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You're not leaving money on the table. You're actually scattering it. What you think is expansion is actually dilution. Most people think that more services, more specialties, will equal more revenue. But what I want you to really think about is this complexity actually requires more resources than simplicity. So instead of scaling, you actually stall every time you add something new to your business. You are not just adding a new service, you're adding a new marketing strategy, a new sales process, a new delivery system, a new learning curve. And what ends up happening is that it doesn't sell as well. Instead of asking, what else can we add? I want you to start asking, what do we want to be known for? The businesses that scale don't have the most options. They have the clearest identity. You do not scale by adding more. You scale by focusing better. Because some simplicity. That's where scale lives. Are you growing a business or creating the Most sought after MedSpa in your market? Welcome to the MedSpa CEO podcast, where growth means better results, bigger profits, and a schedule that actually gives you your life back. I'm Heather, strategist to the industry's most profitable aesthetic practices. From solo injectors to multi seven figure teams, I'm here to help visionary leaders like you package your brilliance, scale with clarity, and build a business that feels as beautiful to run as the results you give your clients. It's time to set the standard, not blend into the industry. Noise. If you're ready to lead, to be seen, and to grow a category of one brand, you're in the right place. All right, y', all, let's talk about something that is quietly killing your revenue. And most of you think it's helping you. I was just talking to one of my clients, and she does a host of different things right now. She does pain management. She's expanding the esthetics that she's offering, contemplating adding in some wellness. And she has some wellness already. And what happens is, is that when we talk, she's like, I think I want to bring this in next. I think I might want to add this. And she will get confused sometimes on putting together things because she has so many things. And, you know, the thought behind it is. Which she didn't say explicitly, but many of the thinking behind this is that I don't want to leave money on the table. And this is very true. When you're in your first few years of business where you're like, you're not completely booked out yet. Now she's. She's busy considering how new she is. To this particular practice, she's not new to working in medicine. I have to lovingly be like to every single one of you. You're not leaving money on the table, you're actually scattering it. Because what you think is expansion is actually dilution. And this is not just her. This is one of the most common patterns I see in the industry. Here's the deal. Most people think that more services, more specialties, will equal more revenue. Like more options will equal more opportunity. But what I want you to really think about is this complexity actually requires more resources than simplicity. And most of you don't have the resources to be complex. And I'm not just talking about financial resources. So instead of scaling, you actually stall. So what you want to actually do is to have edited focus. You want to make it simple and powerful. I teach this concept that I call edited focus. And all that really means is you are intentionally deciding what do we do exceptionally well, what actually drives results and what needs to go. And there's this exercise that if you're in msa, you have it, it's called the audit. It's inside the portal. You can probably even type in the search inside of school audit and you'll be able to find it so that you can actually look at what is creating the revenue in your business. I had a client, this is actually probably four or five years ago, she owned a medical aesthetic practice in South Carolina in a smaller to mid sized town. And she had really expanded a lot into medical aesthetics. She had brought in a medical director, she's an esthetician who eventually went on to become a nurse. I think she's an RN. And when the business had first started like 17 or 18 years ago, it was more like a day spa. And then she ended up going to nursing school, bringing in a medical director and really expanding their medical aesthetic services as well. And when I sat down with her and looked at the numbers, they had massage therapists and when we looked at the numbers, she wasn't even break even on the massage line items, if you will. And so I remember looking at her and going like, what, what's pointing at the, you know, the massage part of her numbers and being like, what's, what's going on here? And you know, she's like, I know, but you know, the massage therapists that have been there had been there for like, you know, seven and nine years respectively. And she was like, I just don't have the heart to cut this out. And I'm like, well that's, you're basically like you shouldn't keep something because of charity, right? Like this is actually costing the business. It dilutes what you're doing. It takes up valuable real estate in their location. And it happens all the time. That folks will keep certain line items, if you will, certain specialties even that they're not the best suited to be keeping. And that isn't even a profitable part of their business. So that isn't actually specialization. Like you cannot specialize when you have so many different specialties. It's like literally an oxymoron. So I like thinking about. So there's this restaurant tour here in Phoenix Scottsdale, where I'm based. His name is Sam Fox and the name of the company is Fox Restaurant Concepts. And he has started so many different successful concept restaurants. And I love that the name of his company is Fox Restaurant Concepts because each of the restaurants is truly a concept. Okay? Some of his restaurants are Culinary Dropout, North