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The Remote Revolution Episode 139: Case Study: How a Medical Practice Recovered 20 Hours Per Week · The Remote Revolution

0:00
SPEAKER_00: Hello and welcome to the Remote Revolution, a podcast by VirtualMojo.
0:04
SPEAKER_00: This is where we explore how modern businesses are transforming the way they work through remote teams, virtual support, and smarter operational strategies.
0:13
SPEAKER_00: In each episode, we bring you insights, conversations, and practical ideas to help entrepreneurs, leaders, and growing companies build efficient, scalable, and future-ready organizations.
0:24
SPEAKER_00: If you're looking to work smarter, scale faster, and unlock the power of remote talent, you're in the right place.
0:30
SPEAKER_00: Let's begin.
0:31
SPEAKER_02: Welcome to season one, episode 39 of The Remote Revolution with your host Hasham, and I am joined by Angela as our guest.
0:39
SPEAKER_02: Today we'll talk about case study, how a medical practice recovered 20 hours per week.
0:45
SPEAKER_04: Yeah, and I mean this is such a wild one to dig into because you know, manufacturing 20 extra hours a week sounds literally impossible, right?
0:52
SPEAKER_04: Like you'd need a time machine.
0:54
SPEAKER_02: You really would.
0:55
SPEAKER_02: But in this deep dive, we are looking at this fascinating source material about a medical practice that is just perpetually agonizingly one step behind.
1:04
SPEAKER_04: One step behind, exactly.
1:06
SPEAKER_04: Always putting out fires.
1:08
SPEAKER_02: Right.
1:08
SPEAKER_02: And our mission today is to extract the exact um step-by-step blueprint they use to reclaim their time so you can apply it to your own life or business.
1:17
SPEAKER_04: Because the beauty of this framework is that it doesn't matter if you work in healthcare or if you run a creative agency or even an e-commerce brand.
1:25
SPEAKER_02: Oh, for sure.
1:26
SPEAKER_02: Or if you just have an incredibly overwhelmed personal schedule, honestly.
1:30
SPEAKER_02: The mechanics of getting your time back are just universal.
1:33
SPEAKER_04: Absolutely.
1:35
SPEAKER_02: Okay, let's unpack this.
1:37
SPEAKER_02: We are starting in a place that feels honestly all too familiar for most professionals.
1:42
SPEAKER_04: Yeah, it starts right where most of us find ourselves by like Wednesday afternoon, just incredibly busy, technically productive, but completely exhausted.
1:52
SPEAKER_02: Right, running on empty.
1:54
SPEAKER_04: Exactly.
1:55
SPEAKER_04: And to understand the cure this medical practice eventually found, we have to look at the symptoms first.
2:00
SPEAKER_04: So we are looking at a small, functioning clinic.
2:04
SPEAKER_02: And by all external metrics, nothing was actually broken, right?
2:07
SPEAKER_02: They had a steady patient low, the lights were on, they were profitable.
2:11
SPEAKER_04: They were totally profitable.
2:12
SPEAKER_04: They had a few clinical providers, a small uh front office team, patients were being seen.
2:18
SPEAKER_02: But beneath that surface of profitability, the reality was just chaotic.
2:23
SPEAKER_02: The doctors and nurses were staying late every single evening.
2:26
SPEAKER_04: Oh, yeah, just to finish charting and complete their daily paperwork.
2:30
SPEAKER_02: And the front desk staff, they were drowning in phone calls, constantly behind on basic patient communications.
2:36
SPEAKER_04: While the practice manager, whose literal job is to oversee the business strategy, right, she was spending her entire day running around chasing down minor administrative tasks.
2:47
SPEAKER_02: Which brings up a very common reflex.
2:49
SPEAKER_02: When faced with that level of exhaustion, the owner's initial reaction wasn't to look at internal processes.
2:56
SPEAKER_04: Nope.
2:56
SPEAKER_04: It was just to throw more resources at the problem.
2:59
SPEAKER_04: I mean, the assumption was we are overwhelmed, so we clearly need to hire more clinical staff.
3:04
SPEAKER_02: Or just demand everyone works faster.
3:07
SPEAKER_02: It feels like um putting a bigger engine in a car while the parking brake is still heavily engaged.
3:14
SPEAKER_04: Oh, that is a perfect analogy.
3:16
SPEAKER_02: Right.
