Podcasts about dso

Concluding the Deadcast's Summer Magic 1985 run, we pull into Maryland for 2 over-the-top shows, explore the band's ‘80s gear, the Dead Heads' ‘80s pipecraft, & the enthralling scene around the Dead.Guests: David Lemieux, Peter Miller, Dennis McNally, Dan English, Nick Paumgarten, Jeffrey Alexander, Christian Crumlish, Nicholas G. Meriwether, David Leopold, Will Backstrom, Andy Perrine, Geoff Mockbee, Harry Clark, Mike SmartSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dentistry has become a target. From Hormozi-style marketers to practice brokers charging six figures for "scaling retreats," everyone suddenly wants a piece of the profession. In this episode, Dr. Peter Boulden, Dr. Craig Spodak, and Ian de Jongh unpack why dentists are easy prey, how to spot the warning signs of a predatory pitch, and why the same voices who screamed "sell now before the bubble pops" in 2023 are now selling solutions to the dentists who listened. They also dig into the rise of the zombie DSO: the 50 to 60 private equity backed groups that can no longer service their debt, can't recap, and never improved the practices they bought. What does this unwind mean for the doctors who rolled equity? And why does the market correction actually signal a powerful shift back toward independent ownership? Plus: why AI is becoming the great equalizer for the solo practitioner, the one moat DSOs still hold, and an open invitation to Brady Frank to come on the show and talk it out. If you've ever felt pressure to sell, this episode is your reminder: no one is coming to save you, and that's exactly why you're in a stronger position than you think. Only a handful of spots remain in the Bulletproof Mastermind. Apply at bulletproofmastermind.com.

Four dentists building a national DSO, unfiltered. Matt Ford, Matt Guarino, Alex Sharp, and Austin Davis on the real business of Shared Practices Group — deals, dental news, markets, and everything from parenting to politics.  Business and banter, weekly. Questions? bdppod.com.

Everyone's watching interest rates, the election, and capital markets — but Brannon Moncrief, a 20-year sell-side advisor with over 200 DSO transactions, says timing the market is a mistake and timing your situation is everything. In this episode, Brannon breaks down why quality practices are still commanding 7-9x EBITDA despite a "tight" market, the diligence red flags separating stable DSOs from ones quietly falling apart, and the handful of things that actually predict whether a doctor is happy three years after their sale — insight David ties back to a bigger question every seller eventually faces: how much is really enough? P.S. Whenever you're ready, here are some other ways I can help fast track you to your Freedom goal (you're closer than you think): 1. Schedule a Call with My Team: If you're tired of running on the hamster wheel, and are looking for a proven blueprint to create more freedom and reduce dependency on your practice income, schedule a call with my team to learn more. 2. Get Your Dentist Retirement Survival Guide: The winds of economic change are here, and now is the time to move to higher ground. This guide gives you the steps to protect your retirement, your family, and your peace of mind. Get the 25-point checklist here. 3. Are You Exit-Ready? Complete this 2-min scorecard to reveal where you stand across the four pillars that determine if you control your exit—or are just waiting for one. You'll get a personalized plan to start building optionality immediately.

