Thrive Health & Wellness Business Coaching

Thrive Health & Wellness Business Coaching Helping clinic owners to get more clients, make more money & create a successful sustainable business

Thrive is the go-to team of experts for business owners in the health & wellness industry who want to build a business that serves them, reclaim their lives back, gain more freedom and flexibility, increase their income rapidly and regain their confidence as a business owner. We work exclusively with business owners who are customer focused, care deeply about the results and transformations they provide for their clients, and who are dynamic, have a no-limit attitude and are prepared to trust in a process to achieve their desired results. We are passionate about delivering coaching from experience and reflecting this all of our coaches have run multi 6 figures businesses in this industry.

I've had a lot of these conversations. It's almost always one of three things.1. "I can't afford coaching right now."Usu...
15/09/2026

I've had a lot of these conversations. It's almost always one of three things.

1. "I can't afford coaching right now."

Usually true, and I never argue with it. But I do ask one question back: what is the thing you'd fix first, and what is it currently costing you? Because if the answer is a rebooking rate that's leaking a few thousand a month, "I can't afford to fix it" and "I can't afford not to" are the same sentence with different maths.

Sometimes the honest answer really is not now. I'd rather tell someone that than take their money.

2. "I just need more patients."

Maybe. But I've lost count of the clinics who got more patients and ended up with the same take-home and a more exhausted team, because the leak was never at the top.

More patients into a clinic with a 55% rebooking rate and a five-year-old price list doesn't make you more money. It makes you more tired.

3. "My team isn't like other teams."

They always say it, and they're always half right. Every team is different. But the reason people don't do the thing you asked is almost never the team it's that it was asked once, in a meeting, with no owner and no follow-up.

That's not a personality problem. That's a systems problem, and systems problems are fixable in a way that personalities aren't.

None of this is a pitch. If you recognise yourself in one of the three, the useful next step is almost never a call it's working out your actual numbers first, which is why I've spent a fortnight banging on about them.

Which of the three is closest to where you are? 👇

Twenty minutes on a Sunday changed my business more than any course I ever paid for...Not a course. Not a book. Twenty m...
13/09/2026

Twenty minutes on a Sunday changed my business more than any course I ever paid for...

Not a course. Not a book. Twenty minutes and a notebook.

Here's the whole thing. Every Sunday, before anything else, I answer four questions:

What actually happened this week? Not how it felt, what happened. Numbers if I have them.

What did I say I'd do and didn't? This is the uncomfortable one and it's the one that does the work.

What's the one thing that has to happen next week? One. Not a list. If everything's a priority, nothing is.

What am I dreading? Because whatever I'm dreading is usually the thing I'll avoid all week while doing busywork instead, and naming it on a Sunday makes it about 70% less powerful.

That's it. Twenty minutes.

I resisted it for years because it felt like admin, and because a small part of me didn't want to look at question two. That was exactly why I needed it.

The reason it works isn't the questions. It's that it's the only twenty minutes in the week where you're the owner of the business rather than a person in it. Everything else, the diary, the emails, the team, the patients pulls you back into being staff. This pulls you out.

You don't need a system. You need a notebook and a repeating calendar entry.

Right, that's enough from me on a Sunday. 💜

Wednesday's post said pick one lever. Fair enough but most clinic owners pick the wrong one, and they pick it because th...
12/09/2026

Wednesday's post said pick one lever. Fair enough but most clinic owners pick the wrong one, and they pick it because they're guessing.

You will always pick the area you're most comfortable in. Marketing people fix marketing. Clinicians fix clinical quality. Nobody voluntarily picks the bit they find hardest, which is usually the bit that's broken.

So before you decide what Q4 is for, spend four minutes finding out.

The Business Health Score scores you across the five things that actually determine whether a clinic makes money, your numbers, your team, your systems, your marketing, and your own role in it. You get a score, and more usefully you see which one is dragging the others down.

Almost nobody is weak everywhere. Most people are solid in three areas and haemorrhaging in one, and they've spent a year improving the three.