3:16
SPEAKER_02: It looks like a need for more power, a need for more capacity, but if you don't release that brake first, you are just going to burn out the engine.
3:23
SPEAKER_04: You're just gonna burn everyone out.
3:25
SPEAKER_04: You can throw highly paid doctors at a broken system, but they will just become highly paid administrative assistants.
3:32
SPEAKER_02: Yeah, exactly.
3:33
SPEAKER_04: And that assumption that overwhelming busyness automatically equals a lack of capacity, it's just the default human response.
3:40
SPEAKER_02: It is.
3:41
SPEAKER_02: A busy practice makes you think you need more people doing the busy work.
3:46
SPEAKER_02: But the owners eventually had this critical realization.
3:49
SPEAKER_04: Right.
3:50
SPEAKER_04: They realized they didn't have a capacity problem at all.
3:52
SPEAKER_04: They had a structure problem.
3:54
SPEAKER_02: Meaning the way the work was organized internally rather than the raw volume of the work itself.
4:00
SPEAKER_04: Yes.
4:00
SPEAKER_04: The core issue was that clinical time and administrative time had become hopelessly tangled together.
4:07
SPEAKER_04: Like everyone was just doing a bit of everything.
4:09
SPEAKER_01: Whoever was standing near the fax machine just dealt with the fax.
4:13
SPEAKER_04: Exactly.
4:14
SPEAKER_04: The work wasn't organized around specific qualifications, it was just proximity.
4:19
SPEAKER_02: So to prove that this was a structural issue rather than a capacity issue, they had to actually measure it, right?
4:25
SPEAKER_04: They did.
4:26
SPEAKER_04: They had to diagnose the tangled mess.
4:28
SPEAKER_04: And you don't do that by just guessing or going off your gut feeling.
4:31
SPEAKER_02: No, you have to look at the data.
4:33
SPEAKER_02: Which brings us to their primary intervention, the two-week audit.
4:36
SPEAKER_04: And when most business owners hear the word audit, they immediately picture like expensive corporate consultants with clipboards.
4:44
SPEAKER_02: Oh yeah.
4:44
SPEAKER_02: Or enterprise software tracking every single keystroke you make.
4:48
SPEAKER_04: Right.
4:48
SPEAKER_04: But this was remarkably low-tech, painfully simple, which is actually why they stuck with it.
4:53
SPEAKER_02: They just used a basic time log, didn't they?
4:56
SPEAKER_04: Yeah, no fancy tracking software at all.
4:58
SPEAKER_04: For two solid weeks, every single person on the team simply tracked their activities in 15-minute blocks.
5:04
SPEAKER_02: Which sounds a little annoying, I have to admit.
5:07
SPEAKER_04: Oh, totally.
5:08
SPEAKER_04: To get the staff on board without causing a mutiny, management had to position this carefully, not as micromanagement, but as temporary pain for a long-term gain.
5:17
SPEAKER_02: Basically saying, We know you're overworked, so prove it to us on this log so we can actually fix it.
5:23
SPEAKER_04: Exactly.
5:24
SPEAKER_02: And at the end of those two weeks, they took all those logged activities and sorted them into two very distinct, ruthless buckets.
5:31
SPEAKER_04: Okay, so let's break down these buckets.
5:33
SPEAKER_04: Bucket number one was reserved for tasks that strictly, legally, and practically required a licensed clinician.
5:40
SPEAKER_02: Or someone physically standing on site in the building, like examining a patient, giving an injection, handing a physical prescription to someone.
5:48
SPEAKER_04: Right.
5:49
SPEAKER_02: And then bucket number two was absolutely everything else.
5:52
SPEAKER_04: Everything else.
5:53
SPEAKER_04: These were tasks that did not require a medical license or a physical presence in the office.
5:58
SPEAKER_02: And this is where the truth of their structural problem became glaringly obvious.
6:02
SPEAKER_02: Let's talk about what actually ended up in that second bucket.
6:05
SPEAKER_03: Because anyone running a business will recognize the equivalence in their own industry for sure.
6:09
SPEAKER_02: Oh, absolutely.
6:11
SPEAKER_02: We are talking about appointment reminders, rescheduling patients who canceled last minute, verifying insurance benefits, chasing down unpaid claims, manual data entry from intake forms into the system, routing incoming faxes, and oh, dealing with prior authorizations.
6:28
SPEAKER_04: I want to pause on prior authorizations because it perfectly illustrates this whole structural failure.