Re-releasing a Dental A-Team podcast fan favorite! Britt is fresh off visiting a ton of practices, many of which are part of dental support organizations (DSOs), and she's sharing her insight. With Kiera, she talks about the foundational pieces to set up DSOs for success — everything from training the leadership team, setting up KPIs, providing profit and loss statement education, and allowing culture and patient experience to grow in each practice while keeping an overall brand. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) and I've got the one and only Brittany Stone back on the pod. Guys, she has been a freaking road warrior, traveling to seven offices in one day. Dang, Britt. Welcome back. How you doing? How you feeling? How are you today?   speaker-1 (00:45) I'm good. You made me sound better than I was in one day. Seven in a week. Still a lot, but seven in a week.   speaker-0 (00:51) Yeah, that's exactly what I meant. We could edit that or you guys can just know. in my mind, I think it felt like you were seven in a day. Like you were cruising   speaker-1 (00:58) Yeah.   speaker-0 (01:00) to practices. Seven in a week is so many offices. But guys, don't worry, Britt wasn't like leaving them high and dry hanging out. You were seeing it kind of walk us through. I know you went to quite a few DSOs that had multi practices, multi locations. Kind of what was that like and and how does that even look when you're going to multiple practices like that?   speaker-1 (01:19) Yeah, it's fun. So that was it was a week of my like multi practice location. So one had three offices, one had four offices, the two groups that I work with last week. And so it's fun. It's fun to see one you get to know kind of like the visionaries who who started a thing, whether it's just an owner or multiple partners that are involved in it, get to see kind of their vision and it's it's fun to see   the different also types of practices that are underneath their umbrellas and how they run 'cause usually we've got some different sizes, obviously different locations. So so yeah, I got to go in, meet everybody, go see all the different practices, kind of see what's going on with them, what things we could help with on an individual practice level and then also as an organization. So it was a good time.   speaker-0 (02:07) That's a lot. And I I do think it is fun when you go see multiple practices because this whole idea of DSO is that we want all of our practices to run exactly the same. And I know when I was a regional manager of ten practices, the bottom line is there is no such thing as running every practice the same. I think it's more like getting rid of that illusion that they're all going to be the same. And it's more what are the foundational pieces and the the silver lining strings that we want running amongst them all. Britt, I know you had one practice,   that kind of wanted to do their own thing within a group. Like, how do you how do you get like one, paint the vision of all the practices needing to be at least fundamentally pretty consistent and similar. And then also helping the doctors and the team members understand like, I get it, it might be annoying for you, but for the greater good of all the practices, it really does make everything easier when we run the same. Because I know a lot of practices just want to run as solo practices, but when you're in a group and multi-offices   that no longer serves the greater organization. Like what was kind of your findings with that? How do you how are you finding to get people on board? Is that something you were running into? Just kinda give us your thoughts around that.   speaker-1 (03:16) Yeah, I think every DSO probably struggles or like group practice struggles with all right, how much do we have the same and like where can we kind of let them be their own and shine in their own way? And also from the business side of things for the DSO, right? What things are more financially beneficial for us to be able to do them the same and have on the same system? so that we run it across all offices and get the true benefit of the DSO.   And so that's where you s kind of start to to figure out, all right, there's gonna be a lot of systems that one, yes, anything that impacts other offices or the group overall, we've gotta make the best decision for the group on how we want that to run, whether it's but easy things like payroll is a pretty pretty common one that's gotta be obviously the same across all over offices. If we're using the same software, right, the way we run our schedule, who's allowed to be on our schedule.   All of those things kinda need guidelines that go across the board. So we all know a little bit of the rules of engagement on things like the schedule. So that's kinda I start to think of it as all right, what are the most important things that impact each other that we need to have the same that's also gonna allow us to be most financially beneficial for the DSO? And then what things don't necessarily impact the other offices where those offices can start to really like, all right, what are procedures you do? Great, go run with it, build it up and   Even if we can get some referrals from other offices for that thing, fantastic and they kinda kinda do their own a little bit.   speaker-0 (04:48) For sure.   And but I was thinking like it actually might be fun on this podcast for us to dive into when you're in a DSO, because Br I know your private practice sold to a DSO. I work with lots of DSOs. You work with lots of DSOs. And I think DSOs are a pretty hot buzzword right now in dentistry. of kind of what are some of those things that you should have standardized. I love that you brought up the payroll for sure. for me, some of the things I know I'm looking at is I really am just looking at   Key metrics amongst all practices. And I know, Britt, with a lot of the DSOs that you and I are consulting together, that is one of the biggest things of making sure all of them are hitting the metrics. And then whatever they want to do outside of those metrics, it's pretty much free reign from there. So, like we're talking labs, supplies, overhead, production per hour per provider, hygiene production.   those are like my main things. Case acceptance is another one I really like to watch. Number of new patients per practice is another key indicator that I really love watching. but those are kind of the main things. And then I really feel like in DSOs and multi practices, some of the biggest things that get lost are culture and patient experience. And those are to be different shades for every practice. And I really I like practices to think in like, no, you want the patient to feel the exact same way whether they come to this location.   Or whether they're going to another location. It is that way. And having practices and offices think like I've got one right now and they just acquired another practice. And they're really doing a divide between the offices. And they're they're labeling each office based on the city. I was like, whoa, whoa, whoa. let's call them all the practice name. So we are all, let's just say, healthy smiles. It's not healthy smiles of probos and healthy smiles of orum. It is   Healthy smiles, and then we have our Aurum location and our provo location. Those are just a quick way because I think when you can have it as an umbrella of all the practices operate as this way, and then here's these different locations, but helping everyone realize there is the healthy smiles way. And we operate on healthy smiles first. Secondary is going to be our location. Are those some of the things you've seen? Like those are one, the key indicators I like to look at. And then secondly, making sure that people realize like the culture and the patient experience.   really need to be dialed in in my opinion, to really help these DSOs grow and flourish.   speaker-1 (07:09) Mm-hmm. I'm with you on KPIs, right? Teaching office managers how to be able to kind of take charge of those, know what's going on in their practice, and that we're all watching those important numbers to be healthy for sure. That's an across the board thing. and then I'm with you on capitalize off the brand. from a lot of the DSOs we work with, where it's a few different locations, usually I feel like a lot of them are gonna be like five or less, where you can truly   make sure that we are maintaining our standard, maintaining our brand, and then capitalize off of that brand for all practices to where there might be a patient who's looking to go to the office, but maybe it's a little bit farther. great, they've got a location that's closer than to me. Awesome. Let me just go ahead and go to that closer location. And agreed. You've got to keep then the culture and the patient experience up to be number one. And what does that look like? What does it stand for? And there are   I will say different pieces that go into that when it comes to maintaining that culture in our practices and that experience. And I think those would be some non-negotiables like you start to build in if it's we're on time, right, with our appointments as much as possible. So that's something we really drive with our teams. We're always friendly with our patients, we're always welcoming. How do we present on the phone?   you can start to dig into some of those things that you really want to represent as a practice and make sure it's ingrained in our team members and how we present.   speaker-0 (08:41) Yeah. And I think like you said it's that culture in that brand. And honestly, I think people forget that that's actually why you became successful. Like that culture, that brand you started developing, that's how you're able to multiple scale across other practices. And I feel like offices that that see all the practices as one company and then the the different locations are just extensions of that company are the ones that really flourish. In that same thing, I feel like Britt, something you and I have really been   trying to hone in on with offices is to make sure that they have a key leadership team. So people that are really in sync to make decisions. and that's for your operations, for your labs, for your supplies, and and then making sure that things can actually execute forward. Because I feel like when we get a lot of partners involved, what happens is everybody has a strong opinion, but those opinions actually are great unless they stop all the the forward progress   And I think they really just have to be key decision players that everybody elects. It's almost like a board. I feel like all the practices are almost like a neighborhood and you need an HOA, like somebody who can actually just make the decisions and execute in the best interest. And maybe you've got a few of them. So you've got, say, your regional manager who's overseeing all of the practices, the overhead, the operations really. You've possibly got a clinical manager on there who's really looking at the hygiene, the dental assistants.   Then you've got probably a dentist on the board who's making decisions as far as what are the clinical diagnoses, what are the supplies that all dentists need across the board. And then you're probably gonna have somebody who's your finance person. So someone really looking at the financials of the practice. And if you can have one of those key players, I feel like just get that honed in. Then you can have all the practices have their own like little leadership teams and whatnot.   But really you've got those four players who can make very strong decisions. And maybe the dentist is the same person as the clinical lead. Maybe that we don't need an extra person there, maybe not. But I think if you can really get that dialed in, you're going to be able to make a lot stronger decisions and be able to move things forward more. Britt, what are you seeing? Like you were literally just in DSOs. Are you finding that that type of structure helps move things along? Or are you finding like, no, we need to have key leaders in other areas?   Wha what's kind of your take on how to make sure decisions can be made? Because I truly feel like once you get the the KPIs dialed in and everyone's reporting in, once you get your office managers looking at their practices, making sure they're profitable and reporting in, then you got your culture and your brand, it's really about getting decisions made quickly and moving things along rather than getting stagnated with so many opinions.   speaker-1 (11:20) Mm-hmm. And I am big on agreed. You've got to figure out who are your key players, what leadership team do you need in place. I am in big support of having someone who's a strong regional manager in place to help make a lot of those kind of smaller decisions for offices, the offices need support on and empowering office managers to make decision decisions within the balance that you give them.   I think the more you expose your office managers and teach them some of the business side to where they really know what those KPIs are, they really know what they're watching, they know how to influence it, you'll become more confident in their decision making as they see things at a kind of higher level, a bigger picture. but when they can have that information, know how to see it from a little bit higher level, start giving them   the the opportunity to make decisions within their practice. So one, they can kind of see the fun and feel empowered to where they really can run that team and own that office. and they don't feel like they're just kind of sitting waiting for people to tell them what to do. and then that they've got a really strong regional behind them who also has the ability to make decisions within the parameters that if it's partners or owner gives them.   to keep moving things forward and same thing. It's a super empowering thing to where they can get more creative and think of o opportunities for the practices than just feeling like they need to wait because they can't make a decision or do anything because someone's not gonna approve of it.   speaker-0 (12:47) And I really love that you talked about having that regional manager understand the business. I feel like in DSOs, you have to have somebody who understands the business and can think like a business owner. That way they can make decisions. Britt, what were some of the things that as you were basically their regional manager, you were in that DSO role? What were some of the things you felt helped? Because I I think I think sometimes business owners forget everything they've learned. So having somebody come through, it's almost like we've forgotten what business 101 is.   of what things we really need to teach them. What have you found that was maybe helpful for you, for your owners to teach you so you could be more successful in your role within that DSL?   speaker-1 (13:28) Sure. I think one of the first things is helping the office managers and regional managers understand what a PL is. Like, and it doesn't even have to be like the terms of this is a PL, but understanding, I like to relate it to it's just like at home if we have a budget, right? And what money do we have coming in, what things are we spending money in, and at the end, you know, what do we have left over? Just helping them understand not overall.   kind of equation of how the business runs and what are the different pieces within that that they can impact, which is ultimately how many patients we have, how much we treatment plan is truly our ultimate potential as an office. And then what we close, what we schedule, what we collect on, and then controlling our expenses, so then we can have a greater kind of profit left over at the end. So helping them understand that big picture and then helping them to understand within each of those little sections, which are   Then KPIs, what are the more like tangible things that we can track that impact that bigger equation to the business? And agreed, I think we don't realize how much we've learned along the way or people have taught us along the way, even myself kind of running through sometimes these KPIs when you haven't seen them before and you don't understand one, maybe where they come from, or two, why would we even track it? And three.   What could I even do to change that number? Like those are things you have to learn over time and someone's gotta gotta actually take the time to invest in teaching you.   speaker-0 (14:59) Which I I don't think people realize that PNL. When I first looked at a PL, I'm like, this looks like a straight up foreign language. Like I don't even know what ninety percent of this means. And so just imagine, if you will, if you've been running a business, you've been looking at PNLs, pretend you were just plunked into like for me, I do not speak Chinese. So being stuck in a class speaking Chinese and them handing me a report and saying, Kiera, you need to be able to read this and figure it out and tell me what I should do with my business.   I would literally look at that and want to cry. And then I'd probably take a picture with my phone and I'd start Googling and I'd hope and pray I could find some type of Google Translate to figure it out. That like I feel is a good way for you to really understand like what it feels like to be those team members when they first start looking at PL. So I think one of the best ways is just practice. and what I've done is like Britt said, is really just   Sit with your regional. Also, you can do this with your office managers, especially in DSOs, because the more your office managers understand the PL and what it should look like, that can help. So it's really just dial into that. tell them what a healthy payroll like payroll should be sitting at less than 30% of our total collections every month. Our lab should be at less than 9% of our total collections every month, supplies 5%, and just go down the list with them so they can see is this good or is this bad?   I love HDA accounting. I think they do a great job. Profy is another one. I'd Bailey is another one. those are just some some accounting companies. I like when they send the P and L because it's red and green. Like HDA is like you get a thumbs up or you get a thumbs down. Makes it a little bit easier. But then asking your regional or your managers to say, Hey, when you look at this P N L, what do you see that's going really, really well? And what do you see are some of the areas that might be trouble areas and why? Because I feel like when you can start to almost   quiz them and role play with them and have more of a collaboration with them, they start reading that PL and figuring it out rather than you always telling them. But like Britt said, you've got to take the time and invest with them. That way they can look at a PNL. I know Shelbi's been doing RPLs. She sends it to me every week and finally I said, Shelbs, what do you see on this? And that was the first time she'd really looked at it. Sha I just had an assignment for her to send them to me every week, which she does great. But then I started asking her to look at them and then we start diving into it and looking at different numbers.   And it's crazy how when you just spend a little bit of time, people can really start to find things that you as the owner might even be missing. And then they can take the accountability and the ownership of it. But just realize like it is a completely foreign language for these poor people. Let's not forget to train them and educate them so they can be set up for success.   speaker-1 (17:38) Mm-hmm, for sure. And I think also when it comes down to it, when you start looking at some of these numbers and you haven't looked at it before, so even office managers, when they look at it and they haven't seen it or regionals, they're gonna start to understand and like it it's fun in in a way to see their eyes kind of open to like, I understand why like I really want to be able to hire an additional team member, but here's where we are, so it makes sense now why now's not the time to hire.   And we need to work on some other things so we can afford to hire another team.   speaker-0 (18:10) Exactly. And then you're no longer as the business owner, the bad guy or the good guy. When your regional says, Hey, I want to hire, you say, Prime, can we afford this? What does the PNL say? And they then are the ones who are answering the question rather than you being like giving the green light or giving the thumbs down. And then they are more again a partner with you. Britt, as a regional, and I'll give my insights of how it felt for me, how does that make you feel when you can as a regional start making those business decisions and truly be like a trusted   side partner where you're like really, really informed in the business. How does that make you as the regional manager, you as the manager, the practice like, what do you feel like when you feel that competent reading PNLs and understanding the business?   speaker-1 (18:54) I loved it. I loved it for one of the biggest reasons is because I'm in a practice, especially as OM, like I'm in a practice every day and can see what I have and what I need and what's actually going on like as close to the ground as possible. So when it's something like this, we're like driving numbers in a certain direction, I'm like, all right, I can see multiple things kind of in the puzzle that I can start to manipulate or impact.   to be able to drive those numbers, drive the results, or if it's like, hey, we want to get new technology, what do we need to do to get there? Great, we want another ITero. Here's a plan of how we can afford to get that new piece of equipment.   speaker-0 (19:33) Exactly. And it it feels so good. Like for me, it just felt like the I like to win. And I felt like it was finally my my roadmap to being able to be successful and and hit the goals that my doctor had, but literally have like the optics, if you will, for success. And so I think it's super paramount of teaching your team members and empowering them. Like even as team members, I know Tiff, Britt, Shelbi, like our whole team. They'll look like, Kiera, can we actually afford that?   That is like one of the happiest days of all of my business time because I'm like, they're actually looking to see, can we afford that? Can we do this? Does this make sense for the business? And it's not me just carrying the weight anymore. So I feel like it's really important for for offices, especially DSOs. Like I would say if we were to recap this and Britt, it's fun that you just came in off of DSO. So I thought, like, hey, let's dive into DSO success of one.   Like set up your KPIs. Make sure you've got all practices reporting in and they understand and like truly spend the time to teach your office managers at each practice what those KPIs need to look like, how to get the information, and then have a set cadence where they're really reporting in with you. The next thing is like build up that leadership team within the DSO of the strong people that can actually make the decisions and they have the autonomy and the authority to execute. And then third, train the team members to really look at these PL so they understand.   Before all that we did talk about like having the standardization of culture, the name, making sure those things run the same. And I feel like within DSOs, you are way, way, way more needed to be structured and to over-communicate than you are in solo or even secondary practices. Like the type of communication, the amount of communication, the amount of I would say like rules with massive air quotes. Like people just need to know the guidelines of what we can or can't do, and they've gotta be black and white. That's kind of like my recap of everything we talked about, Britt.   Of like DSO success, but is there anything I may have missed or things you want to just highlight on your own that you feel really really makes or breaks a DSO from your perspective?   speaker-1 (21:35) I think those are all key pieces that ultimately build to like there's no one or three people at the top that depending on how big you get, right? They can be responsible for making all decisions. So a lot of it is making sure you've got that flywheel of culture going to where you don't have to put so much effort into controlling it. And then you've got key people and support so that the people kinda at the top or the the OGs, the originals who kind of started it.   that you build in support for yourself and you're not having having to make all of those decisions for everybody.   speaker-0 (22:10) Think that that's actually one of the like key pieces that I hadn't even realized is this allows more freedom of those visionaries to go and make decisions, but have a team that can also make decisions and think like that visionary more so. So, like, and to be honest, a lot of people get excited about going and buying the practices that they forget. You need to have that foundation, those guidelines, those ways for people to make decisions without the OGs being there to answer everything. And if you don't have that in play.   Get that in play, hire a coach. That's what we do. We literally help offices get these things set up, things they might not have thought about. Be that mediator who can really remind, show, guide people to get things done. But make sure you have that in play as you're building, but or I would truly suggest before you do it. However, I know all visionaries just go and they buy the practice and then figure it out. So like it's cool. We we know you, we see you, but really getting that ability for people to be it have autonomy.   And so that way the owners don't have to always be making every decision. I think one just empowers everyone and two, it's an easier flowing process for sure.   speaker-1 (23:16) Mm. Absolutely.   speaker-0 (23:17) So guys, there you go. There's Road Warrior Britt coming back in off of a DSO week. We love our DSO practices. But really, I just thought it'd be fun for us to highlight today of what are some of the the key sticks success for DSOs. And Britt, I know you came from a very successful DSO before joining Dental A Team. And so I feel like you just have such a knack for it. And offices who work with you, shoot. You got some of the most raving reviews from the offices you were with. Like I got personal text messages from those doctors thanking you for being there and how much   you're able to clarify. So Britt, kudos to you. it's fun to have you share on DSO secrets and success.   speaker-1 (23:53) Thanks. I do love my D SOs.   speaker-0 (23:56) They're just fun. Britt and I giggle were like, we loved our our new practices, but man, those DSOs, they're like puzzles for us to have to try and figure out, put together. Britt and I will collaborate on these all the time, and it's so fun for those DSOs.   Kiera Dent (24:12) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene or associate onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.  

On today's episode, Dr. Bill Keith speaks during the Dental Success Summit 2026 about understanding your freedom number and building a practice with a clear destination in mind. Drawing from his background in finance, practice ownership, real estate, and DSO leadership, Dr. Keith explains the difference between retirement and true financial freedom, emphasizing that passive income, not active income, is what creates real optionality.  He walks through how dentists can calculate the lifestyle they want, gross it up for taxes, apply a safe withdrawal rate, and evaluate how their practice value, real estate, investments, and business cash flow contribute to that number. Dr. Keith also shares his own journey from buying his father's practice and scaling it, to joining Dental Success Institute, building Dental Success Partners, and choosing a path that gave him more freedom to do the work he loves. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Hello, Voices of the Bench community. This is Casey Baldwin with Ivoclar. If you've been curious about fast-firing zirconia to improve efficiency but aren't convinced it can deliver predictable, high-quality results, I'd encourage you to connect with us. Our new IPS emax Zirconia, offers multiple fast-fire protocols designed to help you save valuable production time while maintaining consistent outcomes. Time is money in every lab. Don't wait. Reach out today and discover how IPS emax Zirconia can help streamline your workflow. As full-arch dentistry continues to grow, so do the demands on today's dental laboratories. That's why Knight Dental recently launched SimplyARCH Studio, a dedicated production environment built exclusively for full-arch restorations. To support this specialized workflow, Knight invested in an XTCERA milling system and carefully evaluated multiple CAM software solutions before choosing hyperDENT. The decision came down to exceptional milling quality, minimal hand finishing, and impressive production efficiency. But what truly set hyperDENT apart was the implementation process. From the very beginning, the team provided more than software training—they shared the knowledge and experience needed to build an optimized workflow for complex full-arch cases. With proven expertise in advanced milling strategies and laboratory production, hyperDENT helped ensure SimplyARCH Studio was designed for long-term success from day one. Join us at the Race For the Future 12 to raise money for the Foundation For Dental Laborary Technology. September 27th in Valley View, Texas! https://dentallabfoundation.org/news-events/race-for-the-future/ Shawn Nowak from Nowak Dental Supplies joins Elvis and Barb to talk all things NOLA LabFest October 15-17th, including the welcome addition to the speaker lineup: martial arts instructor and business coach Jude Grayson. After Jude's keynote at last year's LabFest, the response was strong enough to bring him back for another keynote and a breakout session. The conversation starts with the obvious question: what the heck does a karate instructor know about the dental laboratory industry? As Jude explains, quite a bit. Having practiced martial arts since he was five years old and built a career around teaching, competition, entrepreneurship, and business coaching, Jude draws a surprising number of parallels between martial arts and business. He talks about discipline, competition, confidence, risk, and his “five-year-old board break moment”—the idea that sometimes the ability to succeed is already inside us, and the right coach simply helps unlock it. He also explains how those lessons translate into working with business owners and helping them recognize opportunities they may not see themselves. The conversation then turns toward one of the biggest challenges facing dental laboratories today: knowing when it's time to pivot. With technology, AI, 3D printing, changing doctor workflows, and the evolving DSO landscape continuing to reshape the industry, Jude's NOLA LabFest keynote will focus on how business owners can recognize when change is necessary, decide when to act, and understand the risks that come with being an early adopter. He also shares some great perspective on failure, competition, and why making a bad business decision doesn't necessarily mean you've lost—the real loss comes when you stop competing altogether. Shawn also gives us a look at what else is happening at NOLA LabFest, including education on AI, social media marketing, employee culture, DSOs, and other topics affecting dental laboratories right now. And, of course, there's plenty of the NOLA LabFest fun mixed in, from the masquerade party and distillery tour to the return of Family Feud. It's a conversation about business, leadership, taking risks, and finding ways to keep dental laboratories moving forward—and it all starts with a karate instructor walking into a dental show.Special Guests: Jude Grayson and Shawn Nowak.