Tru Food, Flower Child Dough Bird Sauce, the Henry. And if you've ever been to any of these restaurants, they each are their own concepts. Every single restaurant he creates has a clear identity, a clear vibe, a clear experience, a specific type of person. It's for. There's constraints. That's what makes it feel high end, intentional and memorable. Now imagine if you took all those concepts and shoved them into one restaurant, right? Like sushi, pizza, steakhouse, brunch, tacos, fine dining. That's not a concept anymore. That's chaos. That's actually the Cheesecake Factory. And back in the day that was a concept, right? Like the Cheesecake Factory was its own concept. And the fact that it had that really, I mean, it still exists, right? It had that really big bible of a menu that had, by bible, I mean long, where you had pages and pages of, of everything from Italian to steakhouse to Asian, all the things. And the problem is when everything is offered, nothing feels special. So. And this is exactly what's happening in many of your businesses, you end up deciding to bring in more core specialties, right? Like when we were, let's see, we were. I don't remember how many years in we were. I. It feels like really toward the beginning, I want to say, like the first year or two, we were just doing facial aesthetics and we ended up and advanced skin care and that sort of thing that I'm going to put under the same umbrella. And we decided to bring in body sculpting. And in hindsight, I mean, at the time, I was hesitant to do it. I went all in because the doc Decided we're going to do it, and I'm all in once my leader has decided on something like that. But it did dilute what we were doing now back then, which this is like 15 years ago, it was okay because it wasn't as competitive. Like, it wasn't that common, that folks 15 years ago had body sculpting in our immediate area. But even. And so we had limited rooms, we had limited providers, and you can only become so good at things based on how many reps and how much focus you have on those things. And I have worked with so many of you where you're wondering why your marketing feels generic, your team isn't confident, your consult feels scattered, your revenue isn't scaling the way it should. And oftentimes it's not a marketing problem, it's a focus problem. Because the more things you have to market, the harder it is to actually market those things. And taking it back a number of years ago, eight years ago, seven or eight years ago, I was doing done for you Facebook and Instagram ads, we were doing social media marketing consulting, what have you. And I was hired by this plastic surgeon who we were going to be helping do done for you Facebook ads for. And he wanted to run ads to essentially three different offers. And what I told him was we would be way better served. So I think it was a breast augmentation offer, something for his aesthetic clinic, whether it was like tox or something like that, and then like some sort of other body type of surgery, completely different types of offers. And he's like, I wanna run ads to all three of these things. And so what I told him was, is like, okay, but like with your budget, we're going to be diluting that. And when you think about it, it's like not even just diluting the ad budget, but like there is so much intentionality and thought to actually effectively market something online, right? You have your offer that needs to be really clear that you're running the actual ads to. You have to have your creative that is drawing people in to actually see the offer from the ads, right? So that's the video, the image, the caption, copy all of that in the ad. Then you have to have an effective way to make sure that they actually come to the appointment. Then you have to have the appointment dialed in, where the consult process is really dialed in, which he did not have across his team. It was very, very messy on the back end and he did not listen to me. And it did not go as well because we had so many we had three different funnels that we were essentially trying to help him optimize for with a Bud. That really wasn't enough budget for three different funnels. We would have been much, much better off picking one of those and going all in and really refining it and being more excellent at it. I think one of the things important to think about is there are these companies that are now you're looking at their like chapter 30. So let's take Amazon now. Amazon is the Everything Store. Okay. There's actually a really great book called the Everything Store that is about the Amazon story and how Bezos started it. And most of you probably remember. Well, maybe not all of you. It actually started off as an online bookstore, that its compelling, unique value proposition was that it was going to have all of the books that maybe you couldn't find at the local bookstore or Barnes and Noble or what have you. But what I don't think people even remember is that that isn't even how it started. It actually started as a specialty bookstore. They didn't scale because they did everything they scaled because they mastered one thing first. And there's a real cost of more. Here's what most people don't understand. Every time you add something new to your business, you are not just adding a new service, you're adding a new marketing strategy, a new sales process, a new delivery system, a new learning curve. And that learning curve is where you end up being less efficient and you end up losing money because your team doesn't feel confident yet. They don't have enough reps yet. You don't have enough reps yet. And they don't fully believe in the results yet because they're actually not as effective at delivering results. Because in the beginning of anything new, you're just not as effective at it. And what ends up happening is that it doesn't sell as well or it ends up actually cannibalizing some of the other offers that you have. Hey, friend, real quick. If you've been curious about what Ask Heather AI can actually