Last Updated on May 9, 2025 by Owen McGab Enaohwo
Amber Lehmann, co-owner and manager of
Mesquite Chiropractic & Injury, spent over two decades manually documenting procedures within her practice. She struggled to single-handedly train new employees from scratch whenever experienced staff resigned, due to the absence of proper documentation.
Determined to improve business operations, Amber hired Jacki Morgan Hulm as chief operations officer. Jacki was instrumental in documenting the organization’s procedures in SweetProcess and would always refer team members to it for guidance. This led to them wearing T-shirts emblazoned with “It’s in SweetProcess” to celebrate her retirement last year.
Amber Lehmann, Co-owner and Manager of Mesquite Chiropractic
About Mesquite Chiropractic & Injury
Mesquite Chiropractic & Injury is an integrated clinic that combines conventional and complementary treatment methods for patients. Established 40 years ago, this Texas-based practice specializes in natural remedies, including chiropractic care, physical rehabilitation, and Platelet-Rich Plasma (PRP) therapy, among others.
The clinic boasts experienced chiropractors and a family nurse practitioner who are dedicated to providing personalized care to meet the individual needs of patients, ensuring a speedy recovery.
Listen to the interview
.embed-container { position: relative; padding-bottom: 56.25%; height: 0; overflow: hidden; max-width: 100%; } .embed-container iframe, .embed-container object, .embed-container embed { position: absolute; top: 0; left: 0; width: 100%; height: 100%; }
Subscribe for more success stories
Addressing the Major Challenge of Manually Documenting Processes
Although Amber and her team initially documented their procedures in Word documents, those documents proved to be unhelpful.
“I did Word documents, I typed it up, but it just wasn’t enough. We weren’t using them because they weren’t written well or in a usable format,” Amber says.
The overwhelming volume of text made it challenging to locate relevant information. This situation made employees rely on Amber for answers, which became overwhelming. Amber also experienced what she described as a “freak-out factor” when knowledgeable staff left the company. The loss of critical company knowledge and the burden of training new hires from scratch fell on her shoulders.
“If somebody left, I didn’t know what I was doing for the next two weeks. My life would stop, and I would spend the next two weeks training someone,