Four dentists building a national DSO, unfiltered. Matt Ford, Matt Guarino, Alex Sharp, and Austin Davis on the real business of Shared Practices Group — deals, dental news, markets, and everything from parenting to politics.  Business and banter, weekly. Questions? bdppod.com.

The Grateful Dead made their only visit to the land of chocolate on a rainy night in summer 1985, a pivotal show for different reasons for lighting crew member Dan English and longtime Dead Head photographer Bob MinkinGuests: David Lemieux, Dennis McNally, Dan English, Bob Minkin, Hawk, Dave Leopold, John Leopold, James Williamson, DNA, Johnny Dwork, Andy Perrine, Tom Storrer, Joe Noce, Joe StevanoffSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most business owners only track the time between issuing an invoice and getting paid, and wonder why cash still feels tight. In this episode, Claire Hancott breaks down the customer journey cash cycle: the full picture of how long money is actually out of your business before it comes back in. If you're spending on marketing, taking on new work, or thinking about scaling up, this episode shows you exactly what you need to know before you commit more cash. Key topics covered: Why invoice-to-cash (your DSO) is only one small part of the real cash flow picture The four stages of the customer journey cash cycle, from lead generation to cash in the bank How to calculate your own cash cycle in days, and why that number matters more as you grow Why slow invoicing is one of the easiest and most costly gaps to fix in any business How to use your cash cycle number to work out exactly how much spare cash you need before ramping up marketing spend Why this calculation becomes essential when raising funding or approaching investors ⭐ Rate, Review & Share this episode with fellow business owners, and let's grow together! ⭐ Take the Finance Fitness Scorecard https://www.profitcashgrowth.com/finance-fitness-score ⭐ Subscribe to the weekly newsletter to get Expert Advice Straight to Your Inbox: https://www.profitcashgrowth.com/subscribe ⭐ Get a Free copy of Claire's book Profit By Numbers: https://www.profitcashgrowth.com/book   VALUABLE RESOURCES Website LinkedIn YouTube Facebook ABOUT THE HOST: Claire Hancott through Profit Cash Growth helps 7 & 8 figure business owners to increase their profit, improve their cashflow and grow their business using their numbers. As a finance director & chartered management accountant, Claire has nearly 20 years' experience in finance and running businesses of her own. This gives her a unique insight into the information and support business owners need to grow a financially successful business. Claire passionately believes that every business should be run by the numbers because the numbers in your business are telling you a story about what is and isn't working and where your opportunities lie. Claire's mission is to provide insightful management accounts, reports and advice to business owners and support them to make smarter decisions.    *The content of this podcast is for entertainment purposes only and does not constitute professional advice.

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Four dentists building a national DSO, unfiltered. Matt Ford, Matt Guarino, Alex Sharp, and Austin Davis on the real business of Shared Practices Group — deals, dental news, markets, and everything from parenting to politics. Business and banter, weekly. Questions? bdppod.com.

Alyssa Keefer, Director of Marketing from Archway Dental Partners, Kelsie Towner, Director of Marketing from Premier Dentist Partners & Grayson Allen, Director of Sales from Carenetic Digital discuss: Website compliance & security Online scheduling struggle Specialized vs. all-in-one  To learn more about Carenetic visit: https://careneticdigital.com/ or email Grayson at: grayson@careneticdigital.com Contact Alyssa Keefer: https://www.linkedin.com/in/alyssakeefer/ To learn more about Archway Dental Partners visit: https://archway.dental/ Contact Kelsie Towner: https://www.linkedin.com/in/kelsie-towner/  To learn more about Premier Dentist Partners visit: https://premierdentistpartners.com/ Subscribe to our channel for more episodes and stay updated on the latest DSO news, insights, and events! If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.      

Our guest for this episode is Dr. Luke Robert. Dr. Luke is a pediatric dentist from Georgia who bought a high-end fee-for-service practice at 130% of collections. Even with people telling him he shouldn't do the deal, he found a way to buy the practice and still make it work. In our conversation, we discuss:- The benefits of a FFS office- How his practice compares to his previous DSO associateships- Strategies for growing the practice- Strategic lending to finance the practice- How increasing his infant and toddler new patients accelerated growth and value

Four dentists building a national DSO, unfiltered. Matt Ford, Matt Guarino, Alex Sharp, and Austin Davis on the real business of Shared Practices Group — deals, dental news, markets, and everything from parenting to politics. Business and banter, weekly. Questions? bdppod.com.

Brittany Mook, Corporate Account Manager from NDX & Sandy Slobbe, RDH, MA from Today's Dental Network share their thoughts on: Digital adoption acceleration  The hidden cost of remakes Lab standardization To learn more about National Dentex Labs (NDX) visit: https://nationaldentex.com/. You can learn more about the DSO Lab Program here: https://nationaldentex.com/dso-lab-program You can also connect with Brittany Mook here: brittany.mook@nationaldentex.com or call her at 931.581.5390.  You can contact Sandy Slobbe here: sandy.slobbe@tdn.care or call her at 813.482.8787.   Subscribe to our channel for more episodes and stay updated on the latest DSO news, insights, and events! If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.

In this solo episode of the Shared Practices Podcast, Dr. Andrew Clingan tackles one of the most insidious threats to sustainable dental practice growth: a lack of clear vision. Using a real-world example of a highly successful but directionless young practice owner, Andrew explains how relying purely on talent and willpower eventually leads to spinning in circles. When you lack clarity, it becomes impossible to make sound decisions about marketing, PPOs, or multi-practice expansion, ultimately stunting your long-term success.To excel as a dentist today, you must understand that the "floor" has risen; succeeding requires more intentional business strategies than it did a decade ago. Andrew emphasizes that you cannot simultaneously optimize for elite clinical mastery, aggressive scaling, and perfect work-life balance. Achieving sustainable dental practice growth requires picking a path and maintaining a disciplined clarity of vision.Here is your guide to finding focus for your practice:Ignore the Extremes: Do not let social media highlight reels push you into building a 30-practice DSO or becoming an elite cosmetic dentist if those paths do not align with your true desires. The "middle of the road"—such as a profitable group model with two doctors and four hygienists—is often the sweet spot for sustainable dental practice growth.Audit Your Time: Regularly sit down and write out everything you do throughout the week. Identify the tasks you hate (like managing staff drama) and delegate them to leadership, while doubling down on the things that actually fire you up.Build Optionality Early: Be highly conservative with your personal finances early in your career. Living below your means and aggressively investing in your clinical and business skills provides you with the freedom to pivot your career path in your 40s or 50s.Read "Traction": Implement the principles from Gino Wickman's EOS framework to align your team and ensure everyone in the practice is rowing in the exact same direction.Ready to take the next step in your dental practice journey? Visit https://sharedpractices.com to learn more about our Buyer Representation and Coaching services, designed to help dentists buy, grow, and optimize profitable practices. You can also use our Free Look to evaluate dental practice opportunities with real data before making a decision. For daily Dental Moneyball insights, strategy tips, and updates, follow us across our social channels.

Join dental entrepreneurs George Hariri, Matt Guarino, and Matt Ford as they break down the realities of running their national DSO, Shared Practices Group. They tackle the triumphs and tribulations of scaling a business, answer your burning questions (submit yours at bdppod.com), and delve into life's other adventures - from health and parenting to sports and politics. It's business, banter, and everything in between. Tune in and join the BDP community today!

In this throwback episode of the Group Function Podcast, Alan Mead sits down with two titans of dental podcasting: Dr. Mark Costes and Dr. Paul Etchison!  Together they decode the rapidly evolving world of Dental Service Organizations (DSOs). They break down complex industry jargon like EBITDA, recapitalization, and same-store growth, making it easily digestible for independent practice owners. The trio explores the transition from the initial wave of practice consolidation to the modern, highly discerning private equity landscape. Between dropping heavy business knowledge, they also take a nostalgic detour to reminisce about feral 1970s and 80s childhoods, riding bikes until sundown, and the ultimate debate: Star Wars versus He-Man. Mark and Paul use quite a few terms that you might not be 100% familiar with. I had heard them kicked around, but before the conversation starts, I list a couple definitions that you might find helpful: DSO: Simply put, DSO stands for Dental Service Organization. A DSO is a company that helps administer the business aspects (management, marketing and business administration) of the dental practice. EBITA: EBITA stands for "Earnings Before Interest, Taxes and Amoritization." It is a measure of profitability that a potential investor can use to evaluate a potential company or practice. It's used help make "apples to apples" comparisons between potential investments. EBITA is calculated from financial data reported by a company. Many DSOs valuate dental practices as a multiple of their EBITA. same store growth (or same store sales): a measure of growth used by a DSO to know how well an individual practice within the DSO is doing. A DSO will want to know how well the individual practice is doing vs. the entire DSOs growth. The idea is to invest in a practice that has potential to grow in it's own location separate from its relationship to the whole DSO. Private equity (or PE): a type of investment where investors buy shares of privately-held businesses. Private equity is the money supply that has driven the DSO revolution in dentistry (and many other industries). Private equity money expects a return on their investment much like any investor would.  Recapitalization (aka: recapitalization event): "the second bite at the apple" according to Mark and Paul. Recapitalization is the restructuring of a company's debt and equity mixture, and/or financing. This is usually done to stabilize a company's capital structure. In the context of a DSO, recapitalization might be the sale of a smaller DSO/group to a larger one and/or the buying out of dental owners. Some links from the show: Dental Success Network (Mark's stuff) Dental Practice Heroes (Paul's stuff) Join the Very Dental Facebook Group using one of these passwords: Timmerman, Paul, Bioclear, Hornbrook, Gary, McWethy, Papa Randy, Frank or Lipscomb!  The Very Dental Podcast network is and will remain free to download. If you'd like to support the shows you love at Very Dental then show a little love to the people that support us! We're proud to be supported by the folks at Net32! I'm a big fan of the Bioclear Method! I think you should give it a try and I've got a great offer to help you get on board! Use the exclusive Very Dental Podcast code VERYDENTAL8TON for 15% OFF your total Bioclear purchase, including Core Anterior and Posterior Four day courses, Black Triangle Certification, and all Bioclear products. Crazy Dental has everything you need from cotton rolls to equipment and everything in between and the best prices you'll find anywhere! If you head over to verydentalpodcast.com/crazy and use coupon code "VERYSHIP" you'll get free shipping on your order! Go save yourself some money and support the show all at the same time! The Wonderist Agency is basically a one stop shop for marketing your practice and your brand. From logo redesign to a full service marketing plan, the folks at Wonderist have you covered! Go check them out at verydentalpodcast.com/wonderist! Enova Illumination makes the very best in loupes and headlights, including their new ergonomic angled prism loupes! They also distribute loupe mounted cameras and even the amazing line of Zumax microscopes! If you want to help out the podcast while upping your magnification and headlight game, you need to head over to verydentalpodcast.com/enova to see their whole line of products! CAD-Ray offers the best service on a wide variety of digital scanners, printers, mills and even  their very own browser based design software, Clinux! CAD-Ray has been a huge supporter of the Very Dental Podcast Network and I can tell you that you'll get no better service on everything digital dentistry than the folks from CAD-Ray. Go check them out at verydentalpodcast.com/CADRay!

