Podcasts about dso

Dentistry has sold practice owners a seductive dream: grind it out for a decade, build up a million-dollar practice, sell out to a broker or DSO, and ride off into the sunset with a life-changing check. But when you strip away the selling hype and look at the actual balance sheet, the reality of a practice sale is often a brutal financial haircut. Practice owners regularly confuse top-line sticker price with spendable post-tax cash, mistakenly viewing an exit as their primary nest egg while trading away their most valuable wealth-generating asset. In this episode, Dr. Peter Boulden, Dr. Craig Spodak, and Ian de Jongh dissect the math behind the "Yield Rule" to reveal why cashing out doesn't yield the freedom most dentists expect. Peter walks through a real-world practice valuation and Craig highlights the underlying motives driving this exit rush: both of which reveal some hidden realities of selling a practice. The trio digs into the psychological traps that fuel artificial dissatisfaction—from comparing your practice to high-volume outliers to feeling envious of tech-bro patients while grinding in the operatory. Craig and Peter challenge the dangerous binary myth that you must either own a massive multi-location practice or sit helpless, arguing instead for wealth diversification, asset accumulation, and even the high-producing "LeBron James" associate strategy. Rather than treating your dental practice as a romanticized lottery ticket, the key is recognizing burnout signals early, building an operational ecosystem that runs without you, and compounding income outside your practice walls long before you consider stepping away. If you've been eyeing an exit simply to escape your daily routine, stop and do the real math before trading high-yielding cash flow for a check you're too afraid to spend. Take inventory of your numbers, fix what's broken in your business, and start building a life you don't need to sell. Got a story or a question for the guys? Call 561-933-5575. www.bulletproofmastermind.com www.bulletproofsummit.com

Dental Unfiltered host Matt Brown sits down with longtime dental leader and investor Dr. Jim Arnold to discuss what can happen behind the scenes of a DSO sale, recap, and equity rollover. Jim built and grew his practices, sold at a time that made sense for his goals, and experienced a first recap that returned 9.16 times his equity. Later, after rolling equity into another deal, he lost that investment when rapid expansion, heavy debt, the pandemic, and a failed recap converged.Together, Matt and Jim unpack why past private-equity multiples may no longer reflect current conditions, how the buyer pool can narrow as a practice grows, and why revenue alone doesn't determine whether a practice is attractive to a buyer. Jim explains how a practice's people, systems, profitability, and reliance on its owner can all affect its risk and value.They also discuss the importance of careful due diligence, experienced representation, and understanding what you're agreeing to when equity is rolled into a deal. Jim reflects on what he would do differently, including seeking professional advice and resisting the assumption that a large buyer is automatically “too big to fail.”The conversation's central lesson: don't wait until you're ready to sell to understand your practice's value and what could make it more desirable. Start early, focus on what you can control, and build a business that can thrive without depending entirely on you.The episode also touches on oral surgery acquisitions and the potential role of medical billing in dental practices. If you own a practice—or may one day sell, partner, or transition it—this candid conversation offers a grounded perspective on preparing for that decision.

Join GDN as we go on the road with Ivoclar. Chet Spivey, Chief Commercial Officer & President & Dr. Tom Hill, Manager of Scientific Services share their thoughts on: The future of aesthetic materials Value over price Applying Disney's customer service approach Much more Visit Ivoclar's Instagram page to learn more here: https://www.instagram.com/ivoclar.na/ Tune in next week for part two of Inside Ivoclar HQ with guests, Angela Severance, Training & Education Manager for Group Dentistry Solutions at Ivoclar and Dr. Rich Rosenblatt, Director of Community & Culture at Imagen Dental Partners.  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.  

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

On this episode of MB2 Underground, Jonathan Tyroch and Joe Fox talk through what private practitioners should consider when evaluating a transition. Drawing from thousands of conversations with dentists across the country, they discuss the importance of defining your "why," understanding the differences between selling to another doctor, a traditional DSO model, or a partnership structure, and the information to prepare before entering the process. We're re-releasing this conversation ahead of MB2's upcoming live webinar, Preparing to Transition: Sell vs. Partner, on September 29 at 5:30 PM CT. Jonathan Tyroch and Omar Jaroun will take the conversation even further, breaking down what doctors should consider when preparing for a transition and the differences between selling and partnering. Register for the live webinar: https://hubs.la/Q04yghTr0 Subscribe & Listen: Spotify: https://open.spotify.com/show/69Dz26hgC9D6YqwN8JMDBV Apple Podcasts: https://podcasts.apple.com/us/podcast/mb2-underground/id1747349567

Seventy percent of dental equipment repairs trace back to one habit almost every practice repeats between patients. Kevin Henry sits down with Matt Baker of Right Wipe for a special edition of Dental Assistant Nation to look at what the wipes used between patients are actually doing to chairs, upholstery, sensors, lights, handles, tubings, plastics, and handpieces. Matt points to findings pulled from five organizations, including repair companies, manufacturers, and dealers, showing that over 70% of all repairs come from disinfectant misuse, and he notes that the CDC advises against disinfecting handpieces prior to sterilization. Handpiece manufacturers already know it is a problem, yet the routine stays in the workflow because it has been there so long nobody questions it. Right Wipe is built as the only cleaning wipe in the dental industry, designed to replace a wipe inside the disinfectant workflow rather than sit next to it. It is not a disinfectant and it is not caustic, and Matt describes it as fifty times safer than soap and water. For a single practice that means fewer repair invoices and equipment that survives longer. For a DSO, Matt says the savings are not six digits, they are seven. You also get the practical side, including how the pouch is labeled, what the blue dots on the wipe mean, and how to bring it up with the dental dealer you already buy from. Ask your dealer about Right Wipe or visit rightwipe.com to see it for yourself. Check Rite Wipe's website here: https://ritewipe.com/