6:33
SPEAKER_02: It really does.
6:34
SPEAKER_04: Because for a non-medical listener, a prior authorization is the grueling process of proving to a health insurance company that a patient actually needs a medication.
6:44
SPEAKER_02: A medication that the doctor already prescribed.
6:47
SPEAKER_02: Yes.
6:47
SPEAKER_04: It is essentially a battle of attrition.
6:49
SPEAKER_04: It involves gathering medical records, filling out specific forms, and sitting on hold for 45 minutes.
6:55
SPEAKER_02: Listening to smooth jazz just to argue with an insurance rep.
6:59
SPEAKER_04: Right.
6:59
SPEAKER_04: It is a highly necessary administrative task for the business to survive, but it absolutely does not need to be done by a specialized nurse practitioner.
7:07
SPEAKER_02: Yet, because of that tangled structure, you had highly trained nurses spending chunks of their day sitting on hold.
7:14
SPEAKER_04: While the doctors were missing dinner with their families because their daytime hours were eaten up by admin friction.
7:19
SPEAKER_02: Pushing all their clinical documentation into the night.
7:22
SPEAKER_02: It's a domino effect.
7:24
SPEAKER_04: And you had front desk staff ignoring the actual human being standing right in front of them in the waiting room because they were buried under an avalanche of phone tasks.
7:32
SPEAKER_02: It's just wild.
7:34
SPEAKER_02: So when the practice owners took all those tasks in that second bucket and added up the time spent on them, it totaled roughly 20 hours a week across the team.
7:43
SPEAKER_02: Half a full-time position.
7:45
SPEAKER_04: Half a full-time position, just wasted on the wrong tasks.
7:48
SPEAKER_02: Yes.
7:49
SPEAKER_04: What's fascinating here is that those 20 hours weren't created out of thin air by some magic productivity hack.
7:55
SPEAKER_02: They were already there.
7:56
SPEAKER_02: They were just being spent in completely the wrong place.
8:00
SPEAKER_04: Exactly.
8:00
SPEAKER_04: The most expensive, most limited time in the entire practice was being hijacked by work that did not require clinical expertise.
8:07
SPEAKER_02: Now, if you are the practice owner and you were staring at a spreadsheet showing 20 hours of expensive clinical time wasted on hold music.
8:16
SPEAKER_04: Your immediate visceral reaction is to panic hire.
8:19
SPEAKER_04: You just want to bring an admin in tomorrow to take this off everyone's plate.
8:23
SPEAKER_02: Right.
8:23
SPEAKER_02: But if they had done that, it would have been a disaster.
8:26
SPEAKER_04: Oh, they would have just created a different kind of mess.
8:28
SPEAKER_04: Hiring someone immediately to take over disorganized work is like a classic delegation trap.
8:34
SPEAKER_02: Because you're just handing off chaos.
8:36
SPEAKER_02: So instead, the practice embraced this concept known as clarity before headcount.
8:41
SPEAKER_04: Yes.
8:41
SPEAKER_04: Before they brought a single new person into the mix, the team sat down and painstakingly documented the work.
8:47
SPEAKER_02: They didn't just list the tasks though, they detailed the actual mechanisms of the processes.
8:52
SPEAKER_04: For every recurring task that ended up in that second bucket, they wrote down the exact steps.
8:57
SPEAKER_04: They documented the specific software systems involved.
9:00
SPEAKER_02: And they took it a step further.
9:02
SPEAKER_02: They didn't just explain how to do the task, they defined exactly what a good result looked like.
9:08
SPEAKER_04: Right, like if a new person is verifying insurance, how do they know they are actually finished?
9:13
SPEAKER_04: What screen needs to be captured?
9:15
SPEAKER_02: And crucially, they built escalation protocols.
9:18
SPEAKER_02: They defined exactly when and how to flag a problem if something went wrong.
9:23
SPEAKER_04: Rather than letting the new hire spin their wheels for hours.
9:25
SPEAKER_04: Yeah.
9:26
SPEAKER_02: A lot of business owners treat delegation like passing down a beloved family recipe.
9:31
SPEAKER_02: Like they have the recipe in their head.
9:33
SPEAKER_02: They know you add a pinch of this and bake it until it looks right.
9:37
SPEAKER_04: But handing off administrative work is not baking.
9:40
SPEAKER_02: No.
9:41
SPEAKER_02: It is much closer to writing code for a software program.
