Customer retention: Agile leverages 1:1 relationships between therapists and clients to retain and acquire patients. With their current manual tracking systems, Reed says that managers don’t have much visibility into the customer funnel, so it’s hard to prioritize opportunities to acquire and re-engage patients.
Managing staffing: With 12 locations across 3 distinct sites, Agile managers don’t have much visibility into per-clinic demand outside of their primary clinic responsibilities, which makes analysis of how staffing distribution and hiring might affect revenue difficult. Reed said that Agile managers don't have good metrics to help predict when an alteration in staff is needed, making it difficult to optimize operations.
Maintaining partner contracts: A large fraction of Agile's business comes from providing services to corporate partners. Reed works to maintain the contracts and provide valuable services that are tailored to the needs of the employees.
Physical therapy publications: Reed reads reviews and sees ads for new software in industry-specific publications that the clinic subscribes to.
Conversations with other clinic owners: Reed said that through his network he can often discover the industry leading software to try or use.
Industry conferences: Demos new tech and talks to up-and-coming startups at physical therapy and sports medicine conferences.
Compliance: Because the industry has strict patient regulations, software should have a track record of compliance. Reed said that the company had originally used software developed in-house, but switched to WebPT to ensure compliance with new regulations.
Features: Reed cited specific features, like the usability of documentation for therapists and the quality of reporting tools, as key factors when comparing offerings. When considering software options, the Agile management team tests the software extensively to decide which is the best fit for Agile.
Physical therapy is a business that helps many people in a very real way. Because treatment takes place over longer periods of time, helping both patients and providers manage their data seems like a promising area where software can make an impact. Some ideas that we had include:
Customer funnel: A tool to visualize the company’s data on calls, appointments, cancellations, and total patient volume across their locations. At Agile, this process is managed manually in Google Sheets, and Reed said the data is inaccurate and difficult to synthesize. This data could give the operations team valuable insight into how to improve customer acquisition and retention strategies.
Wellness screening: A holistic wellness screening tool that used accurate motion tracking to automatically score patients’ conditions, identify weaknesses, and suggest treatment regimes. Reed said they had started developing this tool using Kinect technology, but found that it wasn't precise enough to capture patient’s motor skills.
Mobile documentation tools: Agile therapists take notes in WebPT on their laptops either during or after therapy sessions. While visiting the clinic, we saw therapists balancing their large and heavy laptops while working with patients. It seems that mobile documentation tools would better support the hands-on workflow for therapists.