Schachters in Wichita Falls, Texas. I mean, across the board. I don't care if you're in a big city like Philadelphia or San Diego or you're in a small city like Skaneateles or Wichita Falls. Your core customer for the cash-based services is me. I'm 58 years old. Okay? It's 55 plus. Your best customer is the person who's on Medicare, 65 plus, because they have disposable cash. Like, so in my life, all my kids except for one are out of college. I no more have, I don't have travel, like what you right now are in the middle of. You've got freaking travel soccer, basketball, tiddlywinks, whatever it is, right? Every time you turn around there's another club, camp thing that you've got to buy, right? And another $400 worth of freaking supplies. Yeah, I'm done with that, right? Like, I don't have any of that. I have disposable income, and what I don't have is, I don't have time. My friends, at this stage of my life, friends drop dead. "Wow, he looks so healthy." Boom. You don't know how much longer you've got, and so therefore you don't want to wait for results, and you just want to get back to doing it.
[21:47] Colin Rigney: Yeah, and you don't want downtime from a surgery. No. And the unknown unforeseen consequences, you know, that it may not be successful, right? I am... So for people listening to this, they may be hearing this for the first time. What does leaving the system, what does that look like? Do you do it overnight or step-by-step? Talk to us about what a process could be for somebody who's there.
[22:15] Matthew Gillogly: Well, there's two processes. There's the technical, which everybody wants to know. What's the ABC, right? They treat it like, okay, so how are we going to do surgery? Or how am I going to do an injection? And that is very important. There is a very technical side to it, which I will come back to. But there's another side of it, and this is, the technical side does not, this next segment is actually the most important segment, more so than the technical side, and that is the way that you see yourself, your future self.
[22:55] Colin Rigney: Yeah. Okay.
[22:56] Matthew Gillogly: So I'm going to use Dr. Janet Ang, who's in, you know Janet, right? You're working with her.
[23:03] Colin Rigney: Yeah.
[23:04] Matthew Gillogly: She's in East Lansing, Michigan.
[23:06] Colin Rigney: Yeah.
[23:07] Matthew Gillogly: ER doc for 30 years, got sick and tired of it, opened up her own practice. A year ago she was doing $12,000 a month in cash, having to tap into 401(k)s, all that, to keep the practice going. This last month she did $60,000 in cash. Yeah. She's paying down her credit cards now. She's done the typical work. She's put together packages. She's, you know, gotten clear about who she is. At first she was like, "I'm gonna do this and that and that." So she's doing regen versus 20 other things. She's very clear. She has a very clear beachhead. She's, you know, started educating and exciting her current client base, saying, "I'm not going to do this. No, I'm not doing that. I'm only doing this component over here." But the difference for her is how she saw herself. And I wish you could, I just saw her last weekend at CE Lasers in Chicago, and I wish you could see the difference. I wish I could take mental pictures and show you, when a year, what, over the year. She's smiling, she's happy, she's standing straight, she's, you know, like, she's got a future. A year ago she's like, "I just don't know if I'm going to make it." She had to make an internal shift first. The internal shift is actually the biggest shift, because there's so much doubt, right? Doctors going to the technical side of things, the reason why doctors love the technical side of things is because it gives them such great assurance, because they're trained not to make mistakes. If you make mistakes, bad things happen, right? People die, you get sued, whatever. The difference is that as an entrepreneur, there's very few one-way doors as an entrepreneur. What I mean by that is most doors are two-way doors, meaning if I walk through, let's think of the door as a decision. I make the decision, I walk through the door. If I don't like the decision, I can walk back through the door. So price is one of them. So let's say you raise prices. Let's say you raise prices 25%. You walk through that door. And let's say by chance, by chance, you get some pushback. You can always change your price. You can always go back. A one-way door is they're coding and you need to do whatever, put a chest tube in, whatever. Okay. Well, when you go through, if that doesn't work, you've got to go out the building, down the steps, you know, down to the floor and walk back up the steps to go find another door to go through. Okay. 95%, 98% of all the decisions that you're going to make as an entrepreneur, as a founder and having a cash-based practice are two-way doors. Doctors are trained that just about everything is one-way doors. You can't make a mistake. And so, you know, so we start, first and foremost, you fall into two very different categories. One, if you have an existing practice, let's say you have 1,000 patients in your database. Our numbers show us that 8% to 10% of those are not only candidates for cash-based services, but will pay for those cash-based services. The problem is you do not have it priced correctly, because price tells your prospect everything they need to know about your skill set, right? So what's, Colin, what's something that you've recently bought, like for the house? What was something that you, what was a big investment that you just made, like at the house or for your life?