"I'd only sell for a stupid multiple. Thirteen, fifteen X." A five-practice owner from Dallas calls the hotline with the question every group owner is quietly asking: when do I sell, and what's the highest multiple anyone has actually gotten? What follows is one of the most candid breakdowns of the DSO economy you'll hear anywhere. Zombie DSOs, zero interest rate policy, bridge loans at 18 percent, dilution that sellers never see coming, and why a headline multiple is not the same as a check. Peter and Craig make the case for a different scoreboard entirely: do the honest math, optimize for cash flow, and build a life you don't want to sell. Dr. Cary Brown returns with an update on his My Story journey from February: Google reviews doubled, revenue consistently up, and a self-graded report card that Peter and Craig immediately push back on. The real lesson isn't the tactics. It's the psychology of giving yourself credit and the power of consistency over intensity. Plus, a milestone to open the show: the Bulletproof Summit 2026 is officially sold out, and Craig records his final podcast from his current office before breaking ground on a 3,000 square foot expansion that takes his practice to 26 operatories. At 55, he's stepping on the gas again. Got a story or a question for the guys? Call 561-933-5575. www.bulletproofmastermind.com www.bulletproofsummit.com  

What if I told you that much of what you're hearing about OSOs, DSOs, private equity, and debt is missing the context you need to make an informed decision about your practice?In this episode of Five Minute Friday, I break down some of the fear, misinformation, and clickbait surrounding private equity-backed orthodontic organizations. After receiving dozens of questions about the financial health of OSOs—particularly following a recent article—I want to explain how debt, refinancing, equity, and partnership structures actually work in the private equity world.This episode is not an argument that every orthodontist should join an OSO or DSO. It is a call to educate yourself, understand the structure of the deal, and stop allowing fear or industry rhetoric to make major financial decisions for you. My goal is to give you context so you can evaluate whether affiliation is right for your practice, your family, and your long-term goals.

The Deadcast points to the Saratoga Performing Arts Center in New York, set inside the lush green of a state park & home to some of the wildest Grateful Dead shows of the mid-1980s, with a look at the 1985 parking lot scene.Guests: David Lemieux, David Leopold, Johnny Dwork, DNA, Ken Schneider, Andy Perrine, David Moran, Corry Arnold, Nicholas Meriwether, Annabelle Walsh, Donick CarrySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On today's episode, Dr. Mark Costes sits down with Dr. Lou Graham live from Thrive Live 2026 in Las Vegas. Lou shares the story behind Catapult Education, the independent education-based company he founded 23 years ago, and how it has grown into a powerful platform with speakers, evaluators, and tens of thousands of subscribers.  He and Mark discuss the evolution of dental education, the growing demand for hands-on learning, the challenge of keeping teams engaged in a distracted world, and how technology, AI, digital workflows, and customized education are shaping the future of the profession. Lou also opens up about transitioning out of clinical dentistry, selling to a DSO, mentoring younger doctors, and building a career around leadership, communication, and helping dentists continue to grow. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.catapulteducation.com https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

You might think the secret to more case acceptance is all about your fees, your marketing, or amazing treatment presentations, but what if it's actually about the way you make patients feel during your conversations? In this episode, Dr. Sasha Rutnam, with over 30 years at the chair (including 25 as a practice owner in Sydney) breaks down why trust and genuine connection are the real drivers behind patients saying “yes” to your recommendations. Dr. Rutnam shares candid lessons from both private practice and transitioning to a DSO model, emphasizing that patients can instantly sense sincerity, and that pressuring them or relying on polished sales scripts only creates distance.Dr. Rutnam explains that quality patient communication is the foundation of everything: retention, referrals, and deep, multi-generational relationships. Using practical, real-world tactics, she details how gentle reassurance, listening to fears, giving patients control, and allowing treatment to unfold at their pace transforms outcomes for both patients and clinicians. She talks honestly about the mental load of delivering complex care, why rushed consults often lead to misunderstandings and complaints, and why separating the money conversation from clinical advice builds trust. Packed with actionable strategies (especially for anxious patients) this conversation will reframe how you approach both new and long-time patients, and why honing your communication can be your most important clinical skill.What You'll Learn in This Episode:The biggest factors influencing case acceptance and why it's NOT just about the treatment plan or priceSigns patients trust your intent (and how they spot inauthenticity)Practical ways to communicate care and earn trust, even with anxious patientsWhy longer and unrushed consults lead to better outcomes and fewer complaintsHow to separate value discussions from financial talks to maintain perceived valueStrategies for handling “I need to think about it” without feeling pushyThe importance of continuity and personal connection, even after team handoffsWhy acknowledging patient boundaries and choices leads to stronger relationshipsKey phrases and behaviors to avoid that can erode patient trustHow investing in communication skills delivers lifelong benefits for your clinical and business successListen now to discover how transforming your patient conversations can set your practice apart and create lasting relationships!‍Sponsors:‍Net32: Founded by a dentist, for dentists. Net32 is the leading online marketplace for dental supplies, helping dental and medical professionals save on high-quality products for over 25 years. Start saving today at: https://www.net32.com/dentalmarketer‍Click here for a special offer!‍CallRail: Call tracking + AI that turns calls into campaigns that convert, quality patients, and cost savings. Click our link to start a free trial today! https://sta.mx/vz69Click here for a special offer!Guest: Dr. Sasha RutnamCheck out Sasha's Media:Website: https://drsasharutnam.com/Sasha's Book "Dental Patient Communication Made Simple": https://a.co/d/08yyHc0y‍Host: Michael AriasJoin my newsletter: https://thedentalmarketer.lpages.co/newsletter/‍Join this podcast's Facebook Group: The Dental Marketer Society‍Love the Podcast? Follow on Your Favorite App! https://lnkfi.re/TDMPod

What if the reason you're still buried in emails has nothing to do with how many hours are in your day? Jordin McEntire sits down with Jackie Brown, Global Head of HR at SupportDDS, who spent years working alongside doctors at a DSO with 75 practices and 200 clinicians. She kept seeing the same thing play out. Owners were still managing their own schedules, still answering their own emails, long after they'd outgrown that job. Jackie explains why she built the Executive Excellence Academy to train executive assistants who think ahead of problems instead of just reacting to them, and why SupportDDS holds turnover down to 6.2% when the industry average runs far higher. She breaks down what real support actually looks like, from protecting an owner's priorities to running daily check-ins that keep the whole day on track, and what changes for a practice once that kind of support is finally in place.  

Late last month, John shared two theories about the Cormoran Strike series of novels, both from Katya Slonenko, a member of the Reddit r/CormoranStrike online fandom: Dementia, Jewelry, and a Nine Inch Cock: The Mystery of Shanker's ‘Old Man,' His Given Name, and Why He's Never Killed Jeff Whittaker and Katya Slonenko: Leda Strike's 'Mistress of the Salmon Salts' Pudenda Tattoo. John corresponded with Katya while preparing those posts and invited her to join him and Nick for a discussion of her ideas, of life as a Redditor, and her thoughts about Rowling's artistry and meaning. She accepted the invitation but said she wouldn't be free until July to talk. Hence the wait! As expected, though, speaking with her about her own journey to expertise in Rowling Studies, her ideas about the clues Rowling has embedded so carefully within the first eight books and especially in Hallmarked Man, and the Reddit posts of which she thinks Hogwarts Professor readers need to be aware was well worth the wait.You'll want to read those posts from June before listening to get the most out of this conversation, but, regardless of your preparation, John and Nick believe that every Serious Striker and Rowling Reader will be charmed and challenged by Katya's remarkable insights, generous spirit, and winsome personality. The conversation includes three other Reddit community posts — about Leda's ‘Carnival' dress (Arachulia), about the real name of her first husband, and about the Harry Potter tattoo Rowling-Galbraith hid on a Strike novel character's shoulder — which took the discussion above and beyond the two Katya theories in the June posts.Nick and John close the conversation by inviting her back and they hope readers here will share the questions they want us to be sure to ask her on her return visit in the comment thread below. Or just ask her yourself! As she demonstrated on the threads beneath the June posts, she is generous with her time in responding to other Strike fans.Can't wait for more Katya Slonenko? Follow her at r/CormoranStrike, on Instagram (Tattoos!), on FaceBook, and check our her older, longer posts on Medium…The Ten Plus Questions with Links1. Welcome, Katya, and thank you for joining us! The serious readers at Hogwarts Professor have been buzzing about your Shanker and Leda r/Cormoran Strike Reddit posts and we're thrilled to be able to talk with you about those ideas. First, though, tell us about your first Rowling reading experiences and how you started posting on Reddit about the Strike series.2. I'm guessing that Reddit Strike fandom may be as unfamiliar to Hogwarts Professor readers as it was to me. What is it about the Pelican_Girl and TopRequirement670 moderated posts and that international community that you love the most?3. Shanker! I confess -- I hadn't given him a thought really beyond a doppelganger twin for Strike before Fiona from Adelaide introduced me to the ideas that he had to be involved in the death of Leda Strike and that the Riccis were also somehow party to it. Ed Shardlow shared your Reddit post on the subject and my mind was blown; you made a compelling case soon after the publication of Hallmarked Man last year that Shanker is a Ricci, the illegitimate son of Nico ‘Muccy' Ricci, but to avenge Leda Strike's death he has become a Met or MI5 informer. Let's start with the four pointers that Shanker gave Strike in one conversation that he is a Ricci-by-blood and what made you think of that connection:* Shanker's statement that his father had dementia or was senile;* Shanker's report that his dad taught that jewelry was the way to a woman's heart;* Shanker's claim that his ‘old man' was said to have a “nine inch cock;” and* Shanker's saying that his begetter “‘ad kids wiv abou' ten diff'rent women.”4. I see the trigger now that you've detailed it but you dug and made four more connections that were buried in the texts of the series' other books:* Shanker's knowledge of the Ricci clan, especially Mucky,* his Strike-witnessed working with Mucky in drug deals,* “he deals cocaine and is good with a knife;” and, best of all,* the reaction Robin had to both Shanker and Luca at their first meeting, the fun-house mirror upside-down reflection of the attraction half-siblings feel for another intuitively. Robin is viscerally repulsed and afraid of the half-sibling Ricci boys.We cannot not see these connections after you point them out, but they're nigh on invisible until they're pointed out! Why do you think you saw them when we missed them -- and why do you think Rowling has taken such care to make them invisible in plain sight?5. And Shanker is an MI5 informant? Where does that come from?5.5 Let's not forget that you also make an intelligent guess, the first one I've heard, about what Shanker's given name really is, one based on the names of Nico Ricci's two children out of ten for whom we have names.* Katya shared not only her reasoning about why Shanker's name is John or an Italian variant of the Evangelist's name but also her theory about the parentage and name of the other remaining character in the series who also remains nameless: the mysterious ‘Strike' with whom Leda ran away from Cornwall! (Be sure to read the comment thread for Redditor conversation about other possible Ricci children…)6. Your thoughts about Shanker all feed into theories about Leda Strike and her mysterious death in the end, which brings us to another aspect of her life and death about which you've brought an important and unique perspective. I'm talking about the Mistress of the Salmon Salt tattoo. Did you know anything about tattoos, Katya, before writing this piece?7. As a tattoo artist yourself, what do you make of Leda's tattoo placement?8. Tattoos are meaningful, powerful reflections or revelations of the person's interior life or self-understanding (see the post about Katya's ‘Salmon Salt Tattoo' theory for much more on this). What do you think this tattoo communicates about Leda? Is it another example of Rowling's text-within-the-text or a variant of her using cryptonyms to signal important information about a character's inner life?What Tattoos Mean in Cormoran Strike and a Catalog of Examples* From Katya's 2023 ‘Mistress of the Salmon Salt Revisited:'I hear you asking - why can't Leda's be just a tattoo, without any deeper meaning to it? That's because all the other tattoos in the Strike books have meaning and provide a clue to their wearers' characters.Here are some examples:* Kelsey Pratt's One Direction tattoo is an obvious link to her being a One Direction fan. (How Leda's tattoo is different? She chose the name of the particular song, not the more generic name of the band, to be tattooed on her)* Laing's rose pierced with a dagger bluntly means violence to women. Rose is a woman in the language of symbols, while the dagger is… well, a dagger.* Polworth's St Piran's cross means he's a Cornish patriot. I'll be surprised if it also doesn't mark him as The Hanged Man (a symbolic bearer of a cross)* Portia Bayliss's trident refers to her Caribbean roots* Edie had a small black heart on the knuckles because she was the creator of ‘The Ink Black Heart' cartoon.* Zoe's tattoos are of ‘The Ink Black Heart' characters she identifies with.* Pez Pierce has The Beatles quote around his neck - Strawberry Fields was (is?) a place in Liverpool.* Union Jack, a skull, and a Nordic “Chaos” rune give a good impression of what the Turisaz character will be about (all tattooed on visible spots like head or neck - he wears them proudly!);* Same with Algiz and Uruz, sans the Union Jack and the skull.* Noli Seymour's tattoo stands for “Golden Prophet”. It denotes her connection to the Universal Humanitarian Church and her status there as the current Golden Prophet.* An ace of spades was inked onto his left cheek, and a tattooed tiger covered his throat. - Jordan Reaney's tattoos are pretty telling, too.* Not a character, but still - JK herself has a tattoo, “Solve et Coagula”, which means - “I'm a writer of an alchemical detective series!” :DSo you see, all these tattoos are chosen to reflect their owners' personal histories. That's generally a feature of Rowling's writing: if she describes a character, every little detail works for the portrait she wants to paint. There are no details put there “just because” - everything is important. How the characters dress and speak, what they eat and drink, what music they listen to, and what tattoos they have tell us something about the character.What does Leda's tattoo contribute to her portrait?Nothing!In Career of Evil, when we learn of its existence, the tattoo adds literally nothing to Leda's portrait. Why is it mentioned in the story to which it makes zero contribution, except for serving as a plot device enabling the killer's obsession?Because it will be important later.* Katya shared in her answer her theory from experience that Rowling-Galbraith had secretly marked a character as a Harry Potter fan by giving her a shoulder tattoo that Potter-heads would recognize!9. Rowling's Solve et Coagula tattoo: what do you think she is telling the world about herself? Is there a correspondence or tie between the author's tattoo and its placement and Leda's?10. Whittaker quotes a line from the Salmon Salt song by the Blue Oyster Cult — “She was the Quicklime Girl” — while testifying at his trial on murder charges; what do you think that tells us about her death? Does it suggest it was suicide or murder? Do you think Whittaker did it? 11. And another one to make eleven! You thought at one point because of the meaning of ‘Mistress of the Salmon Salt' that we had to take seriously the possibility that Leda herself was a serial killer. But you've changed your mind. Why is that? * In addition to her own thinking on this subject, Katya shared yet another Redditor theory, this one from Arachulia about The New Dress that Aunt Joan said was the real reason that Leda had left her Nancarrow home in Cornwall with the mysterious ‘Strike.' Enjoy! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit hogwartsprofessor.substack.com/subscribe

