Thrive Health & Wellness Business Coaching

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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.

13/10/2026

I have a new client called Arthur Itis. He runs a clinic in Sheffield called Fifty Shades of Pain.

He isn’t real. I made him up, built him a full plan anyway, and filmed myself walking through all eleven pages of it because people keep asking what’s actually in one, and “eleven pages about your clinic” is a useless answer.

His numbers are real enough. Seven years in, team of eight, six of them billing, around £27k a month, and every single decision in the building going through him. When I asked how he was finding it, he said exhausted, bored and frustrated. That’s a sentence I hear a lot, and never once from someone who’s recently had a proper look at their own numbers.

He arrived with a to-do list. More enquiries, more CPD, hire another clinician.

I told him to park all three.

Not because they’re bad ideas. Because none of them were his problem, and doing any of them first would have made the actual problem harder to see.

Comment PLAN to get yours. The plan’s free, we do two a week, and no, the clinic name was not my idea😉

09/10/2026

Twenty minutes this week will save you a fortnight of bad feeling in December.

The Christmas rota.

Every year it’s the same. Someone asks about cover in mid-November, and by then four people have already booked something, two of them have told each other what they’re hoping for, and whatever you decide is going to annoy somebody.

Do it now and none of that has happened yet.

Four things to settle.

Which days you’re actually closed. Not “we’ll see how it goes” pick them. Clinics that stay vaguely open over Christmas tend to run half-empty diaries on full staffing costs.

Who works the in-between week. It’s the quietest week of the year and the one everyone wants off, so decide it on a rule. Rotation, or the inverse of last year. Anything other than who asks first or pushes hardest.

What happens to January leave. Whoever works Christmas will want January, and January is your biggest month. Leave that unmanaged and you’ll start the year short-staffed.

And the December cancellation surge, because it is coming. Decide whether your policy flexes and tell the team the answer, so they’re not making it up at reception on the 22nd.

One thing that makes the whole conversation easier: walk in with the closure dates already decided and the leave rules written down. You’re not asking them to design it. You’re telling them the frame, then being genuinely flexible inside it.

Save this and send it to whoever runs your rota.

06/10/2026

Had this conversation again last week.

Clinic owner, really frustrated with one of her associates. Notes going in late, rebooking all over the place, and she'd got to the point of wondering whether it needed to be a formal conversation.

So I asked her what good looked like. Specifically. If you wrote it down, what would it say.

And she couldn't. Not because she doesn't know, she absolutely knows, she just knows it in her gut. She'd never written it down and she'd certainly never said it out loud to him.

He's been guessing for eighteen months.

I'm not having a go, by the way. I did the same thing for years. You hold the standard in your head because it's obvious to you, and then you're quietly irritated that it isn't obvious to everyone else.

Anyway before the difficult conversation, try writing down what good actually looks like. Three bullets, that's it. Then show him.

Most of the time that turns out to be the whole conversation.

And if he still doesn't do it after that, fine. Now you know. That one's much easier.

30/09/2026

Nine months in.

Here's the uncomfortable one: for a lot of clinics, nothing has structurally changed since January. The turnover might be up a bit. There might be another pair of hands. But the way the business runs, and the way the owner spends their week, is identical to nine months ago.

That's not a growth year. That's a survived year.

And I say that with no judgement at all, because surviving is not nothing plenty of years have to be survived. But it's worth being honest about which kind of year you've had, because "we're growing" and "we're busier" are not the same sentence, and only one of them is worth being tired for.

Three questions, quickly:

→ Do you work fewer hours than in January?
→ Is the profit, not the turnover higher?
→ Is there anything the clinic now does well that doesn't need you?

If it's three noes, the last quarter is not for working harder. It's for changing one thing.

You've got 92 days.

24/09/2026

Are you growing your business, or just expanding it?

They're not the same thing, and the gap between them is where a lot of clinic owners quietly lose a couple of years.

Expanding is more. More rooms, more staff, more services, more software, more things to hold in your head on a Tuesday morning. It feels like progress because it looks like progress.

Growing is the same business, working better.

I've been thinking about this a lot, mostly because the last few months have made me. Two businesses and a one-year-old will do that, you find out very fast what genuinely needs you and what you've just always done.

Here's the bit nobody warns you about: complexity creeps. It never arrives in one big decision. It arrives in twenty small yeses, and then one day you're running something that costs more, demands more of you, and isn't making any more money than it was.

And the fix isn't a strategy. It's the shift from being the busy clinician who happens to own the place, to being the person leading it.

So before you add anything else this quarter, four questions:

→ Space — are you actually using what you've already got?
→ Staff — is your team working at its best, or just working?
→ Services — which one would you drop if you had to? And why haven't you?
→ Cash — has the money grown at the same rate as the business? If not, where has it gone?

Most clinic owners don't need more. They need the thing they've already built to work properly.

New episode is up. It's a solo one and it's an honest one.

I'm also opening something up for clinic owners who want my eyes on their business and a clear plan for their next moves, I talk about it at the end of the episode👀

23/09/2026

100 days.

That's what's left. And I know exactly what happens next, because I've watched it happen every year since 2014.

Somebody opens a notebook and writes a list of eleven things they're going to sort out before Christmas. Prices. Rota. The website. The associate conversation they've been avoiding since May. A new service. Better notes. The cancellation policy.

By the second week of October the list has gone in a drawer, and by December they've done none of it and feel worse than if they'd never written it.

Eleven things in 100 days, while running a clinic full time, is not a plan. It's a way of guaranteeing you fail at eleven things instead of succeeding at one.

So pick one.

The one that, if it were fixed, would make the other ten easier. It's usually not the most urgent one. It's usually the one you've been avoiding longest which is exactly why it's still there.

One thing. 100 days. That's genuinely enough time, if it's one thing.

What's yours?

21/09/2026

We're exhibiting at Therapy Show 2026 and I want to see you there.

25–26 November. NEC Birmingham. Two days of the biggest gathering of therapists and clinic owners in the UK.

I'll be there with the Thrive team, and I genuinely want the room full of the people I already work with, talk to, and want to meet properly.

So here's the thing.

Because we're an exhibitor, I've got a code I can give you.

Two-day tickets normally more for £169 + VAT.

Code: EXHIBIT169

But there's a catch you need to know about.

The code expires on the 25th of September.

That's four days from today.

If you've been meaning to book, this is the nudge. If you've been on the fence, this is your permission slip to just do it. If you've never been before, it's genuinely the best two days of CPD, networking and clinic-owner conversations you can get in one weekend.

Come and find us on the stand. Bring your questions. Bring a colleague.

Do it today. Not next week.

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? 👇

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. 💜

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Hinckley

Website

https://www.facebook.com/groups/thrivebusinesscoaching, https://thrive-businesscoaching.com/

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