[26:21] Colin Rigney: We, yeah, we just bought a big barn for the side of the house that we can store things in.
[26:26] Matthew Gillogly: Okay. And did you buy the cheapest one out there? No, no. Did you buy the most expensive out there? Close to it. Yeah.
[26:34] Colin Rigney: Yeah.
[26:35] Matthew Gillogly: Right.
[26:35] Colin Rigney: Yeah.
[26:36] Matthew Gillogly: And why, why did you wind up buying the one that was most expensive?
[26:41] Colin Rigney: Well, yeah, we spent almost $10,000 on it. And the reason why is I didn't want to have to do it again.
[26:48] Matthew Gillogly: Yeah.
[26:49] Colin Rigney: Yeah, I wanted to be sure about the purchase and be secure, knowing that it's going to be there for as long as we live here.
[26:56] Matthew Gillogly: Yeah. And that's the answer to the question with people. Doctors think, "My patients can't afford it." Look, they can afford it. So here's my, here's what my age category is doing right now. We buy Botox, we get laser treatments, we get LASIK, we get hair restoration. Hair restoration, hair replacement is like fricking 10 grand, 12 grand. Okay. Sometimes higher than that. We're getting, we're paying for breast implants or breast implant removals or mommy makeovers. Right. Dropping five grand on something for our health is nothing. I mean, I pay $30,000 a year for my functional medicine stuff. That's in addition to all the other stuff that I do, okay? Yeah. So you have to understand that 10% of your client base will pay anywhere between three to four X more than what you're offering. Now, if you have a thousand, if you have a, let's say you have a thousand names in your database, patients that come to see you on a regular basis. If you convert 10% of those over a year, that's a hundred. And the average amount that they spend with you is $5,000. That's half a million dollars. That's an extra 60 plus, not 60. It's an extra, whatever that is, 45, $40,000 a month, $45,000 a month. Yeah, that's a lot of money.
[28:20] Colin Rigney: Yeah, that's a big deal. And a lot of things that, you know, we took away from your training and in, like, this network that we're all a part of, you know, I talk about how, like, somebody's going to shop for cars, right? And you're a car salesman and you work at a Mercedes dealership versus a Toyota, right? How hard does the Mercedes dealer have to work to sell the car?
[28:46] Matthew Gillogly: They don't work hard at all.
[28:47] Colin Rigney: No. Right. Because they're, they position themselves a certain way. They have an authority. And the buyer who goes to a Mercedes dealership usually knows what they want, or they know the class of car that they're looking for. And all you have to do is just open the door for them.
[29:05] Matthew Gillogly: Yeah.
[29:05] Colin Rigney: Right. Versus the other, you know, going, being in the middle-of-the-road route, the work to sell that car to buyers is, it's a lot more intensive. Right.
[29:17] Matthew Gillogly: Yeah. They don't want you to leave. They want you to stay there till you buy.
[29:21] Colin Rigney: Exactly. And, you know, that is, that's not a whole, that analogy is not a whole lot different than cash pay medicine. Listen, it's really not. And I, like, I want to go back to the future self concept that you were talking about earlier. And Janet Ang's a mutual client of ours, and she is, she's a wonderful student, and she's somebody who shows up every week and is engaged, and you see the progress over time. And we always talk about The Gap and the Gain, that book by, I think it's Dan Sullivan, The Gap and the Gain. And this is a conversation I've had with her. The first three, four months were very difficult. And, you know, yeah. And just overwhelming. Like, she just left, you know, this guaranteed money in the job, but, you know, she was burnt out enough to, like, be sick enough to never go back. And so that was her inertia to start. But then once she started, it was like, "Oh my gosh, I kind of, I have all these ideas of what I might want, but I don't have the thing I want," right? Not, it wasn't crystallized. And so some of that work you do with people, like, that's the most important thing. I agree, because that was the most important thing for me, and I had never taken the time, I just never had it put to me in a way that, like, this is, like, all these other things, or all these external things you're talking about and worrying about, looking at, it's not as important as you fixing yourself and understanding what that future self is for you, and putting yourself in that position before you're there. Right. And so talk a little bit, go a little bit deeper with how, what's the process of getting somebody... Well, first of all, they have to be open to it. Right.
[31:12] Matthew Gillogly: Right. Yeah. You gotta be open. And by the way, most people think they're open, but they're not really.
[31:17] Colin Rigney: Right. Yeah. Yeah. I agree. I totally agree. And what's, so somebody's open and you go there, right? What's a common thread with those people? Like, what's a common thread that you see in the success stories, the people who are open but haven't crystallized, like, what their future self is yet? Like, what are those first few phases look like into that transformation?