Free, no call, no pitch. You do it, you get your score, you decide what to do with it.

Link in bio → Business Health Score.

Do it this weekend rather than at your desk on Monday. You'll answer more honestly when nobody's watching.

Every clinic has a cancellation policy. Almost none of them enforce it, which means almost none of them have one.Here's ...
11/09/2026

Every clinic has a cancellation policy. Almost none of them enforce it, which means almost none of them have one.

Here's why enforcement fails, and it isn't softness. It's that the policy gets mentioned once, in an email nobody read, by someone who then has to be the villain on the phone eight weeks later.

Fix the moment, not the wording.

Say it at booking, out loud, every time.
"Just so you know, we ask for 24 hours' notice to change an appointment, that way we can offer the slot to someone on the waiting list."

That sentence does the work. It's not a threat, it's a reason, and it frames the policy as being about other patients rather than your revenue. Nobody argues with it.

Then say it once more in the confirmation.
One line. Same words. Consistency is what makes it feel like a rule rather than a mood.

And when someone does cancel late:
"That's no problem at all because it's inside 24 hours there is a charge, and I've got Tuesday at 2 if you'd like to rebook now."

Charge, then immediately offer the way forward. The rebook in the same breath is what stops it becoming a confrontation.

Two more things nobody tells you:

Your team need permission to enforce it. If they think you'll overrule them the moment someone complains, they won't do it and that's a you problem, not a them problem.

And give everyone one free pass. Genuinely. Life happens, and the goodwill you buy from waiving it once, deliberately and visibly, is worth more than the fee.

Full wording is in the carousel. Screenshot slide 5 and give it to your front desk today.

Save this for the next time someone no-shows

Q4 doesn't need a new strategy. It needs you to finish the one you wrote in March...I say this every autumn and it lands...
10/09/2026

Q4 doesn't need a new strategy. It needs you to finish the one you wrote in March...

I say this every autumn and it lands badly every time, so let's get it over with.

The reason last quarter didn't work probably isn't that the plan was wrong. It's that you stopped doing it in about week three, and then quietly decided the plan was the problem so you'd have permission to write a new one.

Writing plans is lovely. It feels like progress and it costs nothing. Doing the boring middle bit of a plan, week seven, when it's not new any more and nobody's clapping is the actual job, and it's the part almost nobody talks about on this app.

You don't need a new strategy. You need eleven more weeks of the old one.

Go and find the document. Read it. Most of it will still be right.

Be honest with me: how many strategies have you written this year, and how many have you finished? 👇

Sixteen weeks. That's what's left, and it's more than most people think and less than they'd like.Here's how to spend it...
09/09/2026

Sixteen weeks. That's what's left, and it's more than most people think and less than they'd like.

Here's how to spend it, and it starts with subtraction rather than addition.

1. Pick one lever. Not three.
There are only ever three places growth comes from in a clinic: more people coming in, more people staying, or more value per person. Pick the one with the biggest gap right now not the one you enjoy most. Most clinic owners pick acquisition because it's the fun one, when retention is the leak.

2. Write down what "done" looks like.
Not "improve rebooking". "Every clinician asks the rebooking question at the end of every session, and I've listened to five calls to check." A goal you can't audit isn't a goal, it's a mood.

3. Give it to one named person.
If it's everyone's job it's nobody's. If the name is yours, be honest about whether you have the hours because that's why the March version of this plan died.

4. Put twenty minutes in the diary every Friday.
Not to work on it. To check it. Most Q4 plans don't fail on the strategy, they fail because nobody looked at them again until January.

5. Decide now what you're not doing.
This is the one everyone skips, and it's the one that makes the other four possible. Write down the two things you were going to start and aren't. Then don't start them.

That's the plan. It fits on one page, which is the point, I'll give you the actual page a week on Friday.