9:45
SPEAKER_02: Because computers don't have intuition.
9:48
SPEAKER_04: And neither does a brand new employee on their first day.
9:51
SPEAKER_02: Exactly.
9:52
SPEAKER_02: If you write a piece of code and you leave out a single comma, the entire program crashes.
9:56
SPEAKER_04: Right.
9:57
SPEAKER_04: A human being doing a task for memory knows that if a patient's name is spelled slightly wrong on a fax, it's probably the same person.
10:05
SPEAKER_02: But a new admin following a vague set of rules might create a duplicate medical chart, causing a massive headache down the line.
10:12
SPEAKER_04: If you don't program the logic and define the work meticulously first, the new hire isn't executing.
10:17
SPEAKER_04: They are just guessing your intuition.
10:19
SPEAKER_02: And doing that documentation takes significant effort up front.
10:23
SPEAKER_02: It is tedious.
10:24
SPEAKER_02: Nobody inherently enjoys writing standard operating procedures.
10:28
SPEAKER_04: Or recording screen capture videos of themselves clicking through software menus.
10:33
SPEAKER_02: Right.
10:33
SPEAKER_02: But this step is the only mechanism that prevents that classic failure of delegation: handing off a disorganized mess and expecting a brand new person to magically organize it for you.
10:43
SPEAKER_04: Because when you hand off a mess, the new hire fails, the business owner gets frustrated and says, see, nobody can do this as well as I can.
10:51
SPEAKER_02: And they take the messy work right back.
10:52
SPEAKER_02: It's a vicious cycle.
10:54
SPEAKER_04: Totally.
10:55
SPEAKER_04: By establishing clarity before headcount, they ensured that whoever took on this work was structurally set up to win from day one.
11:02
SPEAKER_02: Okay, so they had the audit data.
11:04
SPEAKER_02: They had the documented, coded processes.
11:08
SPEAKER_02: And because all this work in the second bucket had been clearly defined as tasks that do not require physical presence.
11:14
SPEAKER_04: The practice opted to hire a remote administrative team member.
11:19
SPEAKER_02: Which financially and logistically was the most efficient move.
11:23
SPEAKER_02: But in the medical field, this introduces a massive hurdle regarding patient privacy and compliance.
11:29
SPEAKER_04: Oh hippA.
11:30
SPEAKER_04: The Health Insurance Portability and Accountability Act.
11:33
SPEAKER_02: Yeah, and I want to push back on this a bit because business owners across all industries use data security as this impenetrable excuse to never delegate.
11:41
SPEAKER_04: Oh, all the time.
11:42
SPEAKER_04: A lawyer will say the case files are too sensitive.
11:45
SPEAKER_04: A marketing agency will say the client's proprietary data is too risky to share.
11:50
SPEAKER_02: They use privacy as a shield to justify doing menial tasks themselves.
11:54
SPEAKER_02: So how did this medical practice navigate the compliance reality without using it as an excuse?
12:00
SPEAKER_04: Well, the first thing they did was refuse to treat privacy as an afterthought.
12:04
SPEAKER_04: They treated it as a foundational requirement of the role.
12:07
SPEAKER_02: They recognized that the choice isn't actually between protecting sensitive data and getting much needed help.
12:14
SPEAKER_04: Right.
12:14
SPEAKER_04: The real choice is between building a role carefully versus building it carelessly.
12:19
SPEAKER_02: And they chose careful construction.
12:21
SPEAKER_02: They didn't just hand over the master administrative password to the entire patient database.
12:25
SPEAKER_04: No, they implemented strict role-based access limits.
12:29
SPEAKER_02: Let's talk about how that works mechanically, because the best way to understand it is to think of a hotel key card.
12:35
SPEAKER_04: Oh yeah, the key card analogy is perfect here.
12:37
SPEAKER_02: Right.
12:38
SPEAKER_02: When you check into a hotel, your card lets you into the front lobby, the elevator, and your specific room.
12:44
SPEAKER_02: That card physically will not unlock the penthouse suite, the electrical room, or another guest door.
12:50
SPEAKER_04: And in software, role-based access does the exact same thing.
12:54
SPEAKER_04: The remote worker was granted a profile that allowed them to see the billing screens and the appointment calendar.
12:59
SPEAKER_02: But the medical history tab and the clinical notes were literally grayed out and inaccessible.