[31:45] Matthew Gillogly: You know, it's the 50th anniversary of the movie Rocky. Okay.
[31:48] Colin Rigney: Yeah. Oh, my God. Isn't that amazing?
[31:50] Matthew Gillogly: Yeah. I was listening to the soundtrack before we did the call, before we jumped. I'm reading Stallone's book, The Steps. It's phenomenal.
[31:58] Colin Rigney: Yeah.
[31:59] Matthew Gillogly: In the movie, Sylvester Stallone's character, Rocky Balboa, is being asked by Paulie, "What do you see in my sister?" And Rocky goes, "I don't know. She's got gaps. I got gaps. Together we fill each other's gaps." And that's my shitty, you know, version of Rocky. And what the problem with everyone is, most people realize they have gaps. The process through which they try to bridge those gaps is usually short-circuiting. And so let me explain. I had a recent situation of my company where we, you know, we're growing fast, and like a lot of fast-growing companies, we're like the crawfish or the lobsters that shed their shell, the exoskeleton, every, like, four to six weeks, 'cause we're growing so fast. And you know, the lobster never goes back to the smaller shell. It's always a bigger shell. Okay. And what we realized was that we, we'll talk about the future self. We were hiring, or we were operating out of that version of us that has gaps. So what we've realized is that it's, right, so here's what most people do. Once you're visioning your life, is this circle, okay? And you've got a gap in there. Let's say the gap's, like, here in the center. What most people do is they just kind of pay lip service to it, and they nibble around it. Okay? Yeah. And what they'll do is they'll, there usually comes a point where they'll use some kind of language of, "I'm trying." That is the telltale sign that they are not. It's when they say, "I'm surrendering," or "I am," not that "I'm trying," it's that "I'm, I understand. Will you help me? I need help." Because the reason why people are stuck where they are is not just because there's belief systems, and those belief systems are deeply rooted. Those belief systems not only go back to your parents, but they can go back to your aunts, your uncles, your grandparents, your great-grandparents, depending on whether or not, what kind of involvement you have with them, yes or no. There's a whole epigenetic, and I'll speak medically of this. There was a study done in 2012 at Emory University, and they used lab rats. This is a famous study.
[34:31] Colin Rigney: Love it.
[34:32] Matthew Gillogly: Yeah. You know this study about the lab rats? Okay. Yeah. So here's the deal. They took lab rats, and what they did is they blew a scent of cherry blossoms on the lab rats, and they shocked them electrically at the same time. And they did this over and over again. And of course, the lab rats would be like, ah, right? They would respond negatively to it. Then they removed the electric shock and they just sprayed the cherry blossom scent, and the lab rats responded the same without the electric shock. I don't think that's really necessarily startling to everybody, but here's where it gets really startling. That is encoded into your epigenetics, into your DNA. And as a human, when a woman is created, she has the set number of eggs that she's going to have for her entire life. But those eggs are encoded. They existed inside in her grandmother. So what your grandmother was going through, the trauma, the belief systems, the slavery, the famine, the wars, whatever, is actually encoded into you. Emory University proves this, and here's how they proved this. So then what they did is they took the offspring of those original pups. They didn't give them any electroshock therapy. What they did was they sprayed the cherry blossoms. Those offspring of that first generation of lab rats responded exactly as their parents. They hadn't witnessed their parents — that way. It was simply by spraying the cherry blossoms. They then did it for the grand pups. They responded the same way. They did it for the great-grand pups. They responded the same way. And what this study at Emory University in 2012 is, a landmark study. It's been redone countless times, and we get the same results. What it shows us is that we're encoded with very specific things inside our epigenetics that dictate how we operate today. Now, I could spend, I do an entire four-hour session at this. We call it the origin code. And what happens is that there are languages, there are cycles, there are things that are running in the background in your life that don't prevent you, but they create an anchor for you to be able to go. And look, sometimes this is really deep shit. Sometimes it's not, right? Sometimes it's really simple. It's just really about reframing the way things look. I don't want everybody to sit here and say that you're all broken and you need to go to 14 months of therapy in the Costa Rican jungle. That's not what I'm saying. That's not a bad option, but I wouldn't be able to handle 14 months. But, like, you have to recognize you're running in a program, you're running a language that is not yours. So, and that language is also exacerbated by the abusive environment we went through, medical school and residency. And residency is abusive. The fact that you work 20 hours and you don't get any sleep, and they tell you that's just the way it is. And it's a program that was designed by a doctor at, what was it, Johns Hopkins, who was a coke addict, who was, yeah, he was snorting blow. Yeah, he snorted a lot of cocaine. I think, you know, died crazy or something like that. But anyway, like, we just, there is so much. And I'm not going to sit here and say that, like, we're all going to sit around, you know, and, like, chant om and, like, you know, tap into our inner chi or anything like that. But to recognize, like, that to get to that higher self, that bigger version of you, have to realize you have gaps. That higher self, just like Rocky, these gaps can fill these gaps. And we have to let ourselves come to a place of saying, "I need