On this episode of The Dentist Money Show, Matt has a conversation with Brannon Moncrief from McLerran & Associates to break down what dentists need to know about selling their practice in today's market. They discuss the differences between DSO and private buyers, why dentists should consider a 3–5 year runway before an exit, and how planning early can keep more transition options open. Brannon also shares some of the biggest mistakes that can hurt a practice sale, including declining production, messy finances, and waiting too long to prepare. Tune in to learn how dentists can better prepare their practice for a sale, understand its value, and build a transition strategy that sets them up for a successful sale. Check out the article by McLerran & Associates mentioned in the episode here! Book a free consultation with a CFP® advisor who only works with dentists. Get an objective financial assessment and learn how Dentist Advisors can help you live your rich life.

Robert Befidi, Jr., President of DEXIS & President, Diagnostics at Envista joins the show. Robert discusses: AI-powered imaging Connected clinical workflows Navigating industry challenges To learn more about DEXIS visit: https://dexis.com/en-us To explore all of Envista's innovative dental companies visit: https://envistaco.com/en You can also connect with Robert on LinkedIn here: https://www.linkedin.com/in/robertbefidijr/ 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.  

Dr. Guy Lewis has spent 42 years building one of the country's premier cosmetic dental practices — 8,000 square feet and 12 glass operatories overlooking the forest in The Woodlands, Texas. But he started by getting fired three months into his first job during the 1984 Houston oil recession. In this Mentor of the Month conversation with Stuart and Steve Anderson, Guy traces the path from a $30,000 startup loan he paid off in two months, to becoming one of the youngest accredited members of the American Academy of Cosmetic Dentistry, to walking away from a clinic where "everything needed a crown." Along the way he shares what Tony Robbins told him that led to hiring his son as COO, why their attempt at a DSO didn't survive their own quality standards, how he's built 20-year staff tenure through culture rather than pressure, and how the credentials that create credibility have shifted from magazine features to social media influence. He closes with the Give Back a Smile patient he rebuilt in the '90s — and unknowingly sat behind at the Super Bowl years later, after her new smile helped make her Time Warner Cable's top salesperson in the country. A candid look at integrity, excellence, and building something that lasts.

In this special episode, Howard Farran steps into the lecture hall rather than the studio, delivering a guest lecture to dental students at the University of Nevada, Las Vegas at the invitation of Dr. Karen Kucharski, Assistant Professor in Residence in Clinical Sciences. The talk — titled The Business of Dentistry After Graduation: DSOs, Practice Ownership, Student Loans, and Career Strategy — was requested for a simple reason: students are increasingly convinced that practice ownership is a dream that has died, and they want an honest, balanced education on what actually awaits them after graduation. Howard works through the questions students themselves submitted, covering the realities of production inside a DSO and how much control an associate truly has over it, what separates thriving associates from those who feel taken advantage of, and which clinical skills new grads most wish they'd developed more in school. He addresses the pressure to produce at or beyond one's level of clinical expertise, what a genuinely competitive associate contract looks like and which terms are actually negotiable, whether associates are converting their own cases or depending on a treatment coordinator, and how much the mentorship and CE promised by large groups really improves clinical competency. The lecture closes on the bigger career questions: appointment length and autonomy, what high-production associates actually take home, student loan strategy, and the honest case for and against lifelong associateship versus ownership — delivered with the goal of educating rather than selling students on either path.   Episode #1739 : Dentistry Uncensored with Howard Farran, Howard Farran takes the podium at the University of Nevada, Las Vegas School of Dental Medicine, invited by Dr. Karen Kucharski to speak to her students on The Business of Dentistry After Graduation: DSOs, Practice Ownership, Student Loans, and Career Strategy. Students today are being told the dream of ownership is dead. This lecture is a straight, no-spin education on the real trade-offs between DSO associateship and owning — production limits, contracts, mentorship, case conversion, and the numbers behind it all.

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

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Nous avons le plaisir d'accueillir ce jeudi au studio un couple poker ! Margaux et Florian :Margaux Ponnelle : ambassadrice Unibet Poker depuis 1 an, Margaux vient de remporter sa première bague au WSOP-C Ladies (avec 114 entrantes) au Pasino Club Partouche. Margaux collabore avec Florian sur la partie graphisme et communication de la chaîne Janusport.Florian Marlière aka @Tamerlan : membre historique du Club Poker, commentateur sportif pour RMC Sport, streamer Janusport et ambassadeur Unibet, il commente aussi le circuit DSO et Unibet Open.Présentation : Comanche et ShiShiStreaming : MarinRéalisation et montage : HéloïseClub Poker Radio vous est présentée par Winamax, le n°1 du poker en ligne. Perte d'argent, conflits familiaux, addiction… Les jeux d'argent sont interdits aux moins de 18 ans et peuvent être dangereux. En cas de besoin, contactez le 09 74 75 13 13.Ce podcast est hébergé par Podcastics, la plateforme pour créer et diffuser votre podcast facilement.