Lisa Arciga, Procurement Manager at Pearl Street Dental Partners, Tim Otto, CEO of Alcan Dental Cooperative & Riley Berg, Business Development Manager at Dental City discuss: Standardizing Procurement AI in Purchasing Last Minute Ordering To connect with Dental City visit: https://dentalcity.com/ or contact Riley Berg at rberg@dentalcity.com Connect with Lisa Arciga at lisa@pearlstreetdentalpartners.com or visit https://www.pearlstreetdentalpartners.com/ You can also learn more about Alcan Dental Cooperative at https://www.alcandentalcooperative.com/ . Subscribe to our channel for more episodes and stay updated on the latest DSO news, insights, and events! If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.

In this episode, Howard Farran sits down with Karl Frye, Principal Broker and owner of Frye Practice Sales, a Scottsdale-based practice and commercial real estate brokerage, and current President of the National Association of Practice Brokers. Before founding his firm in 2015, Karl spent more than a decade in commercial banking serving the M&A needs of doctors — financing the startups, growth, sales, and refinances of dental practices nationwide. That credit background gives him a distinctive, outcome-focused perspective on what's actually realistic in today's healthcare acquisition market. The conversation tackles the questions on every practice owner's mind: whether the private-practice buyer is truly a thing of the past (Karl says not so fast), and whether dentists should simply say "no" to the DSO (his answer is more nuanced than you'd expect). Howard and Karl walk through how sellers should navigate a shifting market, what buyers should be doing right now, and a recap of where the lending market stands. They close on a decision many selling dentists overlook — whether to sell the commercial real estate along with the practice or hold onto the building and collect rent.   Episode #1719 : Dentistry Uncensored with Howard Farran, Howard sits down with Karl Frye — Principal Broker and owner of Frye Practice Sales and current President of the National Association of Practice Brokers — for a straight-talking look at the dental transitions market. With 12+ years financing healthcare M&A before becoming a broker, Karl brings rare credit-side insight. Is the private practice buyer a thing of the past? Should you say no to the DSO? And what should you do with your building when you sell?

What happens when the F-1 "duration of status" rule disappears overnight — and how many employers are actually paying the new $100,000 H-1B fee? On this episode, host John Q. Khosravi talks with Anne Rowley, Esq. of Grossman Young & Hammond about her path into business immigration law, the newly finalized F-1 duration of status rule, the real-world impact of the $100,000 H-1B fee, and a behind-the-scenes look at planning the AILA California Chapters Conference (San Francisco, first week of November). Timestamps: 00:00 Intro 00:33 Intro 01:24 Sponsor: E-Immigration Hero Spotlight 02:17 ILT mentorship & courses 02:57 Disclaimer 03:04 Anne Rowley's Path Into Immigration Law – Wisconsin to LA to San Diego 05:10 Grossman Young & Hammond's national presence 05:48 Current immigration "insanity" & hot topics 06:09 F-1 duration of status rule explained 06:43 Advising students before the rule change 07:14 F-1/OPT/CPT nuances & DSO challenges 08:15 Community & sponsor reminders 09:37 More on the new F-1 rule (English limits, PhD students) 10:30 Firm growth – DC, Miami, San Diego expansion 11:07 Keeping corporate H-1B clients informed 11:54 The $100K H-1B fee: client experiences 12:58 AILA California Chapters Conference preview 14:11 Getting involved with AILA committees 15:40 Firm operations, KPIs & forecasting 16:55 Closing thoughts & CCC reminder 17:14 Outro Spotify | iTunes | YouTube Music | YouTube Follow eimmigration by Cerenade: Facebook | Instagram | LinkedIn Start your Business Immigration Practice! (US LAWYERS ONLY - SCREENING REQUIRED): E-2 Course EB-1A Course Get the Toolbox Magazine!  Join our community (Lawyers Only) Get Started in Immigration Law! The Marriage/Family-Based Green Card course is for you Our Website: ImmigrationLawyersToolbox.com Not legal advice. Consult with an Attorney. Attorney Advertisement. #podcaster #Lawyer #ImmigrationLawyer #Interview #Immigration #ImmigrationAttorney #USImmigration #ImmigrationLaw #ImmigrationLawyersToolbox  

Join dental entrepreneurs George Hariri, Matt Guarino, and Matt Ford as they break down the realities of running their national DSO, Shared Practices Group. They tackle the triumphs and tribulations of scaling a business, answer your burning questions (submit yours at bdppod.com), and delve into life's other adventures - from health and parenting to sports and politics. It's business, banter, and everything in between. Tune in and join the BDP community today!  

Talisker Resources CEO Terry Harbort discusses the company's rapid progress at the Bralorne Gold Project, including a 3.36-million-ounce resource, high-grade underground development results, and the rollout of an ore-sorting system designed to cut transport costs and improve payable grades. Harbort also outlines the company's $11 million equipment financing, expansion of its land package through the Ben Nevis acquisition, and plans for a hybrid DSO-to-mill strategy. The conversation also covers permitting, production ramp-up, upcoming quarterly results, and a preliminary economic assessment expected this fall, as Talisker advances its district-scale growth strategy.