help. Will you please show me the way?" versus "I'm trying." Yeah. When we reach that place of saying, and we see this with our doctors, and they'll, you know, you and I've done this same work, we've, you know, we've, and it's been massive transformations. And you, I've, you know, we've sent 40 or 45 of our doctors to some of this deeper work, and it's probably some of the most transformative work, that come out going, "Oh my God, I get it now." I'm like, "Yeah." So now we just, we know what it is, let's work through this. Because that's, it's not the technical thing. It's not like, "How do I market better?" It was like, "I need more leads," or whatever. You don't need more leads, right? It's how you view those leads. It's how you view your role in it. And every doctor's like, "Well, I don't want to be a salesperson." I got news for you. I don't either, but you already are selling, because you advise, you guide, and you recommend treatments to your patients every single day. And that's all we're asking you to do. Just do it in a way that honors all the sacrifices you've made in your life. Don't let somebody else dictate to you what you're worth.
[38:59] Colin Rigney: Yeah, and the energy and the authority that you can tap into is really something that takes time. So it takes time, but everything you just described, getting to that place, many people are leaving that off of the table when it comes to who they are as a professional. And, you know, Mike Z, you know, metaphorically slapped me across the face, one of our sessions, where he's like, you know, "try" is a BS word. Yep. And he's right. You know, my wife and I were both doing the training, and that was something, man. I, it, as a parent and as a business owner and as a leader, you know, those are things that go a long way with, because this is an infinite game we're playing. It's not like you do the work, then it's done, and it's like the end of a movie, right? It keeps going, and it's going to evolve. You're going to have regressions, you're going to have, you, but you have a set of tools to tap into as you are growing into that next version of yourself. And so, you know, as a parent, business owner and doctor, you know, and you're transforming into, you're transforming your practice in your business. You know, these are things that the internal changes happen long before any of the external things become visible. And so, you know, I think that's something that you described quite well. And
[40:42] Matthew Gillogly: I would just, I want to say this for a second. We're not sitting here, Colin and I are not sitting here saying, like, our childhood was horrible, or blaming our parents. That's, we're not saying that at all. That's not what we're saying, okay? What we're saying is that we're recognizing that it's not effort alone. Look, if effort was the thing that dictated success, my brother the union plumber would be a multi-billionaire flying private jets.
[41:09] Colin Rigney: Okay.
[41:09] Matthew Gillogly: It's, and there's a big mistake. There's that, and this is even, it's more prevalent in the medical space, of be the smartest, to create a silo, don't ask for any help. You know, it's all designed so that there's the best and the brightest, the ones that are applauded and rewarded, right? But that doesn't always translate. I can tell you, because a lot of the people that are on stage that are talking about the great breakthroughs in their business, in their medical care, of what they're discovering, are the ones that have hired me to say, I can't make payroll, I haven't paid myself in six months. All right, well, let's get you, let's find out where it's... One, let's make some changes to the business, but two, where does that come from? Where's the origin of that? What's the origin code of that? And then you really can create a reframe around that. And again, this isn't like, woe is me in my life. It has nothing to do with that, but it has to do when you recognize, when I read that study from Emory University about the epigenetics, it all made sense to me.
[42:05] Colin Rigney: It all made sense. Yeah. Same with me. I grew up, my dad was a very successful physician, owned his own practice for 25 years. The first 15 years were amazing. It was as close to utopia as you can get: town doctor, direct-to-employer insurance, every visit paid 500 bucks. And it was every, it's just, you took total care from top to bottom. And as that direct-to-employer relationship devolved, because the lumber industry in Northern California is essentially, it's just a small fraction of what it used to be. And so, you know, he, I, and I didn't know what it was until recently. It was actually after my dad died. My mom was telling me about, you know, the years prior to him selling the practice, what he was going through, and now it all makes sense. All the stress, he was a different person, taking out lines of credit. And it's like, oh, you know what? I, and I see these things in myself sometimes, with carrying the stress, projecting it, and the, and it bleeds into your relationships. And I didn't know what that was. Like, I just thought, you know what I mean? Like, I didn't know that program yet. I hadn't been shown to me why I was still carrying it. And so recognizing where it comes from, I think it was the biggest revelation to me. And once you start to recognize where that comes from, you know, those are the things that keep you from becoming like you're, like what you were, like, you're — from your full potential, like where you want to be. And so, like, that's where, and I know we're, you know, we're kind of veering off a bit here, but this is, I think it's all relevant to the doctor looking to make a transition, or any clinician looking to make the transition into cash pay. And this goes far beyond the technical, right? So I had another question for you that's, you know, I've heard you speak many times, and I've heard you call medicine false gospel, or volume medicine is a false gospel. What's the lie? Can you expand on that?