In this episode, Howard Farran sits down with Dr. Jill A. Tanzi, current president of the Alliance of Independent Dentists and a partner in Shero Dental Advisors. A valedictorian from Oxford, Massachusetts, she earned her BA cum laude in Biology from the University of Rochester and her DDS with honors from the University of Maryland, and has owned and practiced in a successful group practice in Hopkinton, MA for the past 23 years. That combination of hands-on ownership and organized advocacy gives her a grounded perspective on the pressures facing independent practice today. The conversation tackles the question at the heart of her work: who is actually representing independent dentists, and why multiple voices serve the profession better than a single unified one. Dr. Tanzi and Howard explore why independent dentists should care about advocacy at all, why a retiring dentist might be better off selling to another dentist than to a DSO, and what's really at stake as consolidation accelerates. They also dig into bigger policy questions — whether dental coverage should be folded into medical insurance, and what the "Break Up Big Medicine" movement is aiming to accomplish and why it matters to dentistry.   Episode #1738 : Dentistry Uncensored with Howard Farran, Howard sits down with Dr. Jill Tanzi — president of the Alliance of Independent Dentists, partner in Shero Dental Advisors, and owner of a thriving group practice in Hopkinton, MA for over 23 years. Who's actually representing independent dentists? Why are multiple voices better than "one voice"? And why should a retiring dentist sell to another dentist instead of a DSO? Dr. Tanzi doesn't hold back.