Private practices — ever feel like you can't win against the DSOs? Kiera talks about what your practice can continue to produce that DSOs, with their multiple locations and bigger budgets, can't replicate. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera, and I am excited. Today's gonna be a fun rift of a podcast for you. It's gonna be like, can independent practices like private practice still beat DSOs if you want to? This isn't a rag on DSOs, it's not a rag on private practices. It's just can private practice, independent practices still win against the DSO? Because I think a lot of people are losing faith and confidence and feeling like if I'm not a part of a DSO, I can't win. So I wanna just tickle our brains today.   Think about it in a different way and let's have a fun rift because you remember this is the best place. Dental A Team is the place where we are obsessed about helping you have your best life. We call it the Yes Success Model, where we focus on you and your vision, earnings and profitability, and then systems scale and structure for you. So that way you've got the systems, the structure, and the scalability for long term. I'm obsessed with helping teams and doctors align. I'm obsessed with dentistry. My last name's Dent for crying out loud. I love this. So let's do a good rift. Let's talk about.   Can we really still win? It feels like DSOs, they got so much money over there and like they don't have to worry about margins. But I don't think that that's necessarily true. And I do believe last year, now I believe I know, DSOs had their first down year last year. So like I said, there is no I don't have a dog in the fight. My dog in the fight is which I don't even know where that phrase comes from. So if someone wants to pen pal me and tell me about this, I mean I could sure I could look it up. But like if you know, send me an email, Hello@TheDentalATeam.com. I'm Kiera. It's fun. It's fun to have a good pen pal over there.   But I I think my dog in the fight is what's gonna be the best for dentistry long term. That is my dog in the fight. I wanna make sure that we as a population, money talks. I don't blame you. Getting a good multiple for your practice, like, why not? You're in you're in the golden era of dental practices. Or so they make it put on paper. Make sure it really is the golden era for you if you choose to go that route. and a lot of people have been very happy. A lot of people have also had the shorts burned off them. Tell me why that's a thing too. Like,   How does someone get their shorts burned off them? I also want to know that phrase. I'm here for the phrases today, too, on the rift. And also, I'd love to know your opinion on this. So I'm gonna rift on my side and then shoot me an email. I'd love to hear. Hello@TheDentalATeam.com so okay, the rift today. DSOs are all like, okay, let me just go back, backing it up. Ultimately, I hope that we preserve the sanctity of great dentistry for patients forever.   That's my hope. I don't care if it's DSOs, I don't care if it's private practice, I don't care what it is. But I do not dental practices are businesses. I also work in dentistry as a clinician. And I'm not okay with us squeezing margins and compromising care to hit margins. To me, that's just unfair. It's unfair for patients. I look at a lot of things in our healthcare system and I don't love it. And so I think that dentistry has been kind of the wild, wild west, and we've stayed out of a lot of it. And so I just hope that while we make   Decisions financially and personally, I hope that we think about our long-term consequence. And that comes for a lot of new ones. I think that there's more senior doctors who have been in dentistry for a long time. Like they're not as worried about the multiples. I think a lot of our newer doctors who have a lot of debt on this, there's an easy cash payout. I would just say and a caution and an ask is let's just remember that we've had pioneers ahead of us who have paved the way.   Let's continue to be those pioneers that are able to preserve and sanctify dentistry, whether that's through DSOs or private practices. So that's Kiera's dog in the fight. And I hope that you agree. And maybe you have a different opinion. So like let's have a good conversation. This is what we talk about in our monthly masterminds. So come chat, hang out. I'd love to have you there. okay. So can we win? Here are some thoughts of how private practices can still win against DSOs. So like DSOs, they do have more locations. They got bigger budgets, they've got bigger teams.   But I do feel like there's still things in private practice that DSOs can't replicate. So I think the biggest threat is if you feel like you can't compete and you give up because there are ways and you can still win. you don't have to outspend a DSO. You don't need to out execute them. I do think that there's still competitive advantages. And so really leaning into whatever is going to be best for you. And again, remember, my my long term opinion is let's just make sure that we protect and sanctify dentistry for the health of our patients. And yes, I want you to be a profitable business owner.   I think you can have both. I don't think it has to be one or the other. DSO or non-DSO. Now, private equity. I do have my opinions about private equity and I don't believe that they're always there for ethical reasons. and so I just say like make sure that the decisions you're making with your practice and your patient is going to help long term, the greater good. So those are my two cents on it. So anyway, just we work with a lot of practices. So I think that there's still ways that you can still compete against large corps, corporations. So number one.   I think is independent practices, private practices, they have a connection that I think a lot of DSOs lack. DSOs tend to have a burn and churn model. So patients actually knowing their doctor, trusting their team, feeling remembered, feeling valued, and making sure that it's not a constant churn. Now I will have a call out. There are a lot of private practices that I know that are also on a burn and churn. They're churning associates left and right. They're turning team members. I get that it's hard right now, but I will say that if that's your practice, you are not competing against those corporate organizations that have.   run of the mill doctors. So I think that private practices can have a consistent provider relationship. I absolutely hate going to the dentist. I actually have transferred away. Like I can get multiple doctors across the road, guys. I don't know if you know what I do for a living, but I work with a lot of dentists. So if I want sporadic care, aka I go into one practice, but I see different providers all the time. And I know we have the whole phrase of they're provide their patients at the practice, which is not wrong.   But I'd say the more consistent you can have of team of providers that's going to help you win. I'm not saying to keep team members just because of longevity. I am here to say though, consistent provider relationships I do think will outshine. Just like I hate getting a new hair person, I hate getting a new nail person. People don't like to change that. So I think that that's going to be a zone for you. So personalized experience and long-term patient loyalty. Those are going to be   key places that I think private practices can win. Now, DSL is listening, guess what? This is your edge as well. Like this is how you can have an edge. And ultimately we're all here for it. But these things need to stay and maintain. so I do believe that patients who see the same doctor, the same team for years are much less likely to leave based on price or convenience. Like they're going to stick with you. Why why? They don't want to change that up. I don't want to go show someone else my mouth and have that awkward moment where I just   Don't like I don't have this, so just know that it's a space where like you gotta you gotta be connected, you've gotta help them feel seen and known. And I do believe that that's that is a zone. Daos are gonna scale systems, but like being able to scale genuine relationships, I do think is a harder thing. So in private practices, watch yourself. Look to see do you have those genuine connections? Are we scaling genuine relationships? Is that something that we're doing in those personalized pieces? You can stand out and still scale and still be profitable. So   I just think maybe like if you're looking at this, looking at your team, wanting to have a reflection, what's a way that we can connect and create more personalized patient experiences? How can we keep like, if we want to keep a patient for life, what's gonna make them want to choose us consistently? If there's a competitor of price, if there's a competitor of convenience, how do we make sure those patients stay loyal to us? another thing I think that private practice can win on is believe it or not, in private practice, you can typically move faster.   So I know a lot of people when they interview coming to Dental A Team coming from large organizations, like, I love that there's not as much red tape, Kiera. I love that you can move quicker, that we can make decisions faster, we're more nimble. And I think that that is a a huge selling point for private practices to be able to out outpace. You can have faster decision making, you can have faster implementation, you have less red tape, you've got greater flexibility. That can also create chaos. We gotta make sure that we don't we don't flex too much. But   If patients are wanting something, we can usually make those calls. We can have a more personalized experience. We can have like great water bottles. We can have different things that make patients have it. So, like you can change scheduling systems, you can change patient experience protocols, you can have like different pieces that your patients can recognize and see. Where in large organizations, a lot of times it does take like months to implement these items. So I do think agility does create opportunity. And so for you to just look at this and think like, all right, what ways can we be more flexible, more adaptable?   Like you don't have to have permission to improve things. So if you don't have to have permission to improve, what are we waiting to improve? What things could be improved upon? How can we make a better patient experience? How can we make a better team experience? there's a doctor that I was talking to the other day, and he said, Kiera, I have like a lifestyle practice and I want to attract team members for that lifestyle practice. And I just thought, like, how crazy cool is that? Because I think like that is the agility, that's the flexibility of a private practice that also makes it a great working place.   For team members. Like it's not just about patients, it's also about team and attracting those. So that's another zone where I think private practice can still outpace a DSO for sure. and then I do think that systems can win more than size in a lot of ways. So a lot of times we think bigger is better. And I know a lot of times I'm intimidated as a smaller business, if you will, smaller, medium sized business compared to large organizations. You're like, they just have all of it, but it's not true. So   I've seen in a lot of our practices very profitable independent practices, really strong leadership, great patient experiences, clear accountability. And you actually can have scheduling protocols and case acceptance systems and leadership systems and financial systems. Smaller scale practices can actually have great, incredible systems in place. So I do believe that a well-run single location or maybe two or three locations oftentimes will outperform on profitability than larger organizations because of.   execution is a lot stronger. So it's having those systems that are clear, having those and I know a lot of people are like, but what systems? And our team kind of boiled it down. There's about like 10 to 15 core systems that every practice that they'll implement and execute on, they're going to thrive. And it's scheduling case acceptance, leadership, like our billing protocols, things like that, morning huddles, very basic, non-sexy, but having those systems is going to be much grander than size.   And the larger you get, yes, they try to implement these, but I do still feel like those systems can create those predictable experiences. They can have a more customized experience. And then if we don't like it, we can pivot that system, we can refine that system, we can make it better. So I just think it's like, how do you have the best run practice? Not necessarily the biggest practice. And so I would look at your practice and what are the systems? What are the gaps? Where do we slip? Where do patients maybe fill that? Where does our team fill that? Let's fix that. Let's organize that. Let's let's have that. That way we're able to.   To be able to outpace. And so there's lots of ways. I think having those genuine connections, making sure that we've got systems that grow with us, having strong leadership teams, having a great, like, I don't know, community feel. There's just something different. Think about it. I have a fee-for-service chiropractor versus corporate chiropractor. I've gone to both. And one is like run of the mill. I come in, I'm out, checked in, checked out, it's cheaper. But they don't know me. They don't have an experience. They don't spend time with me. I do think time that doesn't mean like,   10 minutes, it means genuine connection time. Those things you still can win. And believe it or not, a lot of our practices are sitting at 20, 30, 40% profit margins. You can still be very profitable and not need to be in a DSO. They have a ton, they can scale a lot, but I also think there's an autonomy piece, there's a creativity piece, there's a branding piece of you being able to brand your location as you, to be able to give an experience that is very custom to you, to your audience. So I do believe that there's still a way that private practice can.   win against DSLs. I think there's space for both. I don't think one's right or wrong. But again, like I said, my dog in the fight is whatever we choose to do, whatever pieces we're doing, let's just remember to keep the sanctity of dentistry pure. Let's make sure that we're doing what's in the best interest of our patients. Let's make sure we're not cutting corners on dentistry. We're not trying to fit people in to hit production goals just to hit production goals. We're not compromising the the products that we use to be able to to hit the right profit margins. I believe that   being the best for our patients will always, always follow profitability. So with that, right now, let's remember, like relationships, you get it. You guys also have speed and flexibility and agility. And you also do have systems that you can put into place that will like beat size. They have other things. They've got billing, they've got it, but think about it, you're gonna sell to them anyway. You might as well get those things in place and you might as well try on your own. So   You think they're gonna take over all your problems? You can do this on your own and you don't have to sell your practice. I had a dentist who was wanting to sell his practice. He's like, Kiera, I'm gonna sell to a DSO. And I said, Great, like I'm here for it. Let's rally. And then he's like, I said, let's just think through. Like when they buy you, what are they going to do? He's like, they're gonna expand the practice and they're gonna put systems into place. And I said, Well, do you wanna do that? And he was like, Yeah, like I'm gonna sell to them and they're gonna make all the money on the things that I could just do. And I was like, I'm really proud of you because you're exactly right.   So if they're gonna do that anyway, why not do it yourself and reap the rewards? We're here to help you. I helped that practice. We went took them from eight eight ops to 15 ops. They're doing amazing. They're on track to be a five million dollar practice this year. All those things the DSO would have done. We were able to put the systems in place, build the leadership team, expand the practice. They're crushing it. They're doing incredible over there. So again, flexibility, agility, great patient care. And where they go, because people are like, well, a DSO is the only person who's gonna buy me. That's not true. Stop limiting yourself.   There's lots of people. There's lots of options. Do you know how many people come out of school wanting to buy? They come out and they do want to buy. So don't limit yourself, you guys. People are like, they can't afford homes. That's not true. There's a lot of people willing to there might now need to be two partners instead of just one partner. It's okay. It's gonna look a little different, but that doesn't mean that that's the only option. So I really do think that private practice dentistry can absolutely thrive. I do believe that the practice is winning today, DSO or private practice.   Aren't the ones with multiple the most locations? They're the ones with the strongest leadership, strongest systems, best connection, best patient care. Those are the ones that are winning. So look at it. Do we have the best leadership? Do we have the best systems? Do we have the best patient connection? Do we have the best experience? And if so, fantastic. Make sure that all your patients know it. Make sure that people are talking about it. You guys can do this. I love helping private practices. Whatever your dream is, whatever your goals, if it's DSO or not, I don't care. I just want you to have your best life. And like, hey, before you sell, maybe let's chat.   Let's talk about it. Let's see if there's a way that we could actually take that load and that stress and that annoyance off and you reap the rewards before you go and sell. there's so many ways that we can do this. So reach out. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Top 5 Topics:- The Hidden Cost of Success: Working 7 Days a Week Doing Oral Surgery- The Cases Nobody Else Wants: Inside the Hardest Wisdom Tooth Surgeries- How One Investment Mistake Cost Over $500,000- Why Dental Insurance Is Breaking Dentistry- How Social Media Is Changing Dentistry ForeverQuotes & Wisdom: 9:36 — "Complications happen—even to surgeons who perform these procedures every single day. You're never the only one."1:02:26 — "That one Instagram story disappears in 24 hours. The same educational case on LinkedIn could help thousands of professionals for years."1:03:34 — "Use AI to organize your knowledge so you can spend more time teaching people instead of formatting posts."1:08:00 — "I never started social media to get likes or followers."1:08:08 — "I've been incredibly fortunate to learn from world-class mentors, so whatever knowledge was shared with me, I want to pass on to others."1:08:56 — "If I've helped someone else's career with my content by even 5%, I'll take that every single time."1:13:04 — "Even when you think you're avoiding the DSO model... sometimes you're still in it, whether you like it or not."Questions: 02:03 — "How many offices do you work at in a month's time?"29:50 — "You're working 7 days a week—how do you balance work, workouts, recovery, and the rest of your life?"34:54 — "What's your favorite investment strategy?"42:07 — "What's your local anesthesia protocol today, and has it changed over the years?"47:16 — "When you're taking out 4 wisdom teeth, which one do you remove first—and why?"52:02 — "What have you learned about preventing lingual nerve injuries that every oral surgeon should know?"Now available on:- Dr. Gallagher's Podcast & YouTube Channel- Dose of Dental Podcast #244My watch in this episode = Citizen Cal 2100 Limited Edition PandaDr. Amir's watch in this episode = Rolex Daytona- 6.2026

Dr. Marc Adelberg is a pediatric dentist and faculty member at the Workman School of Dental Medicine at High Point in North Carolina. He practiced for 25 years in New York and grew a six-location practice before exiting via a DSO sale. He shares his extensive experience in private practice, the challenges of scaling a dental enterprise, and his transition into academia. We explore topics like practice growth, team building, and the future of pediatric dentistry.Topics Discussed:Private practice startup and growthChallenges of scaling a dental enterpriseImportance of mission and core values in practiceRole of residency programs and education in dentistryImpact of insurance and Medicaid on practice managementTransition from private practice to academiaTeam building and leadership in dentistry

Dr. Peter Boulden, Founder of Bulletproof Dental Practice & Cory Pinegar, CEO & Founder of Reach discuss: The 61 AI touchpoints in dentistry A systems crisis in dentistry Human connection in the AI age If you are interested in learning more about Reach and their virtual assistant solutions that integrate with AI workflows visit: https://getreach.co/ To learn more about Bulletproof Practice visit: https://www.bulletproofdentalpractice.com/  To register for Bulletproof Summit on August 7th & 8th in Scottsdale, AZ visit: https://www.bulletproofsummit.com/ Subscribe to our channel for more episodes and stay updated on the latest DSO news, insights, and events! If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.

Join dental entrepreneurs George Hariri, Matt Guarino, and Matt Ford as they break down the realities of running their national DSO, Shared Practices Group. They tackle the triumphs and tribulations of scaling a business, answer your burning questions (submit yours at bdppod.com), and delve into life's other adventures - from health and parenting to sports and politics. It's business, banter, and everything in between. Tune in and join the BDP community today!  

Contango Silver & Gold president Shawn Khunkhun discusses why CTGO shares are down ~50% since January and how this presents investors with a buying opportunity. The company's current valuation is just three times next year's expected free cash flow, he shared. He explains the key catalysts investors are waiting for, why and how the company eliminated its hedge book. He outlines the DSO model shipping ore to Kinross's Fort Knox mill and how Contango is reinvesting cash flow into Lucky Shot drilling, Johnson Tract infrastructure/permitting, and a 40,000m Kitsault Valley drill program. He states that a mill acquisition is being targeted for longer-term needs. 00:00 Intro 00:33 Why Shares Are Down 01:05 Catalysts from Mahn Choh 01:54 Kitsault Resource Update 02:24 Lucky Shot Path to Production 03:06 Hedge Book Removed 04:38 Debt and Cash Position 05:53 DSO Model and Growth Plan 07:28 Lucky Shot Drilling Progress 08:38 Johnson Tract Buildout 09:11 Kitsault Exploration Strategy 09:55 Management Versus Geology 11:52 What the Market Rewards 13:33 No Dividends Near Term 14:15 Mill Acquisition Strategy 15:29 Jurisdiction And M&A Focus 17:07 Re-Rating and Share Structure https://contangoore.com/ NYSE & TSX: $CTGO Sign up for our free newsletter and receive interview transcripts, stock profiles and investment ideas: http://eepurl.com/cHxJ39 Sponsor Contango pays MSE a United States dollar seven thousand per month coverage fee. The forward-looking statement disclaimer found in Contango's most-recent company slide deck found at www.ContangoOre.com applies to everything discussed in this interview. Mining Stock Education (MSE) offers informational content based on available data but it does not constitute investment, tax, or legal advice. It may not be appropriate for all situations or objectives. Readers and listeners should seek professional advice, make independent investigations and assessments before investing. MSE does not guarantee the accuracy or completeness of its content and should not be solely relied upon for investment decisions. MSE and its owner may hold financial interests in the companies discussed and can trade such securities without notice. MSE is biased towards its advertising sponsors which make this platform possible. MSE is not liable for representations, warranties, or omissions in its content. By accessing MSE content, users agree that MSE and its affiliates bear no liability related to the information provided or the investment decisions you make. Full disclaimer: https://www.miningstockeducation.com/disclaimer/

Jader Bignamini conducts the DSO and WYSO this weekend in two concerts on Saturday and Sunday. Tune in for live broadcasts 7 p.m on July 18 and 19.