[44:23] Matthew Gillogly: Yeah. So we talked about it earlier. So let me, again, let's talk about business. Okay. Business is really straightforward and really simple. The name of the game in business is profit. It's not revenue. It's profit. Okay. We always ask this: do you want a $10 million company that makes you half a million dollars a year net profit? Or do you want a $5 million a year company that makes you $1.5 million net profit? And so let me clarify what net profit is. So you, revenue, P&L statements are very simple. You have top line revenue, that's gross revenue. Okay. And you have what's called cost of goods sold. And that gives you your net gross revenue, or margin. There's a couple different ways you can look at it. People look at it, I should say. Then you have your expenses. And then you have a thing called net operating income. That's how much profit you have. Not EBITDA. EBITDA is bullshit. If Warren Buffett believes that EBITDA is bullshit, then that's good enough for me. The only number that really matters, when my friends and I sit around, again, let's go back to that cigar lounge I'm going to be in this afternoon. We all sit around and we talk about, what's your net profit? What's the percentage? So what we want is we want people to have a 20% net profit, which means that if I generate a million dollars a year, and you have to be paying yourself at least a quarter of a million dollars a year, because you, if something happens to you and you get sick, you're gonna have to pay somebody a quarter of a million dollars to come in and take your job, okay, to work. Let's say you get sick, let's say you get in a car wreck or whatever, okay? That means after paying yourself a quarter of a million dollars a year, you have to have, on a million dollars, $200,000 in net operating income profit. Okay, great. So now there's that lesson. Right now I just shook a lot of people's brains. But my accountant said that I should just pay myself $30,000 a year and pay myself draws. You still have to pay yourself a quarter of a million dollars a year, however you get there. Okay. So why is it that volume doesn't work? Well, all business is based on a concept called margin. And what that means is, if I'm running a retail operation, I'll use retail as a very simple way to look at it. Let's say you go to a men's clothing store. Let's say you see a pair of pants that are $500. That means the cost to make that pair of pants, shipping it, everything, is $250. That means that you basically, the price that you see in all retail operations are doubling it. It's that simple. So that means if I want to create profitability in that clothing store, I either need to raise the price of what I charge, or I need to drop the price of what I pay for that. It's the only two ways. That's it. Labor is labor. Rent is rent. Utilities are utilities. You're not going to be able to impact it. The cost of a kit is the cost of a kit, okay? So that means I have a choice. If I'm a single business owner, I have zero leverage with which for me to negotiate a lower price. If I'm Walmart, I have a ton of leverage for me, because there's 3,857 stores. So I have a tremendous leverage, because that producer can then go make bigger commitments from their manufacturer, and they can drop their price of production, which means that they can drop the price of their cost to Walmart. There you go. Okay. So the concept is that in volume, I'm going to be able to make that up. I'm going to be able to create more profitability by seeing more patients. The problem with that model is very simple. You do not control your costs. You cannot, if you're losing, there's an old joke: we lose $2 on every transaction, but we make it up on volume. The false gospel of volume is this. You're actually losing money. So when we go and we work with people that are doing PRP, and I go, what are you charging? Charging $750 for an injection. Great. And the kit cost me $250. Look at all the money I'm making. I said, yeah, but you didn't factor in your time, the nurse's time, the acquisition costs. You didn't factor in all of those things. So the actual cost of a procedure for a PRP injection, when you factor all those things in, is $1,100. That means you have to charge at least $2,200. You have to charge at least $2,200 for you to be profitable. So you're better off seeing less patients and charging more and having more profitability, because the more patients that you see at $700, you're losing $300 on every transaction. That means you're going to go broke faster. That's exactly what it means. So there's the false gospel of volume. Now, why is it the insurance companies want you, think about this, why is it the insurance companies want you to believe that you need to have more volume? Because they know this. And they know that if you are buying into this, I mean, I just need to see 60 patients in a day, and you're losing this money, you're going to be in a place where you're going to have no choice but to sell to them. And they're, you're going to, they're going to buy you for pennies on the dollar, and then they're going to pay you money to work with them for the next five years, and they're going to enslave you. That's exactly what they do.