Establishing the right systems in your practice creates consistency, profitability, and freedom in ways that individual effort is never going to. Kiera talks about the difference between systems and the people using them, how to know if you need a new system, why the right system equals scalability, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team Listeners. This is Kiera. And today I want to just go back to basics with you because I think that this is such an important thing because we talk so much about systems, but I think people want systems and we talk about systems and like what are systems? And like what is the difference between a system and needing to train people? And I think that there's just this like back and forth in our worlds where we think like, hey, if I get a system, everything's gonna work. Or   Hey, if I get the right people and train them, then it's all going to work. And I think that they go hand in hand. And so today I wanted to kind of break down, dispel, disseminate, and like what exactly is a system? What exactly should we train? How do we put these two things together? And how do you really get the freedom that you're looking for? Like, we're about to roll into a mastermind and I was building the content. So spoiler alert, if you're not a part of our in-person masterminds, get your booties over into Dental A Team because we do meet twice a year and have a leadership mastermind where doctors and OMs get together with myself.   our entire consulting team, and we really talk about things off record. So there's no cameras, there's no recording in there, and it's just a rift area. And I was working on like what do dentists really want? And it's the control paradox. They want control, but the way you get control is by knowing that your systems are working for you and people are reporting. You don't want to actually do all the pieces, but you want it to report back to you and you want to know things are being done your way. Yes or yes yes. Like, am I speaking to you? And do I know you? I hope so. Because I absolutely love dentists. I want to just give you a giant hug and I want to remind you.   That you are doing better than you think you are. I want to remind you that there is an easier path than what you're doing. And I wish I could find somebody that was the Kiera Dent for dental consulting companies. I wish, I wish I could find her. I had a client tell me today, he said, Kiera, you have blessed the world of dentistry in so many ways. And I take that as such a huge compliment because not only did we make their practice better, but that doctor is literally working seven to three, four days a week, taking home several millions a year, living their best life, being with their kids, and to be able to give someone their life back.   Be able to help grow them personally and professionally, that is the greatest gift in honor. And so I am so honored that this is the job I get to do. This is the company that we have. And so while systems are annoying, I want to remind you like this is the way that you're actually going to get the freedom, aka the control that you want to be able to see if your practice is working. So I want you guys to recognize we've got to do systems, we've got to do training, we've got to hold accountable. We can't just put it in play. Like there's cure, this feels hard. I know one of our core values is ease. So I'm gonna try and break it down with you.   Of ease. These are things that we've done hundreds of thousands of times. We work across the nation with small boutique practices. We're talking Medicaid, FIFA service, boutique, natural path to multi-locations. I've got a practice that is building, I'm not joking, a 50 op location. So you name it. We've seen so much in our world. We've seen the DSO world. We've seen the private practice world. We've seen DSO's gone wrong. We've seen DSO's gone right. I feel like having that experience and credibility is something whew.   You can't get other than just living through it. And then my job is to give you as much of that and to hopefully work with you, empower you, change your world, whatever it is. All I ask in return is that you leave us a comment, you leave those five stars, and you share this with someone. That's all I ask. Because if we can serve and help more people just like you, that is the greatest gift. You guys know my mission is to possibly impact the world of dentistry in the greatest way possible. That's why I do this. This is why I do it for free. I don't charge you anything. I don't ever, we don't even have ads. We do our own thing because   Wanna make sure that we're giving you guys back high value quality. So, with that, what I want you guys to realize is systems are going to create consistency, profitability, and freedom in ways that individual effort is never going to fix for you. So, number one, systems are what's gonna create that consistency for you. So when a person leaves, we don't want that knowledge to go out the door with them. When someone has a day off, we don't want that knowledge to go with them. We want to have that system of stability through all of it. And that's what it's gonna create. I remember the day that I had my company go through, it was a three month project, and I had us work.   Actually, break down our entire operations manual. There was like a sense of relief in breath that I could relief that I never realized I had. Now, that is a hard project, and usually it's not gonna move the needle for you. I'll tell you that was one of my worst quarters. Profitability-wise, we didn't grow, but stability-wise, we exponentially grew. Now it's been about five years since I did that project, and guess what? We've outgrown those systems. So guess what? It's probably time for us to do it, and we are actually working on our next version of it. And I'm so excited about it because it's gonna be so much better.   We do not like the way you can tell a system is missing is every team member does it differently. So if you walk in and you're having different assistants work with you and every assistant sets it up differently, guess what? You probably don't have a system. You just have people just doing it their own way. If different schedulers or if a scheduler is out and our schedule doesn't go the same way, now that doesn't mean case acceptance is perfect because there are some skills behind it, but that does mean that we have a set follow-up, we do the same billing. If this person's out for a week, everybody would be able to do it. That's going to help.   If new hires struggle to learn, we don't have a system. We have it being where people are telling each other. If results depend on who's working that day, you don't have a system. You have a people thing. So what we want to have is, excuse me, you want to have documented processes, you want to have standardized expectations, and we want everybody to be trained the same way. But we also want to make sure that that system really is getting us the results that we want. So what we do is   I'm big on when we take on an office instead of doing a whole operations manual like I did. You can do that. Don't worry, we can help you with that if that's your like main shebang. but typically what we're gonna do is we're going to look at what is the vision of the practice, what does that doctor and owner want? And then what are the numbers telling us? And usually your number that's the lowest number or what the PL tells us, that's where we're first gonna build systems because everybody wants the system to win, right? Like if I come in and I put in a protocol for I don't know, like scheduling.   But your schedule's great. We're all out on time. We're hitting our productive goals. Sure, that's nice to have. And I'd like it documented of what we're currently doing to make sure, like if that person's out, we can repeat it. But odds are that's probably not my biggest pain point. Now, there is a flip side to that. And I will say that if team members leave, then yes, it is a very detrimental. So at a minimum, I like every team member to have a daily, weekly, monthly, quarterly list of what they do and at least those protocols written down. So if someone's out, I can grab their checklist and I can be like, all right.   Sarah daily does this, and here is where it is in the drive, or here's a video of it, or here's a checklist of it. So that way if Sarah's gone on vacation, nothing that Sarah is doing is dropped. So non-negotiable for me is everybody has to have a daily, weekly, monthly, quarterly. If you want those, guess what? We have them for all of our clients. So makes life real easy. And that's just something we've built, but every person should have that. Then what we're gonna look at is we're gonna actually build systems based on the metrics and the numbers. Because basically we've got the core processes done.   Those are core processes daily, weekly, monthly, quarterly, what do we do? And we've got quick systems built behind the scenes. So that way I've got everybody's job. So if anybody walks out and leaves me, I'm not sitting here like, huh, how do we like it's crazy. Whenever someone goes on vacation, I'm like, awesome. Let's see if we've got a protocol written for this. Let's see if we've written it down. Can we figure out how to do podcast scripts? Can we figure out how to do podcast reels? Can we figure out how we do podcast recordings? Can we figure out how we do payments? Can we figure out how we schedule?   And if we don't have all that written down to where anybody without being told can do it, let's start with that. So, and then after that, let's look at what our numbers are telling us and let's build systems there. So if like a front office doesn't have a great scheduling system, which happens, you get wildly different outcomes based on who's answering the phone, who's there. Once you put into play a scheduling protocol, here's our block schedule, here's how we do all of our scheduling, instantly consistency improves, production goes up, everybody goes home on time. That's a system.   So I believe that great practices aren't dependent on individual memory. They've got to be dependent on you and your practice and like where no matter who comes in, yes, I want eight players, but I want eight players to be able to follow a system and a process. Systems make excellence repeatable. And I think that that is a great line for you to take down. Systems make excellence repeatable. So what do you have going on? How is this for you? And so I just want you to like quickly look through if you don't have your daily, weekly, monthly, quarterly, annual plans, start there.   If you do look at an area based on your numbers and your metrics of where are maybe we are missing in this section that I could have variable results and we could document a process so I get set results per people. That's gonna help you have just a process for it. And like I said, this is going to reduce your stress, give you the control that you're looking for, and the consistent results that I know you're dying for. So next step is systems actually reduce stress and decision fatigue. Once we have a system and a process, like this is how we always set up for a crowd.   This is how we always schedule. This is what we do for hiring. Here's how we place the ads. You don't have to constantly be thinking of what to do. Teams get overwhelmed not because they're busy. It's because they're constantly deciding and making up new processes and protocols. Like, yes, they're busy, but think about what they're busy on. It's like, shoot, we don't know how to hire. We don't have a set process. Like we don't have a recare reactivation process. So it just automatically goes. So our schedule is always full.   