Set the controls for the heart of 1985 and the Dead's 20th anniversary shows at the Greek Theatre in Berkeley, with a look at the band's very busy year, plus Dead Head adventures aplenty.Guests: Dennis McNally, Len Dell'Amico, Rosie McGee, John Leopold, Dave Leopold, Johnny Dwork, David Lemieux, Nicholas Meriwether, Dave PerlisSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Marketing is different than it was five years ago, especially now that AI is firmly entrenched in so many communities. Kiera talks about how AI, online reviews, and local trust are more important than ever, and what you and your practice can do to keep patients coming your way. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera, and I hope you're having a great day. I am having a great day. I love being in office with offices. I love working with practices. I love being with our team. I love seeing my team elevate and grow. I love watching and seeing just wins. I love hearing how our clients are doing. I love to see the wins our clients are getting. Honestly, dentistry is so great and it's fun. It's fun to see the evolution of the Dental A Team. I remember when I started this, there is no way, shape, or form that I honestly thought.   That we would have this many clients that I get to celebrate and love on and just rally to see them hitting production goals that they never thought they'd do, having profitability, working through leadership team issues, ⁓ revamping what they believe is their why and their power. very invigorating to see offices wanting to possibly sell to a DSO and then finding other alternatives, having offices sell to DSOs, having offices bring on partners and associates. To me, that is one of the most like   rewarding parts of owning Dental A Team is to see so many people and to get to be friends with so many of you and to truly watch I would say like the good guys and girls win. And ⁓ my job and our company's mission is to truly like your success is our passion. So I'm excited. I hope that you're excited. I hope you remember the dentistry. We're so lucky to be a part of dentistry. We get the most incredible job and it's it's not just a job. I think it's a life changing experience we all get to be a part of. So today I just want to kind of like dive into like   AI reviews and ⁓ trust are genuinely kind of changing how patients choose their dentists. And I've been watching this and we've been talking about it within our private doctor communities and ⁓ just recognizing that the world's changing on how people are picking dentists now and how are they finding you? And this is a little ⁓ I feel local. So some areas are gonna have more AI influence versus other areas are possibly going to have less AI influence.   But I think for all of us to just kind of figure out like how are patients choosing to go to the dentist? How are patients coming and picking dentists? Cause I do believe that marketing and the AI, it's different than it was five years ago. So I'm also finding that patients truly have already figured out who they're probably gonna call before they even call you. So like they're gonna determine do they trust you or not before they even make that first phone call. And before I used to feel like we could win them over, and I still believe we absolutely can, but a lot of it's already coming. And so it's coming before they talk to you.   And it's more than just having a website. It's you gotta be able to build that trust online with your patients before they even walk through the door, before they even want to make a phone call with you. So I just want to talk about like how is AI changing behavior, why our reviews like genuinely matter, how things are changing over there, things are shifting. there's some new algorithms if you're not familiar with how Google is switching it up for us, and really just trying to give you guys some preps because I believe that there are maybe some possibly three areas for a practice to focus on to really like   be the choice of your community. So we're big on making sure that we work. We work across the globe. We work across the nation. So seeing practices and how patients are making decisions from small boutique country villages to very metropolitan cities to places where there's not even like more than like five team members to choose from, to little isolated islands out in the Caribbean, you name it, we've seen it all. And so just really trying to help offices ⁓   look at things differently and to be observant. And so I want you guys to to realize that there's still ways to stand out. I think there's still ways for us to make big influences. And right now, AI is so new that we don't know all the ways of how it's working. And so just giving some tips and ideas to kind of have that healthy conversation of what is the innovative way for practices as of today, knowing that it could shift and change. But I believe that when we're on the cutting edge and we're being attentive to this, we're trying to stay   as up to date as possible without like killing ourselves off, I think is very important and very astute as CEOs. they have the phrase innovate or die. And I believe the practices do need to innovate. We do need to be on top of this. Otherwise we will get ⁓ dated very quickly. So ⁓ I think what was happening is patients are they used to rely a lot on referrals and I still think that that is a piece of it. But I will say it's a referrals and then it's a verify.   So they're verifying referrals. They're looking to see, hey, my friend told me this dental office. I'm gonna go double check it. And the way I'm gonna double check it is I'm gonna go read the reviews. I'm gonna check their website. I'm gonna look at social media. I'm gonna search online. Do you how many people are looking? Like you guys, I just went on a trip. I asked Chat GPT. I said, build me out the best hotels, the best locations. So people are starting to use AI. It's not all algorithm from the reviews and different pieces. It's pulling from that, but it's also not there. So we're kind of all looking like AI tells me this and I'm gonna go check the reviews. So   We're starting to have a lot more pieces to that. And so I really do believe like your online presence is a lot of times the exact first impression. And we're looking at evaluating trust before they come in and they're going to like evaluate your treatment. So can I trust this? Do they have a good online presence? And I know that that's annoying because not all the best practices are the ones with the highest reviews. However, society and for years of training of five stars, we're starting to learn that that's what we trust.   So I believe that there can be two practices side by side, similar services. One has recent reviews and online engagement and like very clear online presence. The other one hasn't updated anything in years. Patients are gonna look at both of those side by side and they're most likely probably gonna choose the one with the great reviews. Even if they're identical practices, even if they do the great same dream, even if the one who doesn't have a strong online presence is better, people don't know that. And it like you have to be present, you have to be winning online in order for people to want to come and work with you. So   For me, it's you've got to make sure you're building that trust online. You've got places where people can see you. And we have to remember different types of buyers are going to look at this differently. So if your demographic and population is going to be a more senior patient base, you might still be newspaper flyers, ⁓ having webinars, CE, things like that, where you're in person with them more. If your demographic is anything of like 60 and younger, they're probably online. not all the 60, like from the 50 to 60 range, that's still variable.   But anyone pushing that 50, they are in that realm where they have been trained with reviews and looking online and things like that. So, and regardless if your patient base is older, you have to remember that next wave of patients coming that are probably going to be your patients long term. They are that younger generation. So people don't want just recommendations anymore. They want confirmation. Like I want to trust. I think that in the world of AI where people are really questioning what's real, what's not real.   We're asking for referrals. We're verifying online. We're trying to put all the pieces together because we're inundated with so much noise that people are really trying to sift through the noise to figure it out. So ⁓ I think if you one one call to action on that is like re review your online presence this week as if you're a brand new patient. What's our social media look like? What are our reviews saying? When was our most recent review? What's our worst review? It's okay to have a bad review. Like it truly is. How you respond to that bad review is actually going to weed out patients and it's also going to show people a lot about you.   It's okay to not have the best reviews. It's not okay to have a lot of bad reviews, but it is okay because guess what? Everybody goes on there and the first thing we do is we look for the newest and then we go for the worst. We want to see, we want to see what happened. That's what's also going to make you stand out is real. I don't want you having a lot of bad reviews, but it's okay if you do. It just depends on how you respond and also pay attention. Are there things that you can fix and change with those reviews? Sometimes even calling those patients can help with those reviews. But look at that, see, go ask people to like type into Chat GPT.   Go do it on your own. See if you pull up, see where things are at. Are you the most recommended dentist? Look at those items. If you're not pushing like five, six, seven, eight hundred reviews right now. A lot of people are going to gloss over because there are other dentists that are going to whoop you because they've got like they're going to beat you in the race because they have more reviews than you. So that leads into our second thing of reviews really are becoming word-of-mouth marketing. And they're not just nice to nice to have anymore. They truly are like part of the patient experience. And so   You've got to have consistent review generation. You've got to have reviews that are talking about patients' stories. You got to have team involvement asking for feedback. Now, a latest update with Google algorithm is if they have the team member's name in there, they're starting to like disqualify some of those. I did have a practice tell us that they lost like 15 reviews in one day. Now, this feels a little weird to me, and I hope Google's listening. Not that I think they care about Dental A Team podcast, but I hope they do. Because to me, I'm like, I actually want patients to talk about.   their team. I understand that there's ways that we can gamify the system and we can like have our team members try to get their names and reviews. However, a lot of people are going to talk great about it. So in our mastermind, we were talking, we do have a dentist who has over 1500 reviews and she said where she's actually getting the reviews is right at the end of the appointment when they're checking out. They are asking for reviews right then and there and the text message is going to that patient while they are still in the practice. And people are like, we don't want that. Like they're busy on that. And I was like, guys, she has 1500 reviews.   I think she's got something going really, really well for her. She's figured it out. She's doing an incredible job and they're going for it. So this is something where like mistakes on reviews are where we only ask occasionally. You've got to be very consistent. We've got to be asking every single time. ⁓ we don't want reviews to be an extra task. Like, we don't want to ask for reviews when there's a problem. We're like once in a blue moon. You've got to have a steady stream of consistent reviews coming through. I love Swell. Swell's been one of my best best.   Review generators across the board. I've tried tons of them. I personally love Swell. You guys can tell them Dental A Team sent you. We still get like OG back at the very beginning when Zeke and Kiera met when we were just babies building our businesses. And Zeke still honors that pricing over there. So definitely would recommend them. It's Swell ⁓ dot I think it's CX. It's been a while since I've said their website, Swell dot CX. sorry, Sw Swell CX.com, I believe is their website. And   Head on over there, the SwellCx.com, let them Dental A Team sent you. It is truly one of the absolute best review places, but putting it right then and there, asking for it, having them go through. Some people use their computer softwares. Regardless, you need to be attracting and getting reviews on a consistent basis. And I'm talking like one, two, three, four, five a day. Yes, I said a day, because think about it. If you have two hygienists, if you've got four hygienists, if you've got six hygienists,   We are seeing eight patients a day. So minimum you're probably seeing 16 patients a day on hygiene side. Doctor side's probably pulling in at least eight more. You're seeing like 30 to 50 patients per day on a low end, up to like 100, 150 on a high end, even up to 200. Pediatric, you're seeing a ton. So think about if we're only getting like even 5% of those patients are leaving a review. That's a very small amount that I believe that we can all get trickling in there. So reviews.   At scale, they are going to build trust. So think about it: the best restaurants, the best thing, but be a practice that's review-worthy. We've talked about this on so many other podcasts. We can link some of those for you. But make sure that your practice is doing an incredible experience because you want to have a consistent review process instead of hoping that reviews will happen naturally. You've got to be asking for it. And I know that that's annoying, I know it's awkward.   Do believe me. Do you think I like coming on here and be like, hey guys, leave us a review? So if you want to feel good about a review, go leave us a review. Give five stars on Dental A Team, give five stars on our podcast. It feels good to leave reviews. And so that way you can also feel good asking for it. And it's something where just like working out doesn't feel good at the beginning, but then it feels real good. This is just asking people to like share their great experience with the world about you. There is nothing wrong. If you've done a great service, ask those people to share about it. It's a great way for more patients like them to find you.   So that's gonna be like step two. And then step three around that is going to be like, I do believe that local trust is becoming a very big competitive advantage. So technology is growing, AI is growing, but I still believe that like trust still wins and having local people and consistent people like building that local trust. So having those reviews, having those referrals, having raving patients. I just came from an office. I'm so proud of them. They've grown from four ops into 15 ops, and now they're looking to add on to 25 ops. So   it's only been a couple of years. I think we've been together about four and a half years. So really fun. And to see them, they're getting patients looking at their reviews, having people tell them that they're a great dentist and they want to go. But it's just a consistent patient experience. It's community involvement, strong referrals, team consistency, follow-through. And I'll say just being good humans, like treating patients like humans. ⁓ patients, I believe they want confidence, they want connection, and they want credibility and they want to know that you're you're authentic.   Again, we talked about there's so much out there that's not authentic. We've got so many people and it's like, what's real? I went, I was doing a gym photo shoot and they're like, pick photos that you like. And I showed my trainer which ones and she's like, Kiera, you picked all AI photos. And I was like, Well, shoot, that's not even fun. Like, we don't even know what's real or not real. Things look so real and they're not. So people still want to know that it's real and authentic. And so having a great patient experience, having it where you're involved in the community, ⁓ being the dentist that the community chooses, being a part of things.   Being a human, having authentic connection to your patients, giving them confidence and having a team that really backs you is, I believe, a lot of great ways for you to still be competitive, even in spite of a world that's so, so advanced in technology. ⁓ and I really do believe that private practices have a huge competitive advantage of treating people like people. ⁓ I think it's like the Ritz-Carlton's tagline is ladies and gentlemen serving ladies and gentlemen. Like, what if it was like,   Dental professionals serving, like human beings serving human beings. We're just here to serve them and to love them and help them have this amazing experience at a place where most people don't even enjoy being. So I believe that technology might help patients find you. I believe that trust, connection, consistency, continuity is what's going to help them continue to choose you long term. And I want you to remember that just because a patient's been seeing you forever doesn't mean that they're with you forever.   I do believe that every time they come to you, it is an opportunity to rewin their trust to bring them in, to help them, to help them see that this is ⁓ the the best decision that they could ever make. So really truly you've got to be visible because visibility gets attention, the trust, the connection, the community, it keeps the patients with you. So look at your practice and see like, what are we doing every week to build trust with our patients? How are we making sure that we're genuine and authentic? What is that our culture? Is that what we preach?   go read the reviews, see what people are saying about you, ⁓ look to see where people are referring and just be good humans. Like I I know that seems so silly, but be a great human goes a long way. I think it's starting to become the currency that people are looking for of being kind, being considerate, being connected, being authentic. ⁓ so again, remember patients are looking for that proof before they even make the phone call. So you've got to be visible, you've got to have reviews, you've got to have things out there. ⁓   Reviews are like your modern word of mouth. So they're gonna read, people are gonna look at it, they're going to see. And then having that local trust, that community connection can be a great differentiator. So that's a great way to stand out. It's a good way for people to talk. Have your care to share cards, give them to people. We had podcasts on that. Like remind people to share you with their friends and their family because I still believe that referrals are one of the fastest ways to grow your practice and be the dentist that people want to refer. I think that that's probably my like final line. Like   Be the dentist, be the dental practice that people want to refer to. And I think if that's your mantra, that's your mindset, you're gonna win every single day. I wanna be the dental consulting company that people refer to. I wanna be the consulting company that when you need help, you think about us. I wanna be your best friend in the industry. I wanna be the person that you can count on to always give you non-filtered advice to truly give you the best of the advice. I will constantly be elevating myself and I wanna be that person for you. I wanna be the dental consulting company that dentists choose and the teams choose, ⁓ that they trust that they know that are gonna take care of them.   And I hope that you want to be the dental practice that your community chooses. So go out because really you can continue to win patients over. AI is coming in, technology's coming in. You've got to be visible. It's non-negotiable. You have to do it. It's just what it is. You got to check yourself there. You've got to be present there first. And then you got to make sure that that what we say online is what we really do. And in person is actually better than out there. If we can help you guys, this is what we do. We improve patient experiences, we improve.   How to ask. We help get your teams on board to ask for those reviews. we help make it very fun for teams and for owners. So reach out. I'd love to help you out. As always, guys, don't fall behind. Innovate or die. Be the dentist that the community chooses. Be the dentist that you're proud of. Be the practice that you're proud of. ⁓ be authentic to you, but make sure that you're visible because I would hate for somebody who's not as great as you.   Just because they have a stronger online presence, patients are going to them when I know you're the better dentist. I know that you have the great hand skills. And I'm not here to pit dentists against each other. I'm here to say, I want the best dentist, which is you listening, to win. You're the best dentist, you get the best treatment. Patients only have 32 teeth, and most of the time they only have 28. And I want those 28 teeth to be taken care of for as long as possible from the best dentist. And that's you. So get yourself visible. You have an obligation to share yourself with other people because they deserve to have the best clinician. They deserve to have that.   Get the review so people know about you, post on social media, and then make sure that you've got a great connection and a great community. If we can help you out, reach out. I'd love to help you. Like I said, I want to be the dental consulting company that you choose, that you share with. And I believe that that's how most of our practices feel about us. So come be a part of it. I'd love to have you be a part of us. Hello@TheDentalATeam.com. And as always, thanks for listening. And I'll catch you next time on the Dental A Team podcast.  