do, I want to tell you about something that actually happened inside of it this week. I opened it up, I typed in a real patient scenario, nothing fancy, and watched it build a full signature package, priced and named and designed in a beautiful PDF that I could download before I even finished my coffee. I'm not going to tell you what happened next. I'll just say it's the kind of thing that used to take me or one of my private clients working with me hours to think through. If you want to see exactly what I mean, go to heatherterveen.com build. Watch it for yourself. That's heatherturveen.com build. I think you're really going to like this one. Another story. If you've been in my world for a while, you've probably heard me say before, but a number of years ago, I was. They were actually a client, but they were actually. The cosmetic director was also my friend. And I'll never forget, they had just invested. This was an aesthetic clinic attached to a plastic surgeon's office here in town, and they had just invested another $500,000 in more devices, technology. And Kelly, the NP, who's my friend and the cosmetic director, we were deciding what I was going to do that year, and I'll never forget her giving me my options. They had bought all this new technology that really had overlapping benefits to some of the devices and technology that they already had. And so there were, like, very slight and nuanced differences between these devices. And it's like, here I am, I'm an esthetician of laserdeck who's worked industry a long time. Kelly's very smart and been in the industry for a long, long time, too. And we were confused on what I should do. And it was because they had brought in these new devices that really cannibalized some of the other devices that they had. So they. They had devices like, I mean, six figures and devices that just weren't being used because they had overinvested. I can actually give lots and lots of examples of this. And with clients over the years. The other thing that adding in a number of more specialties is that cognitive overload is, you know, one of those things that I studied a lot of in grad school when I was getting my master's in communication, because it's really tied to so many communication breakdowns that happen. So when there are too many options and we're like, here's our menu, and it's like four pages with 30 options and there's no clear path. And we wonder why they say, I need to think about it is, no, they don't need to think about it. It's just that they're overwhelmed. And so you want to actually have. Like, when you think of the restaurant example that I gave you, the concepts end up being so much better. Not only are they better as far as just like, the positioning, marketing standpoint, okay, they're just very creative and clever and all of that, but they're also just better because you can effectively deliver things better. When you aren't trying to everything in the kitchen sink, you know what I mean? And so nothing ends up standing out when you are trying to do too many things. So instead of asking what else can we add? I was just talking with a private client, this was a couple months ago, and they're going to bring in hrt. Very common. Many of you are, you know, whether it's the weight loss bandwagon or the HRT bandwagon because it's so hot right now. And for some of you it does make sense to bring it in, but I just caution you to really think about it. One of our clients, Tommy Jo, who you can listen to her podcast on the regular med spa CEO where I interview her, she does have a number of course specialties that they have brought in to her clinic. But the difference is, is that they have one type of human that they're serving, they are serving that perimenopause and menopausal woman, very specific. And so they have like a very popular esthetics package. She really likes regenerative as well. And then Tommy Jo has been a very much an expert when it comes to women in midlife and helping them with HRT and all of that. And she does the weight loss too. When she decided she really wanted to expand into the aesthetics, she actually hired an NP who is like in the industry for eight years that was an expert in aesthetics because Tommy Jo realized she had less experience in that category. And so she brought her in. And then they still are very focused, like they have a core membership with their weight loss. They have aesthetics package that is their like hero aesthetics package. And then she's very specific offerings when it comes to her HRT because she's been doing it for so long and she's such an expert at it. So that's an example of somebody who's brought in some things that is like expanded it out, but has done so in a way that is very simple and is not overly complex and has made it so that they are still very much the experts at what they do. I think most of the time when people decide to bring in something else like that, they're just bringing it in. And it's not really as thoughtful as that. So you just have to be careful. Instead of asking, what else can we add, I want you to start asking, what do we want to be known for? What is our core promise? What actually drives results and revenue here? Because the businesses that scale don't have the most options. They have the clearest identity. They have a concept like the Fox restaurant concepts. Right? So if you take anything else from this riff, take this. You do not scale by adding more. You scale by focusing better. And I want you to really look at your business and ask what's actually driving revenue? What's just taking up space? What are you holding onto? Because you've always had it. Because simplicity. That's where scale lives. That's it for today on the MedSpa CEO podcast. If this show's been valuable to you, the best way to say thank you is to leave a quick rating and review. It means the absolute world to me. I read every single one. And it helps more women like you find the support they need to grow something they're proud of. I'm so glad you're here, Sam.