Like we always call 20 people every single day, non-negotiable. I don't care if it's a busy day, a bad day, a great day, a wonderful day, a horrible day. We make 20 phone calls every single day and we send out 20 texts every single day, non-negotiable to make sure our schedule is full. Then we have a recare reactivation. So at the beginning of every month, we run these items, we send out the postcards, we send out the letters, we send out the text, whatever your process is, we do that every single first day. For me as a CEO, every single like I literally woke up.   At midnight this month because my standard is by the 30th or 31st last day of the month, all of the money transfers for profit first are made non-negotiable. That's what I do. I don't want to think about it, I don't want to make that decision like, am I gonna save money this month? Am I no, it's just a process, it's a cadence. So when we're missing a system, it looks like team members are asking the same questions repeatedly. Like, pay attention, what questions are coming up? We need a system and a process that's easy and repeatable. Leaders.   Solving problems day in, day out. Doctors, you are the solving machine. It comes to you constantly, constantly, constantly. You don't have a system for that. Or constant interruptions throughout the day. Hey, what do you think we should do about this? Hey, what do you think we should do about that? Hey, there's a process for this. Hey, we already have that written. So, what successful practices do is they create clear workflows. We have established expectations, and then we just repeat build repeatable processes and systems that are very easy to find. So again, that daily, weekly, quarterly has been my easiest one for people to just find like.   What am I supposed to do? I don't know. Well, great. Here's what we do on a daily, weekly, monthly, quarterly per position in our practice. And then here's how to do it. So if daily we join morning huddle, well, here's our process, here's a form, here's the agenda that you fill in and it has it written out. Office manager does this part, dental assistant does this part, hygienist does this part. No one has to think about it. Everybody knows we all come prepared for morning huddle. We win our day.   At the end of the day, we have an end-of-day checklist that just makes sure we have all the pieces checked off. This is what we do. We're set up to win in billing. We know every single first length Monday we run this new report. We're working through these accounts. By the end of the month, I'm expected to get all the way through all those items of every single patient in the AR. every single day I resend batched claims, like those are just systems. New patients, we have a new patient form. We are able to schedule them within 15 minutes.   and we make sure that they are always confirmed 48 hours in advance. We leave no open holes. Like if someone's unconfirmed, they don't get to stay on the schedule. Case acceptance, here's our follow-up process for every single appointment that we we present. Hygiene, here's our period protocol. So every hygienist is presenting period the exact same way. We have NDTR handoffs on our route slips, like simple, easy things that are going to fix your practice because not only will you get higher production, but there's less chaos.   Like team members just know what to do. They're like, well, how do get that well operated? Like, there is the lean management that you can look at. It's really how do I break this down in the most simple, repeatable processes? And for me, I don't like yes have a form so people can follow it, but I'm big on like what can I have the software do for me? What can I do to set this up? So like block scheduling, it's very clear that we don't schedule within that. Now, do people have to follow the blocks? Yes.   So that we just have an accountability piece that we follow this through. And if you choose to schedule in the block, great. We have an audit system. Our OM has an audit system at the end of the week. Anyone who's scheduled inside those blocks gets to call that patient on Friday. Ding, ding, ding. Nobody wants to do that. Nobody, nobody breaks the blocks. We have an end-of-day checklist. It's reviewed every single day and it's turned back into our team members at the morning huddle. We have a morning huddle agenda that we follow, non-negotiable. We have a weekly meeting form. We have L10 meetings that we run with our teams.   These are systems that just make your practice run. And so for that, I want you just to see like systems are going to help create that mental space that you and your practice are craving. And so when you think about your team, think about fewer decisions that they have to make. That's going to give them more energy to serve patients, more energy to be able to like have that customer service, that care, rather than like, shoot, I don't know where I need to schedule this person. Or like, hey, what do I do when a patient calls for this? The goal is that people should be able to do this without you.   So I would ask your team like, what's one or two tasks that if we handled it differently every time, what's one of those tasks that we just every one of us does it a different way? And then let's build a system for that and all of us follow through on that. And then systems just, you know, they do create the scalability and the freedom. So I love to build like you and your vision, make sure your earnings and profit are there. And then we put systems into place, but it should be like systems that lead to scalability and scalability that leads to legacy for you. So you want growth, you want freedom, you want that. Systems are gonna help you do this.   Think if you went and opened up another practice today. Trust me, I did this. I had my first practice for nine months, opened up our second location. Yeah, that was super thrilling. And I thought I had systems. We did not have a system for how we scheduled. We did not have a system for how the doctors were scheduled. We did not have a system for how we check in, check out patients. We did not have a system for how we do sterilization. We did not have a system for how we do hygiene perio. Guess what? That became double. Remember that? Like double the flavor, double the fun, double, I think, I don't know, the flavor with double mint gum.   That's what happened. And it was double the stress, double the chaos, double the nonsense with double the practice ownership. So there's your little jingle for the day. So we have to look to see like, all right, whether you want to scale to multi-locations, whether you want to have less clinical days that you're working, systems are gonna create that scalability. But again, you can have a system written. So we build the system first, we train leaders on the systems. Then this is the third clutch piece is we have to have accountability around the system. I don't know how many teams roll out a billing procedure.   But they don't follow up with it. So then it just goes by the wayside. We create a scheduling protocol, but we don't audit the schedule to ensure it's working. You can't just have a system that has no follow through. It has to have accountability. Otherwise, you're always gonna just have a lot of words, a lot of pretty paper, and not get the results you want. So for me, I'm big on cadences like end of week checklist, end of month checklist. What needs to get done? What are the things that need to be reviewed and audited? Let's create that for you. And we have that for office managers, we have that for   l leaders. this is a big space to be able to have it. And so I think once a a good example of this is there's a doctor who wanted to have a vacation. This is a doctor I've worked with who I think has been in practice for about 20 years. And last year they went on a vacation for a month, a whole month. This doctor went off they went and did golf they went and raced cars. They had just the best time and the practices actually did better than they've ever done. And all the systems were intact. All the team was there.   Team knew what to do. There were a couple of things that the office manager was like, I don't know what to do, Kiera, like help me out. We worked through it. We created a system and a process. So in the future, those things are done. You'll never be able to have everything done. But if they know who to go to, they know where to go. But all the doctors were able to hit production, they were able to run their morning huddles, they were able to have of day checklists. That doctor was able to truly have a real vacation and the leaders were to keep the systems going. They didn't come back to fires and chaos and like the schedule broken.   They have these as systems, they have them as protocols, they have them with accountability, and the practice can continue running successfully without you there. That to me is the pinnacle of systems creating that scalability, that structure. Because, like again, going back to the beginning, where we're like, is it systems? Is it training? It's systems, then it's training, and then it's accountability. Systems train accountability. I wish I could say it sat, like the SAT.   systems accountability training but it's got to go the reverse so STA sorry maybe that's like the beginning of start STA figure R T if anybody wants to come up with an alliteration for me go for it but it's systems training accountability maybe then it's results the freedom there you go there's your start you're welcome so systems training accountability results the freedom okay there's your start acronym I hope that Alex has a good time with these show notes for you   But that's systems, that's scalability, that's repeatability, that's getting the results you want, but it's systems training accountability. That's how we start getting the freedom we want. That's how we start getting the results we want, that's how we start making the progress that we want, that's how we get started. So, what I would recommend is remembering that systems do create this consistency, systems do reduce stress, systems can create scalability and freedom if done correctly with the system written down, documented.   Then trained to the entire team and then held accountable that we actually follow through. And for me in that training piece, I like it to be anything that's automated. Put it on a route slip, put it in a note template, put it as an automated thing at the end of the week, create it to where it automatically emails out to everybody. And here's the checklist that we do. Whatever you gotta do, automate it as much as possible. that should be sk system training, automate and accountability. There you go. Results, the freedom. but really   People are so powerful and systems make that power repeatable. So if you want help on this, if you need help on this, if you want to go from where you are to where you know you could be, if you're sick of being in the rut that you've been in for so long, reach out. Because guess what? You don't need to keep solving the same problems over and over and over again. And when I look at Dental A   Team and the struggles I have, I have hired people that literally know where I need to go and they've been able to get me there. And then I've also had people that didn't know how to get there and it was a struggle for me.   So hire somebody who's been there, done that, and can actually like cut through the noise for you, get your team aligned, get things moving forward. That's what we do. So reach out Hello@TheDentalATeam.com. This is your time to shine. This is your time not to stress anymore. And I can't wait to help you get the freedom, get the control that you're looking for. And systems are a great way to do it. So reach out Hello@TheDentalATeam.com. And as always, thanks for listening. And I'll catch you next time on the Dental A Team Podcast.  