On today's episode, this Part 2 conversation features Jake Conway continuing his April 2026 Mastermind presentation with a deeper look at hygiene performance, owner compensation, cash flow strategy, and practice valuation. Jake explains how hygiene production impacts payroll, fixed costs, doctor production, and overall profitability, while showing how KPIs like perio percentage, fluoride, open hygiene time, exam mix, and production-to-pay ratios can reveal the true causes behind underperformance.  He also outlines how owners can think about paying themselves as both clinicians and owner-operators, including W-2 salary, distributions, gap pay, break-even targets, and capital reserves. The session wraps with a practical look at practice valuations, adjusted net income, EBITDA, doctor-to-doctor sales, and how owner production can directly influence the value of a practice in a DSO or private equity transaction. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

In this episode, Stan Kinder, President of EverythingDSO,LLC and publisher of the Dental Growth and Exit newsletter, discusses the evolving DSO landscape, the growing role of AI in dental practices, and shifting trends in payer participation. He also shares why successful dental organizations will be those that prioritize providers, patients, and strong business leadership.

Join dental entrepreneurs George Hariri, Matt Guarino, and Matt Ford as they break down the realities of running their national DSO, Shared Practices Group. They tackle the triumphs and tribulations of scaling a business, answer your burning questions (submit yours at bdppod.com), and delve into life's other adventures - from health and parenting to sports and politics. It's business, banter, and everything in between. Tune in and join the BDP community today!  

Basil and I talked about his native language Shona and his transitions from Zimbabwe to the U.S. as an international college student. What did he think about the food and other cultural differences? Why does he choose to stay in the US after his education? Contact Basil basilmasaisai@gmail.comIf you enjoy this episode, I recommend...➡️ Ep117 Between Two Worlds: Zimbabwe to the U.S. ft. Vongai Chokuda➡️ Ep99 After Graduation, Now What? ft. Celine➡️ Ep109 I Got Kicked Out From DMV ft. Suman Sirivella (1)➡️ Ep73 A Story & Tips from a DSO ft. Lindsey Hobson➡️ Ep83 A Ghanaian and Her Hair ft. Hayil

In this episode, Howard Farran reconnects with longtime friend Dr. Ben Wachter, a Mesa, Arizona native and 2017 graduate of A.T. Still University whose career has been shaped by service, perseverance, and a passion for caring for the underserved. Ben opens up about the mentor who changed his life — the late Dr. Tim Lukowski — who inspired him to leave a path toward medical school, took him on his first mission trips to Mexico, and believed in him through three rounds of dental school applications. The conversation moves through Ben's remarkable commitment to charitable care, including 10 dental mission trips to Mexico, his work with Arizona Sunshine and the Arizona Mission of Mercy, and his role in helping create clinics that serve those who need it most. He also reflects on training under implant and sedation experts like Dr. Richard Feldhake and Tom Mattern, launching the first special care clinic with Pacific Dental Services in Scottsdale, and building his skills across oral conscious sedation, IV sedation, and general anesthesia for patients with special needs. Howard and Ben also get candid about the realities facing new graduates — how to read a DSO contract, why the "owner doc" model can be misleading, the importance of looking closely at the numbers before taking a job, and the staffing and hygienist shortages that make rural practice both rewarding and challenging. The episode closes with Ben sharing the story behind his invention, the Nova Flow Adapter — an affordable, autoclavable, Arizona-made alternative to pricey isolation systems — and a shared reflection on why missionary dentistry has a way of resetting a burned-out clinician's soul.   Episode #1710 : Dentistry Uncensored with Howard Farran, Howard sits down with friend and fellow Arizonan, Dr. Ben Wachter — a Mesa, Arizona native and general dentist whose career has been built on service, grit, and a deep commitment to underserved patients. From applying to dental school three times, to 10 mission trips to Mexico, to launching a special care clinic and inventing his own affordable dental tool — Ben's story is a reminder of why so many of us got into this profession in the first place.

Join dental entrepreneurs George Hariri, Matt Guarino, and Matt Ford as they break down the realities of running their national DSO, Shared Practices Group. They tackle the triumphs and tribulations of scaling a business, answer your burning questions (submit yours at bdppod.com), and delve into life's other adventures - from health and parenting to sports and politics. It's business, banter, and everything in between. Tune in and join the BDP community today!  

We explore the very high times of the Grateful Dead's 1966, touring Rancho Olompali with Rosie McGee, swan-diving into Owsley's magical banana box of mystery reels, and celebrating the feral young Dead heard on the new July 3rd, 1966 Fillmore Auditorium release.Guests: Rosie McGee, Ron Rakow, Bob Matthews, David Freiberg, David Lemieux, HawkSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Bill Powers and co-host Brian Leni sit down for their monthly Junior Mining Insights chat, recorded amid a sharp pullback in gold (down to ~$4,000 from a ~$5,500 high) and broad weakness across junior mining stocks. Topics covered: • Handling portfolio drawdowns — Bill shares being down 43% on a recent junior mining buy, and the two discuss how pre-assessing downside/upside risk (and tranche buying) helps investors stay rational during volatility • Bear-market psychology — why uncertain, quiet markets (especially summer) can be the best time to pick off quality companies with less competition • Rick Rule's "market as a facility" philosophy and how price action, while not predictive, still reflects real-time sentiment • Building and using a watch list — assigning value targets ahead of time so sell-offs can be acted on with discipline rather than panic • Discerning a real capitulation bottom — separating share-price drops tied to company-specific issues (management departures, forced sellers) from broader macro noise • Red flags from management meetings — Bill recounts recent CEO conversations from the Mining Event of the North (Quebec City) and Zoom calls, including executives running multiple companies and weak articulation of "undervaluation" • CEO archetypes — technical vs. promotional leadership, and why a mix of credibility and communication skill matters most at the sub-$50M market cap level • Direct Ship Ore (DSO) as a sector trend — both hosts express skepticism about companies leaning on DSO/bulk-sampling narratives without offtake agreements, permitting groundwork, or community buy-in; Bill outlines his go-to due diligence questions (offtake LOI status, trucking/permitting feasibility) • Canada's new semi-annual reporting pilot for smaller junior miners and mixed views on reduced disclosure requirements • Listener feedback segment — a note about industry jargon (e.g., "geos") prompts a discussion on why learning sector terminology is part of the investing process 0:00 Market Volatility Reality Check 1:36 Tranche Buying in Uncertainty 3:39 Reading Price Versus Narrative 7:17 Watchlists and Patience 9:30 Timing the Next Bull Run 12:13 Spotting Capitulation Bottoms 16:53 CEO Credibility and Financing Plans 23:17 Technical Versus Promotional CEOs 28:51 Bear Market Strategy and Niche Metals 32:38 Trading Not Investing 33:57 Marketing Premium Setup 34:30 Semiannual Reporting Debate 37:46 CFO Role Questions 38:41 Conference Takeaways 39:44 Direct Ship Ore Trend 42:09 DSO Hype Warning 44:49 DSO Due Diligence 51:30 Bigger Beats Faster 54:33 Learning The Jargon Brian's website: https://www.juniorstockreview.com/ Brian's YT: https://www.youtube.com/@FIELD_NOTES Bill's Twitter: https://x.com/MiningStockEdu Sign up for our free newsletter and receive interview transcripts, stock profiles and investment ideas: http://eepurl.com/cHxJ39 Bill and Brian are not licensed financial advisors. Mining Stock Education offers informational content based on available data but it does not constitute investment, tax, or legal advice. It may not be appropriate for all situations or objectives. Readers and listeners should seek professional advice, make independent investigations and assessments before investing. MSE does not guarantee the accuracy or completeness of its content and should not be solely relied upon for investment decisions. MSE and its owner may hold financial interests in the companies discussed and can trade such securities without notice. MSE is biased towards its advertising sponsors which make this platform possible. MSE is not liable for representations, warranties, or omissions in its content. By accessing MSE content, users agree that MSE and its affiliates bear no liability related to the information provided or the investment decisions you make. Full disclaimer: https://www.miningstockeducation.com/disclaimer/

The Deadcast explores Steal Your Face's iconic artwork & visits the Grateful Dead's June 1976 return to the road, including a tour of the Dead Head culture that bloomed in their absence.Guests: Richard Loren, John Scher, Ron Rakow, Eugene Dolgoff, Pat Lee, Johnny Dwork, Dave Davis, Rob Bleetstein, John Brackett, Starfinder Stanley, David LemieuxSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.