Which of the three levers is yours this quarter in, stay, or value? 👇

+44% profit in eight months. On half the hours.Not from a rebrand. Not from a viral reel. From getting four things in or...
08/09/2026

+44% profit in eight months. On half the hours.

Not from a rebrand. Not from a viral reel. From getting four things in order: the numbers, the pricing, the team, and what the owner actually spends their day doing.

The hours came down because the clinic stopped needing her for everything. The profit went up because the work she was doing changed.

That's the whole trick. There isn't a secret one.

If your revenue is climbing and your profit isn't, the problem isn't effort. It's structure.

Most clinic owners judge a week by whether it felt busy. Busy and full are not the same thing, and the gap between them ...
07/09/2026

Most clinic owners judge a week by whether it felt busy. Busy and full are not the same thing, and the gap between them is where the money quietly goes.

Here's the sum:

→ Clinical hours actually booked
→ Divided by clinical hours available
→ × 100

Do it for one normal week. Not your best week. A normal one.

Then look at where the empty space actually sits, because that's the real finding. It's almost never one big hole. It's twenty minutes here, forty there, a 3pm that never fills, a Friday that dies after lunch. Individually invisible. Added up, it's often a full day a week per clinician that you're paying for and not selling.

And before anyone comments, no, the target isn't 100%. A diary at 100% has no room for admin, emergencies or a human being. The target is knowing your number, then deciding what it should be.

Two things usually fix most of it, and neither costs anything: stop offering appointment lengths that don't tessellate, and stop letting your team choose their own gaps.

That's the whole metric.

Work yours out this week and put it in the comments, no clinic names needed, just the number. 👇

Nobody hands you a manual.You get the keys, the lease, the payroll and a very quiet feeling that everyone else knows som...
07/09/2026

Nobody hands you a manual.

You get the keys, the lease, the payroll and a very quiet feeling that everyone else knows something you don't.

They don't. They just learned it the expensive way, same as I did.

Six of mine are in the carousel. Here are the two that cost me the most.

Profit is a decision, not what's left over.
For years I set prices by looking at what everyone else charged, working hard, and hoping. That isn't a business model, it's a raffle. Decide the margin first. Then build the prices, the diary and the wage bill to fit it.

Cheap staff are the most expensive thing you'll ever buy.
I've hired the cheaper candidate more than once. Every time, I paid the difference back with interest in patients who didn't rebook, in the hours I spent managing instead of working, and in the year I spent hoping they'd turn a corner they were never going to turn.

The rest are in the swipe.

None of them are clever, and that's rather the point. There's no secret you're missing. There's just a list of ordinary things nobody tells clinicians before they become employers, and most of us find them out one at a time, at full price.

If you're earlier in this than me, take them for free. That's the whole reason I put them on the internet.

Which one landed hardest? Tell me below and if you've got a seventh, add it. Someone reading this needs it. 👇

No looking them up. No "I could find it". Out loud, right now.1️⃣ Your rebooking rate2️⃣ Your average patient value3️⃣ Y...
04/09/2026

No looking them up. No "I could find it". Out loud, right now.

1️⃣ Your rebooking rate
2️⃣ Your average patient value
3️⃣ Your utilisation
4️⃣ What a new patient costs you to acquire
5️⃣ What you personally took home last month

Count them and put the number in the comments. Just the number — 0 to 5.

Here's why I'm asking, and it isn't to catch anyone out.

Almost every clinic owner I meet scores one or two, and every single one of them assumes they're the only one. They're not. Nobody taught us this. You did four years of anatomy and roughly none of business, and then someone handed you a payroll.

But here's the thing about these five: you can work all of them out in an afternoon, from data you already have, for free. There's no software to buy and no consultant to hire. It's an afternoon.

And the difference between a clinic owner who knows these and one who doesn't isn't intelligence or effort. It's that one of them is making decisions and the other is making guesses that feel like decisions.

An afternoon. That's the whole gap.

Drop your number below. I'll bet the average is under two, and I'll bet nobody who comments feels as alone about it afterwards. 👇

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