Michael Wax, DC, promotes his gym-based sports practice by networking in the community

Getting to the Olympics is the culmination of a dream for most athletes. For Michael Wax, DC, it was just the start of his.

After graduating from Life University in Atlanta, Wax was recruited from his corporate job to serve as a chiropractor for the track and field stars in town for the Olympic games.

“I got the opportunity to spend time with them and take care of them, which really launched my sports practices,” says Wax. “I knew sports was something I wanted to focus on, and being part of it like that really sparked my passion.”

In the 3 years following the Olympics, Wax got busy converting that passion into tangible experience, fueled by a desire to help everyone from gold-medal winners to weekend warriors.

Splitting his professional time between two practices, he was learning about spinal rehabilitation and acting on plans for his future in private practice. He hired a practice-management consultant specifically for his first opening. He was part of a program specifically geared toward those starting new practices. That program, he says, “guided me through every step of the process.”

Michael Wax, DC (left), and Alfredo Garcia, DC, adjust a patient at one of the gym-based facilities.

Don’t Go It Alone
Wax continues to be a strong proponent of success and improvement through coaching. He advises that DCs just starting out—or perhaps whose practices are faltering—should establish a relationship with a trusted professional who has “been there, done that, continues to do that, and is willing to take you through that process,” he says.

Wax’s adviser made it clear that making it as a DC meant doing the legwork. To that end, Wax spent 4 months getting to know his community, one person at a time.

“I ended up knocking on about 3,000 doors, commercial and residential, introducing myself and letting them know I was about to open up a business,” he says. “It’s a process of cultivating relationships in the area you’re about to practice, so when you do open your doors, you’re busy.”

And it worked. Wax’s first independent facility, Peachtree Health & Rehabilitation (Chamblee, Ga), opened its doors in January 1999. The practice quickly outgrew its 1,200-square-foot space. After expanding the Peachtree location twice—first in 2001 and again the following year—Wax opened a second practice within an LA Fitness club in 2002. A second health-club location, Main Event Fitness (Marietta, Ga), followed in 2003, and Atlanta Injury (East Point, Ga) opened its doors earlier this year.

Getting An “In”
Having two of his offices located in health clubs was no accident—quite the opposite. The square footage he calls his own at LA Fitness was earned through 18 months of back-and-forth paper shuffling with the large organization’s corporate office. Once through all the hoops, however, his focus shifted back to the local team.

“Once you’re inside, the local management can absolutely accelerate the opportunities,” Wax says. “The relationship with them comes into play and is critical once you’re established.”

This does not mean that every chain or location wants to work with DCs looking to come on board. Wax recommends seeking out and expending energy only on those eager to form a partnership. “I recommend it for those interested in taking care of the athletic types, because if you’re not comfortable in that environment, you’re not going to be able to enjoy being there,” he says. “If you love the place, you’re going to be more successful.”

Wax says that those comfortable caring for gym members should take a simple first step: Join the gym.

“You’re asking to start a relationship, so start by being a client of theirs and adding to their bottom line,” he says. “That gives you an opportunity to build a relationship with them while spending time within the facility and making sure it’s a good choice for you.”

After establishing rapport with facility managers, Wax suggests approaching them by asking if they’re interested in adding more services to their club for their members by having a wellness center inside their facility. Many locations will see the benefit of this relationship.

Serve a Need
Wax believes that, practically speaking, the dividing line between a sports-centered practice and a “traditional” practice is relatively thin.

“The business of being in the office is exactly the same,” he says. “You’re going after a different market, but it is the exact same strategy you have in a freestanding nonsports facility.”

Wax warns that it’s unwise to assume that gym-based chiropractic offices can coast because of ready access to members.

“The fallacy is you open up a gym practice and then 100 percent of your clientele is from the gym, but that’s not what happens,” he says. Roughly 60 percent of the clients at his gym-based facilities are drawn from the club’s membership. “You still need a full-fledged marketing program within the community.”

Wax advises tailoring offerings to the customers in that market. For athletic patients, that includes core stability training and sports-specific programs, such as helping tennis and basketball players safely perfect on-court moves.

Both of his health club practices feature digital gait analysis, in which patients move across a pressure plate designed to record their precise movement as information the doctors can use to prescribe treatment.

“We do it with a lot of runners, but it’s helpful for all athletes who use their feet,” Wax explains. “They need a lot of support, and an average shoe isn’t always the best, so this can tell us who would benefit from some internal orthotics.”

He also recommends looking at the local demographics when deciding what services to offer. More affluent neighborhoods, for example, give chiropractors the opportunity to provide additional services, such as massage, decompression for disc problems, nutritional supplementation, exercise programs, and custom orthotics.

“Ultimately, you’re looking at the specific need of your patients and how you can help them either live a better life or change their current habits,” Wax says.

To determine exactly which services to offer at what location, Wax believes the best approach is to ask the patients.

“We consistently and constantly expand our offerings based on what surveys we do with our patients, as well as what they talk to us about,” he says. “To know what people want, listen to everybody and ask a lot of questions.”

Open Lines of Communication
Wax believes in not only collaborating with patients, but with others in the community.