[49:42] Colin Rigney: Yeah, yeah. And for our audience, you know, Matthew is not just a coach who just kind of made these things up. He's, you had a cash practice and you sold it, right? So that experience. Tell us a bit about that experience, Matt, going back to your years with the Carolina Men's Clinic, right?
[50:04] Matthew Gillogly: Carolina Men's Clinic. Yep.
[50:05] Colin Rigney: Okay, tell us about that, and just in terms of how you started, and, you know, a lot of it is, these principles were born out of that, like, but how did you get, how did you get to that place? Like, when you started the clinic?
[50:21] Matthew Gillogly: By accident. So I had a real estate investment company, and a great recession hit, I didn't have a real estate investment company. And I had three kids and a wife, and things were pretty tough from 2010 up until about 2013, '12 really. And I was doing a lot of work for some other of my friends. I'm really good at high-end sales. And so they would bring me in to structure these high-end sales, high-price packages and all that. And I was traveling, doing some work for a friend of mine, doing events. And there was a guy that I was traveling with. His name was John Palmondocha. And John's like this really wiry, energetic guy. We're at breakfast one morning in Bakersfield, California. He's like, you know, Matt, you should get in the erectile dysfunction business. You're perfect for it. I'm like, what the fuck does this mean? Like, what do you mean? And he tells me the business model. Yeah. I'm like, what do you mean? I'm like 43. I don't have any problem. I'm like 45. I'm like, I have no problems, right? I'm like, what the hell is this? So he tells me this, and he goes, I go, John, I'm going to give you the benefit of the doubt before I fucking slug you. And, you know, we had that kind of friendship, right? And he's like, no, no, it's a great model. What you do is, you know, we run ads on TV and in newspaper and radio, and the way it is, the message is: come to the clinic one time, meet with the doctor, get a test dose. If you don't see results in 12 minutes, you owe us nothing. That's our guarantee to you. And the office visit was $197. Like, well, how are you getting that? He goes, well, what they do is they come in, and we inject their penis with this medication that gets them hard without stimulation. So immediately I shrink, right? My penis shrinks. Like, I don't want anybody injecting in it. I mean, like, there's no nerve endings in the shaft of the penis. Like, this is, like, basically explains the whole thing. Like, if you haven't had an erection in two years, what would you do? I'm like, well, I guess I would get a shot in my penis. Yeah. So I flew down to Birmingham, Alabama in 2013, and I looked at the place, and I was there probably 30 minutes, and I said, let's do this. I came back. I knew nothing. I knew nothing about the medical space. I didn't even know what HIPAA was, right? Literally. Yeah. And I, these guys that had the clinic in Birmingham, they taught me how to do it. And we had a business partner, and we opened this thing, and we ran radio ads. And the first day we opened, we did, I don't know, $12,000, $15,000. First 10 days we were open, we did, seven days we were open, we did $70,000. By April, we were doing 200 grand a month. We were seeing 15 new patients a week. It was, in hindsight, it was too high of a volume. They kind of had a middle of the road. They had a blend of volume and price. And as we did it, I just walked in one day, I'm like, we're charging more. And we just kept raising price. And what we realized is the more we raised price, the more we sold. And our margins got better, and we got healthier. And we opened up three locations in 18 months. We were doing about $6.5 million a year. Highly profitable. I sold those in two tranches in 2016, 2017. For a variety of personal reasons, just had some partner conflicts, and we just had different views of how things were going to be done. And so I sold two to him, I kept one, and then I sold the other one off. And there was also a big life change for me going on at the same time, with the end of a first marriage. But here's what I learned. This is what I learned in that space, is that it was the first time that I realized that doctors were getting frustrated. So this is 2015, 2016, and I realized the patients wanted other options, because they were coming in, and I knew we had it, and I knew we had it when a guy walked in and he got his dose, and he's crying after, he's, you know, the timer would go off, we'd check him. He's crying because he has an erection. He's about 60 years old. And he said, my doctor told me, what do you expect? You're 60 years old. It's not supposed to work anymore. And he's like, I'm afraid my wife was going to leave me. He had a, his wife was probably, I don't know, 48 or something like that. He was 62. She came back in, and she hugged me, and she started crying. She goes, thank you. You've saved our marriage. And it was at that moment that I realized, at that time, I thought it was the pharmaceutical companies. But that's when I realized that we were in trouble. Now today, we know that a lot of that can be fixed with functional medicine, hormones, peptides, things like that. Shockwave therapy, things like that. We don't necessarily need to use injections in the base of the penis except for extreme cases. But I watched 10 men a day come into our clinic and walk out grinning ear to ear, because their life had been changed, and their marriages have been changed and saved. And I realized that traditional medicine was failing. And that's really where, starting at about 2015, that I started doing the research. And it's been a slow, COVID changed a lot for me. COVID really opened my eyes. I was like, oh, okay, now I understand. Now I understand what's
[54:59] Colin Rigney: going on. Yeah. Yeah. I think that was the case for many, many people, that timeframe. Yeah. The wool got pulled back.