Dr. Sean Whalen is a pediatric dentist, Iowa graduate, entrepreneur, and practice owner. He owns three practice in Colorado, teaches at the Denver Health Residency, and is the co-founder of Smiyl Brands, a supply company that cuts out the middle man and gives great deals on prophy supplies to pediatric dentists.Dr. Sean is one of my favorite guests. He's unfiltered, has strong opinions on our profession, and remains an advocate for keeping pediatric dentistry the awesome profession that it is. Some of the topics we discuss:- Are modern dentists afraid to fix a cavity? - The importance of adapting to new tools and technology to make us better dentists. Dr. Sean uses scanners, a CBCT, 3D printing, LSTR, ect.- Why outsourcing his insurance billing reduced his administrative burden and improved his collections. - AI, automation, better software, and more streamline billing will improve the way we practice, despite the challenges of student loan debt and DSO influence.- The importance of strong residency programs to train high-quality pediatric dentists- The psychology of dealing with one-star reviewsLet's support our fellow pediatric dentists, please check out Dr. Sean's supply company, Smiyl Brands. Go to https://smiylbrands.com/ and use code Smiyl20 to get 20% off of prophy products. His fluoride is cheap and the kids love it.

Brett Pierce, Founding Partner & Brian Christensen, Chief Development Officer of 7 Pillars Advisory join the show. This is a candid, practical overview of what it takes to build a dental group worth buying. The duo shares their thoughts on: What buyers are looking for today The rise of organic growth Positioning your group for a successful transaction or continued growth  To learn more about 7 Pillars Advisory visit: https://www.7pillarsadvisory.com/ Connect with Brett Pierce on LinkedIn: https://www.linkedin.com/in/brettpierce88/ Connect with Brian Christensen on LinkedIn: https://www.linkedin.com/in/brianpchristensen/ 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.