“I am an avid and rabid networker,” he says. Initially networking through professional associations, Wax eventually struck out on his own, canvassing school districts and government offices. Soon, he was the doctor for all of the local high schools’ sports programs and a primary resource for many police officers. “It’s really about discovering how you can make a difference in the area you’re in and then creating a program specifically for them that makes them feel special.”

Being an active participant in the community is another way to establish a solid reputation. As an American Red Cross affiliate doctor, Wax donates time and services at walks and other local events.

And, true to his roots, he has become heavily involved in competitive events, hosting and sponsoring booths at many of Atlanta’s sporting events, such as the US 10K Classic And Family Festival.

“After they race, runners come to our tent, where we work on them, stretching them out, educating them about what we do, and inviting them into our facilities,” Wax says. “Going out to the communities and letting them know what we do is one of our biggest external-marketing efforts.”

He recommends this for all DCs, whether they’re personally interested in sports or not. Because of the broad spectrum of participants drawn to local races, setting up shop at such activities is a wise decision for virtually every office.

Being a part of sporting events in your town is instrumental in building practices, Wax says, not only because it promotes the DC’s name, but also because it provides networking opportunities. “From those events, I work with corporations, which is the next level of marketing.”

Avoiding Growing Pains
Adding new facilities, along with experiencing growth at the current facilities, meant the professional team also had to increase. When and who to bring on was not a decision Wax made alone.

“There was a strong dynamic with my original staff,” Wax says. “We had team meetings, and I asked them to tell me when they hit the point where they needed additional support to do their job as effectively.”

This type of communication is key to Wax’s management approach, especially when juggling four locations. Because it is impossible to visit every site every week, all facilities have been equipped with a networked software system that puts a location’s numbers just a click away.

“Owning businesses you don’t physically work in can become very stressful,” says Wax. “The software is one way of keeping in touch with the staff there, along with daily phone calls and weekly meetings.”

Centralizing many tasks, such as billing and record keeping, helps Wax keep an eye on each practice’s activities, and helps reduce unnecessary expenses.

Preparation Breeds Success
When it comes to starting a practice—or a series of them—Wax says it’s all about preparation and strategy. “Those who have a plan and follow it do very well, and those who don’t, struggle and wind up failing,” he says.

Another key is to exercise patience. Instead of launching multiple practices simultaneously, Wax grew the business only after exhausting every existing opportunity at the existing facility. Not only has this tactic resulted in four thriving locations, but it has prevented Wax from being buried in debt.

“I always was debt-free before I started my next facility, because I didn’t want to carry any unnecessary stress,” he says. Paying off loans before entering each successive chiropractic enterprise minimized his stress and helped him stay focused on succeeding where he was.

The Road Less Traveled
With his firm belief in the power of tutelage, it follows logically that Wax would create a business plan that incorporated uncommon opportunities for new DCs. When preparing to open his second office, he decided to give new graduates something lacking when he started in the field.

“When I graduated, the problem I had was finding someone who would teach me what he knew, give me an opportunity, and finance me, because I didn’t have money,” he says. “I didn’t find it, so I created it.”

Though the program has since changed, the original venture saw Wax financing and establishing an office for a dedicated rookie DC. After several years of running the practice, the DC would purchase the facility from Wax.

“My goal with opening the satellite offices was not to own these forever myself, but to give young doctors an opportunity,” he says. As the original apprenticeships come to an end, the implementation has changed slightly. “I recognize they need a financial stake in the practice, so they lose sleep at night like I do,” he says.

Though the financial details have since evolved, Wax’s approach remains the same. “The goal is to make sure that the DCs I’m associated with learn the business side extremely well and don’t fail in practice.”

What Goes Around Comes Around
Wax’s professional role has also evolved. He works frequently as a guest lecturer. One of the presentations covered changes in the insurance industry, emphasizing that understanding what’s happening is the only way to ensure DCs are reimbursed at appropriate levels. Staying on top of policy changes is key to Wax, who recommends DCs become active in their state’s chiropractic associations or attend seminars to stay in the loop. Whatever the path, he encourages DCs to make sure it happens.

“You cannot treat your practice like a hobby and not know about these things,” he says. “You can’t keep your head in the sand and say, ‘It’s not going to affect me,’ because it is happening and it’s going to affect everyone.”

The restrictions insurance carriers have placed on the total number of annual chiropractic sessions is just one example. Failure to remain informed about these issues could have a devastating impact on a DC’s livelihood. They also provide a vital link between practitioners and their patients.

“It’s important from a business point of view to understand the expectations of your patients,” he says. “I remind them I’m not treating the insurance policy, so just because they have 20 visits a year doesn’t mean that we’re done at 20 visits or even that we will use them all.”

In addition to industry meetings and seminars, Wax often speaks to medical support groups. This has become an entirely new business venture.

“I’ve now got my own consulting clients,” he says. “When I’m not in offices, I help others build or revamp their practices, find out where the profits are, find out how to reduce expenses, and expand themselves so they can do the same thing I’ve done.”

Whether speaking to peers, consulting new DCs, or working with patients, Wax’s journey continues to lead him back to his passion for caring for others—whether or not they have achieved Olympic glory.

“So many doctors think being associated with a sports team is the ultimate satisfaction,” he says. “But for me, the ultimate satisfaction is more about the average person trying to gracefully get through their 30s, 40s, and 50s, and feel great along the way.” CP

Dana Hinesly is a contributing writer for Chiropractic Products.