[55:09] Matthew Gillogly: Yeah. I mean, I watched doctors of mine who, I watched the guy that created the mRNA, whatever that technology is.
[55:20] Colin Rigney: Has the patent on it.
[55:21] Matthew Gillogly: Yeah. mRNA. The guy that created and has the patent on it. Dr. Malone? Yep. Got his YouTube channel shut down because he was, quote unquote, spreading false information. So Kat Merritt, who's our chief revenue officer, did the marketing for the movie The Real Anthony Fauci. And she tells the story that he's like, on the phone with YouTube and Facebook, he's like, I'm going to send you my patent on the technology that I have. And they're like, sorry, this is fake news.
[55:51] Colin Rigney: Yeah.
[55:52] Matthew Gillogly: I mean, if you listen to, if you go back and you listen to the Rogan interview with Zuckerberg, have you listened to that?
[55:58] Colin Rigney: Yeah.
[56:00] Matthew Gillogly: And he talks about, like, how the Biden administration was basically calling him up saying, you will shut these people down or we will investigate you. Like, yeah. Look, I'm not, there's no clean hands on either side of the aisle of that, right? There's, you know, there was a big money grab going on. Yeah. But yeah, it's pretty, it was pretty mind-opening.
[56:18] Colin Rigney: Yeah, we can point it out. Absolutely. Yeah. Well, so getting to the tail end of this, I want you to give the audience a sneak preview of your talk and maybe some of your thoughts as far as predictions on, you know, the theme of the 2026 Annual Global Summit is 10 Years in Your Hands.
[56:43] Matthew Gillogly: Yep.
[56:43] Colin Rigney: And I want to give you some leash here too. What does that look like? What does the next 10 years look like in the regenerative medicine space?
[56:53] Matthew Gillogly: I've been spending a lot of time thinking about it because I've been flying back and forth across the country. So there's a lot of time in those transcontinental flights to think about this. One, the challenge with predicting the future is, I wouldn't say that you're rarely right, but it's always shifting. There's a lot of factors, but here's what you can do when it comes to predicting the future. History repeats itself pretty consistently, okay? And so you can see trends and you can understand what goes on. There's a trend that happens in business. And I'm going to use the auto industry in Detroit, okay? And so in the 1950s, 60s and early 70s, they were unstoppable, okay? Nothing could ever go wrong. Well, what did go wrong was the gas crisis, and then they got caught with their pants down, and then, you know, they got beat, and then, you know, they ran in the, it went through, like, a 20-year decline. Now, I am not, I'm from Chicago. My first wife was from the Detroit, Michigan area, and we would go back. We got married in downtown Detroit across from the Fox Theatre back in 1992. And that whole, like, if you look at Detroit, about what it used to be and what it is now, I mean, it's a shell of itself. Like, it just, they never, they kept holding on to the past. And the longer you hold on to the past, the longer exponentially it takes for you to get to the future. Okay? So if you look at Detroit, what they did is they held on to the past of, well, you know, you got to, the car's got to be made in America. And that's the way it is, and, you know, this is the way it is, and if you don't do it, like, they held on to the past. Today very few cars are made in America. I'm sure a lot of people have an opinion about it, I'm just stating a fact, and it's a much more global way that cars are made today. Yeah. Today you go back to Michigan, and hell, they're tearing down the Renaissance Center, the GM headquarters. They're destroying it. Okay. So let's apply that to the medical space. If you want, the longer you try to hang on to the past, for every day that you spend hanging on to the past, it's going to cost you three days of transformation into the future. So my goal, when I speak on the summit and do the keynote, is I will share specifically about what that looks like. What is the past? What are the old things that we're trying to hang on to? What are the things that, and what does the future look like? What are some of the things in the future that we need to be paying attention to? And here's what I will tell you. There is a group of doctors that are saying, I know that past way of doing things is no longer going to work. And so they're ready, willing and able to attack. They make a choice. My future can be, I'm going to work in the hospital, or I'm going to work for a large PE group, or I'm going to quit medicine, listen, or go work for the insurance companies, that whole space over there, or I'm going to have agency over my life. And the reality is, this option over here, option B, agency over your life, is less stressful and easier than living somebody else's dreams. And so we'll dive into that of, well, we'll use some case studies of what, where are some other businesses that have tried, that have successfully navigated these changes? What are some that haven't? And what were some of the differences, and give people a real roadmap for the next 10 years. Because I believe in the next 10 years, by 20, like, our goal is to free a hundred thousand doctors by 2040. Okay. So we're looking 10 years into the future. That means that we should be at about 75,000 doctors out of the insurance-based game at that point. So 75,000 of the hundred thousand. So I believe that we're, you know, this is not going to be a path for 90% of the medical space. It's going to be a path for 10 to 15% of the medical space, but it's going to be a really powerful space, and it's going to be a really powerful voice.