13:04
SPEAKER_04: The software physically prevented them from seeing information they didn't need to see to do their specific bucket of tasks.
13:11
SPEAKER_02: Furthermore, they instituted individual secure logins with multi-factor authentication.
13:16
SPEAKER_04: Yeah, no shared passwords written on a sticky note under the keyboard.
13:20
SPEAKER_02: Exactly.
13:21
SPEAKER_02: They required explicit legally binding confidentiality agreements.
13:25
SPEAKER_02: And they worked with IT professionals to ensure the remote worker was using a secure VPN connection.
13:30
SPEAKER_04: Keeping the entire setup in strict alignment with healthcare compliance regulations.
13:34
SPEAKER_02: Which completely neutralizes the security excuse.
13:38
SPEAKER_02: Whether you are guarding medical records, financial data, or legal documents, you can build a secure perimeter around the role if you are intentional about the engineering.
13:47
SPEAKER_04: The privacy requirements simply shape the infrastructure.
13:50
SPEAKER_04: They don't prevent the role from existing in the first place.
13:53
SPEAKER_02: Exactly.
13:53
SPEAKER_02: So with the remote team members securely in place and the tasks defined, they entered the implementation phase.
13:59
SPEAKER_04: Which brings us to the reality of operational change, because there is always a messy middle.
14:05
SPEAKER_04: You cannot introduce this level of systemic change without experiencing friction.
14:09
SPEAKER_02: Yeah, and the source material is very transparent about this learning curve.
14:12
SPEAKER_02: In the first few weeks, mistakes happened.
14:15
SPEAKER_04: Tasks were dropped, faxes were routed to the wrong place, communication got crossed.
14:20
SPEAKER_02: And the immediate assumption from the outside might be that the remote worker just wasn't good at the job, right?
14:25
SPEAKER_04: But the mistakes actually had very little to do with the worker's competency.
14:29
SPEAKER_04: The errors occurred because those painstakingly documented processes we discussed earlier had invisible gaps in them.
14:36
SPEAKER_02: Ah, right.
14:37
SPEAKER_02: The muscle memory problem.
14:39
SPEAKER_04: Exactly.
14:40
SPEAKER_04: The old on-site staff had been doing these tasks from memory for years, so when they wrote down the steps, they unknowingly left out tiny instinctual details.
14:49
SPEAKER_02: It's the coding problem again.
14:51
SPEAKER_02: The code compiled, but it had a logical error that only surfaced when the program actually ran.
14:56
SPEAKER_04: Yes.
14:57
SPEAKER_04: The flaws in the process only became visible when a brand new person who didn't share that institutional muscle memory tried to follow the instructions literally.
15:13
SPEAKER_04: And fighting the overwhelming urge to just say, give it back, it is faster if I just do it myself.
15:19
SPEAKER_02: Which is the exact threshold where most businesses abandoned the experiment altogether.
15:23
SPEAKER_04: But this practice pushed through the messy middle by changing how they handled errors.
15:27
SPEAKER_04: When a mistake happened, they didn't blame the remote worker.
15:30
SPEAKER_02: No, they implemented daily 10-minute debriefs.
15:33
SPEAKER_04: Right.
15:33
SPEAKER_04: The remote worker logged every single time they got stuck or a process failed to produce the defined good result.
15:40
SPEAKER_02: So instead of taking the task back, the manager would look at where the worker got stuck, screen record the proper fix, and update the master documentation.
15:48
SPEAKER_04: They actively debugged the process in real time.
15:52
SPEAKER_02: And within about a month, that friction disappeared.
15:55
SPEAKER_02: The invisible gaps were filled, the workflow smoothed out entirely.
15:59
SPEAKER_04: And those documented processes became practically bulletproof.
16:03
SPEAKER_02: Which leads us to the ultimate payoff.
16:05
SPEAKER_02: This is where those 20 hours actually materialized in the real world, moving off the spreadsheet and into the daily operations of the clinic.
16:13
SPEAKER_04: Yeah, the providers, the doctors and nurses, they stopped working those grueling evening hours.
16:25
SPEAKER_04: And the environment at the front desk completely transformed.
16:28
SPEAKER_02: Instead of keeping one finger up to signal just a minute to a patient while wrestling with an insurance company on the phone, the staff could actually look up.
16:37
SPEAKER_04: They could warmly welcome patients in person.
16:39
SPEAKER_02: The patient experience, which is the actual core product of the practice, skyrocketed.