Contango Silver & Gold ($CTGO) CEO Rick Van Nieuwenhuyse explains that the company is now an “execution story,” targeting growth from ~60,000 gold-equivalent ounces to ~200,000 ounces per year plus 5 million ounces of silver annually in five years. He updates the producing Manh Choh Peak Gold JV with Kinross, noting 2026 is expected to be a stronger production year after a pit transition, with costs elevated in the first half and an added oxygen plant improving CIL performance. He outlines the direct ship ore (DSO) strategy, progress and permitting at Lucky Shot and Johnson Tract (FAST-41), Kitsault Valley drilling and resource work, plans to pursue a mill, current balance sheet, and emphasizes leverage to the gold price on a per-share basis as Contango only 33 million shares outstanding. 00:00 Intro 01:11 Manh Choh Production Update 02:02 Costs and Processing Improvements 04:09 Reserves and Expansion Upside 06:37 Direct Ship Ore Explained 07:57 Lucky Shot DSO Criteria 09:27 Lucky Shot Resource and Permits 11:43 Johnson Tract and FAST 41 14:11 Timeline and Mill Strategy 17:44 Permitting Risks and Tailings 22:40 Kitsault Valley Silver Growth 26:03 Balance Sheet and Capital Plan 28:41 How to Value Contango Press Release Discussed: https://contangoore.com/contango-silver-gold-provides-project-updates-2/ 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/

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.

In this episode, Howard Farran sits down with Jim Glidewell — the man he calls his idol, mentor, and the GOAT of crown and bridge — for a conversation nearly 1,800 episodes in the making. Jim traces his improbable path from a one-room Kentucky schoolhouse with a coal stove and no electricity, to returning from Vietnam, selling insurance at 21, and stumbling into dental technology after visiting a friend at his lab bench. He explains the philosophy that shaped everything since: like Henry Ford, Sam Walton, and Southwest Airlines, the winner isn't whoever charges the most, it's whoever delivers the most value for the dollar — and why he's always built for the working man rather than the "Neiman Marcus of dentistry." From there the conversation covers an enormous amount of ground on technology and the trade, including AI trained on 45 million archived crown designs that can match a crown shape in 8 to 10 seconds, the "Lego partial" that prints frame, teeth, and tissue simultaneously for a four-hour turnaround, and the surprisingly brutal engineering behind diamond-coated burs for milling sintered zirconia. Jim predicts chairside-printed dentures within three to five years and the decline of metal partials, reflects on how introducing zirconia in 2007 ended the gold and PFM markets overnight, and notes an industry that has consolidated from 17,000 labs down to just over 4,000. The back half turns candid and personal. Jim weighs in on open versus closed systems, why scanner prices are collapsing, and what actually keeps customers loyal — not the hardware, but someone picking up the phone on the first ring. He offers blunt advice to indebted young dentists about whether dentistry was ever the right fit, predicts DSO penetration could reach 70%, and shares his distaste for exit-strategy thinking and EBITDA-driven ownership, noting that most dentists he meets who sold to private equity wish they hadn't. He also talks about his management philosophy of staying out of employees' way, the AI avatars now handling customer calls, his son leaving college to learn in-house, and his near-death experience with COVID, when he was intubated at 32 pounds down with less than a 10% chance of survival. Asked why he's still first in the door at 81, his answer is simple: this isn't a business he's building to sell. His exit strategy is death. For more information on Glidewell TV: https://glidewelldental.com/company/tv    Episode #1736 : Dentistry Uncensored with Howard Farran, Howard sits down with his longtime idol and mentor — Jim Glidewell, founder of Glidewell Dental and, in Howard's words, "the GOAT" of crown and bridge. From a one-room Kentucky schoolhouse with no electricity, to the largest private employer in Orange County with a million square feet of space. From selling insurance at 21 to building an empire on a simple belief: the winner is whoever delivers the most value for the lowest price.

Mosaic Dental Collective's Founder, CEO & President, Dr. Jagdev S. Heir joins the show. Jag shares his thoughts on: nearly going bankrupt stepping back & trusting your team real communication with your organization  To learn more about Mosaic Dental Collective visit: https://mosaicdentalcollective.com/ You can connect with Dr. Heir on LinkedIn: https://www.linkedin.com/in/jagdev-heir-md-dmd-facs-72861213a/ or via email: drheir@mosaicdentalcollective.com Thank you to Reach for sponsoring this podcast. For all your virtual assistant needs visit https://www.getreach.co/ 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.  