[1:01:03] Colin Rigney: Yeah. And when we're thinking globally, right, these are concepts that don't just apply to the United States and North America. These are concepts that can be infinitely applied.
[1:01:18] Matthew Gillogly: Yeah. We're doing it in England right now. We have, we've done it in other countries that have single-payer. We've done it in Canada. We're doing it in Australia. Like, we have, this is a global issue. This is not an American issue.
[1:01:29] Colin Rigney: Yeah. Yeah. Well, ladies and gentlemen, Matthew Gillogly, thank you for your time today. Absolutely. You can check. Well, Matt, why don't you tell people where to find you, where to find you?
[1:01:39] Matthew Gillogly: Yeah. Best thing is, what I would tell you is go get a copy of my book, Out of the System. You can get it. It's called, it's a doctor's guide to reclaim your purpose, power, and passion. It's a bestseller in seven countries. Yes, in the real countries like the United States, Canada, England, France, Italy, those places, Mexico, Australia. So what I would tell you is go get a copy of my book, and you go to Mavrix, M-A-V-R-I-X, mavrixprofitsystem.com/thebook, mavrixprofitsystem.com/thebook. You can also Google, just type in Mavrix Profit System, even if you misspell it, you're going to wind up finding us through AI, and you can get a copy of our book. We'd ask you to pay for shipping and handling. It's a physical book. It's shipped out. You'll get it in about seven business days or so. There's about $2,000 worth of bonuses in that book of training for you for free. We'll also give you a consult call if you want a discovery call with one of our staff members. So just go on site, go on to the book, mavrixprofitsystem.com/thebook, get a copy of it. Or if you're in an event, you'll see me there, say hello to myself, Christine, or Reed, or any member of our team. We'd love to have a conversation with you. We also have a podcast, the Out of the System, which Colin has been on. He'll be on it again. That's a great way to learn more about us as well.
[1:02:56] Colin Rigney: Awesome. And looking forward to seeing you, Matt. Matthew Gillogly is going to be speaking at the Annual Global Summit. He's going to do the opening keynote for us. And we're very much looking forward to it. So Matt, thank you again, my friend.
[1:03:09] Matthew Gillogly: You got it, buddy. See you soon.
[1:03:11] Summit ad: Ten years ago, an ultrasound unit cost $20,000 or more. Now, you can run one off your phone. So the question isn't whether you'll scan. It's what you'll do with it next. I'm Colin Rigney. I'm Ryan Martin. At AMSKU, we teach clinicians musculoskeletal ultrasound. On Saturday, December 5th, we're bringing the field together for the AMSKU Annual Global Summit. One day of MSK ultrasound and orthobiologics, fully online. No flights, no hotel, no closing your clinic. The whole day is built around four questions. Where does AI fit in ultrasound diagnosis? What's next in orthobiologics and regenerative medicine? Where does point-of-care ultrasound go from here? And what does the practice of the future look like? Dr. Don Buford, Dr. Scott A. Sigman, Dr. Marc Pietropaoli, Dr. Ariana DeMers, and many more. Three tracks, and every session has Q&A, so you can ask them yourself. Last year, clinicians joined us from five continents. Every session is recorded, so you keep it. The best moment in teaching is when the image clicks and you stop guessing. Train your eye, trust your hand. Tickets are at summit.amsku.com. Early bird tickets are available until October 24th. The next decade starts in your hands. AMSKU AGS 2026.
[1:04:38] Narrator: An Advanced MSK Ultrasound Center podcast. From Probe to Practice. Hosted by Ryan Martin and Colin Rigney. Produced by Jason Kitza at NGG, NeedGreaters.com. If you want to watch the playback from last year's Annual Global Summit, or if you'd like to register for this year's Annual Global Summit, visit summit.amsku.com.