16:45
SPEAKER_04: And the practice manager actually got to manage.
16:48
SPEAKER_04: She could step back from the daily firefighting, look at the schedule, optimize the workflows.
16:53
SPEAKER_02: Focus on the strategic health of the business, like she was supposed to do all along.
16:58
SPEAKER_04: If we connect this to the bigger picture, there is a profound lesson here about institutional knowledge.
17:03
SPEAKER_04: When vital administrative work lives solely in one person's head, no one notices its flaws.
17:09
SPEAKER_02: It feels safe, but it is incredibly fragile.
17:13
SPEAKER_04: Handing it off, forcing the business to go through that messy middle and document the reality of the work, it actually forces the entire organization to become stronger.
17:22
SPEAKER_02: It makes the practice resilient and far less dependent on any single employee's memory, mood, or physical presence.
17:29
SPEAKER_04: Absolutely.
17:30
SPEAKER_02: And if we synthesize this whole journey, the overarching lesson stretches far beyond the healthcare industry.
17:36
SPEAKER_04: Oh, completely.
17:37
SPEAKER_04: The gap between your high skill work, the work that actually moves the needle, drives revenue and requires your unique expertise, and the habitual admin work that just keeps the lights on.
17:49
SPEAKER_02: It exists in every single industry.
17:51
SPEAKER_04: It is a universal trap.
17:52
SPEAKER_04: We default to doing the habitual admin work because it is right in front of us.
17:57
SPEAKER_02: It feels productive in the moment to check 20 small, easy things off a list.
18:01
SPEAKER_04: Even if those things aren't pushing the business forward at all.
18:05
SPEAKER_02: But the time you are so desperately searching for, those extra hours you wish you had to strategize to grow your company or just to go home to your family on time.
18:14
SPEAKER_04: Those hours are likely already sitting right there in your week.
18:18
SPEAKER_02: You just have to track your time ruthlessly, audit it honestly, and structurally separate the high-value work from the noise.
18:26
SPEAKER_04: Which brings up a challenging, almost uncomfortable question to leave our listeners with today.
18:30
SPEAKER_02: Okay, let's hear it.
18:32
SPEAKER_04: If we actually execute this blueprint, if we successfully strip away all the tedious, repetitive tasks that don't absolutely require our unique expertise, what are we afraid of discovering about our own productivity?
18:46
SPEAKER_02: Oh wow.
18:47
SPEAKER_04: Are we sometimes using our busyness, all those menial tasks and overflowing inboxes, as a psychological shield?
18:54
SPEAKER_02: It's much easier to say, I didn't finish the strategic plan because I was buried in emails, than it is to admit you just don't know where to start.
19:02
SPEAKER_04: Exactly.
19:03
SPEAKER_04: Is it possible we cling to the administrative chaos to avoid the deeper, harder, more creative work we were actually meant to do?
19:11
SPEAKER_02: Because that deep work is intimidating.
19:14
SPEAKER_02: When the busy work is gone, you have nowhere to hide.
19:17
SPEAKER_04: You have to actually face the blank page.
19:20
SPEAKER_02: If you take away the excuse of being too busy with faxes, hold music, and minor fires, you have to actually step up and do the hard, quiet work of leading your life and your business.
19:30
SPEAKER_04: The fear of that blank page might be the true hidden cost of getting your time back.
19:35
SPEAKER_02: That is definitely a formidable concept to mull over as we look at our own calendars this week.
19:41
SPEAKER_02: Thank you to everyone listening for exploring this blueprint with us today.
19:44
SPEAKER_04: Yeah, thanks for joining us.
19:46
SPEAKER_02: I highly encourage you to critically examine your schedule over the next few days.
19:51
SPEAKER_02: Find your missing 20 hours, and figure out what you are going to build with them.
19:56
SPEAKER_02: We'll catch you on the next deep dive.
19:58
SPEAKER_00: Thank you for listening to the Remote Revolution.
20:00
SPEAKER_00: If you enjoyed this episode, make sure to subscribe and share it with other professionals who are building the future of work.
20:06
SPEAKER_00: To learn more about how VirtualMojo helps businesses grow with highly trained virtual assistants and remote support teams, visit www.virtualmojo.com.
20:16
SPEAKER_00: For inquiries or collaborations, reach out to us at contact at virtualmojo.com.
20:22
SPEAKER_00: Until next time, keep building smarter systems and embracing the future of work.