September is a month when the sky begins to transition. The summer Milky Way is still hanging on, but the autumn sky is beginning to rise, the nights are getting longer, and there's plenty to watch for if you know where to look.This month, Venus puts on a brilliant evening display, Saturn starts moving back into prime time, and Neptune gives observers a chance to track down the most distant majorplanet in the Solar System. We'll also look at a major space news story, then turn to the Moon for a beautiful trio of craters before heading into Aquarius for a deep-sky tour of autumn delights. Download the September observing guide at ⁠AstroGuyPod.com⁠. Feel free to leave a comment with whatyou're observing this month, or contact me through the website with questions, suggestions, or observing reports. Join the ⁠AstroGuy Facebook Page⁠ and ⁠group⁠ and share your observations, sketches, and images from this month's sky. If you enjoy the episode, please like, subscribe, and click the bell so you'll know when new episodes and livestreams are coming up. Until next time, may your skies be clear, and as always, CarpeNoctem, Seize the Night! Free September 2026 Observing Guide Download the ⁠September 2026 AstroGuy Observing Guide⁠ Connect with AstroGuy Website: https://www.AstroGuyPod.comYouTube: https://www.youtube.com/@AstroGuyPodcast Contact AstroGuy Email: Astroguypod@gmail.com Voicemail: 973-404-0380 Links:Feel free to buy us a cup of coffeeor two! We really appreciate it! https://buymeacoffee.com/astroguypodWebsite:https://Astroguypod.com Links High Point ScientificAmazonZWO Seestar S30 Pro Audio Credits MANTRA by Alex-Productionshttps://onsound.eu/ At The End Of All Things And Hymn to the Dawn by ScottBuckley www.scottbuckley.com.au Music promoted byhttps://www.chosic.com/free-music/all/ Creative Commons CC BY 3.0https://creativecommons.org/licenses/by/3.0/ Creative Commons CC BY 4.0https://creativecommons.org/licenses/by/4.0/0:00 Intro1:10 Planetary Roundup5:31 Space News7:53 LFOM10:45 DSO's17:25 Conclusion

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.

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In this Very Dental (Dental Hacks) Classic throwback from the 2018 Voices of Dentistry meeting, Alan captures an impromptu, high-energy conversation right from the after-party. Dr. Peter Boulden and Dr. Craig Spodak (hosts of the Bulletproof Dental Practice Podcast) sit down with DSO attorney Brian Colao of Dykema for a candid debate on the shifting landscape of dentistry.  Brian lays out a blunt reality check on consolidation, private equity, and the mechanics of DSOs, explaining why traditional practice transitions are facing unprecedented disruption. Together, they break down EBITDA multiples, rollover equity, and what the rapid rise of multi-specialty group practices means for solo practitioners navigating the future of the profession. Plus, Alan and Jason cover their favorite hacks of the week, ranging from live streaming software to dental photography essentials. Some links from the show: The Bulletproof Dental Practice podcast Dykema Join the Very Clinical Facebook group!  Join the Very Dental Facebook Group using one of these passwords: Timmerman, Paul, Bioclear, Hornbrook, Gary, McWethy, Papa Randy, 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!

Dr. Viren Patel, CEO & Owner of Smile Obsession, Vince Dilley, Founder & CEO of Platinum Dental Services and Dr. Oussama Founas, Founder of Dentologie join Bruce Tuck, Director of DSO Sales & Strategic Marketing of Glidewell. The four discuss: Future of restorative dentistry & digital workflows The importance of training, education & implementation Key metrics & data points To learn more visit https://glidewelldental.com/ or connect with Bruce Tuck at Bruce.Tuck@glidewelldental.com.  You can also learn more about Smile Obsession visit https://smileobsession.com/ , Platinum Dental Services - https://platinumdentalservices.com/  Dentologie -  https://dentologie.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.  

On today's episode, Dr. Mark Costes welcomes back Brannon Moncrief of McLerran & Associates for a timely conversation about the current dental transition market, DSO consolidation, and how practice owners should evaluate their exit options. Brannon breaks down why the DSO market has shifted since the white-hot acquisition years of 2021 and 2022, how higher interest rates and more disciplined buyers have changed valuations and deal structures, and why alignment between sellers and DSOs matters more than ever.  He also compares DSO affiliations with private doctor-to-doctor sales, explaining how revenue, EBITDA, cash at close, work-back expectations, equity risk, and operational support all factor into the decision. Together, Mark and Brannon discuss when a private sale may make more sense, when a DSO deal may be worth exploring, and why understanding both the economics and the "why" behind a sale is essential for making the right transition decision. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://dentaltransitions.com https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

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

Alan is joined by longtime friend and dental podcasting veteran Dr. Richard Low. Moving past the initial hype and overwhelm of modern artificial intelligence, Richard breaks down how dentists and small business owners can actually put AI to work as a tangible personal assistant—giving it "arms and legs." The conversation covers the highs and lows of dental practice ownership, recovery, avoiding the trap of social media doomscrolling, and why downloading local AI desktop apps (ChatGPT and Claude) beats using browser tabs every time. Key Topics Discussed Podcast Origins & Practice Scaling: Richard shares his journey from founding Shared Practices to scaling a 35-location DSO group, the burnout and personal toll of rapid multi-practice ownership, and his new focus with Next Level Dentist. Accountability & Wellness: How physical fitness and men's accountability groups serve as a gateway to tackling burnout, addiction, and emotional avoidance in dentistry. Taming Digital Distractions: Voice dictation workflows using WhisperFlow and the appeal of tactile, low-distraction hardware like the Clicks Communicator. AI with "Arms and Legs": Why desktop versions of Claude (Claude Code) and ChatGPT (Codex) outperform browser interfaces by interacting directly with local .md markdown files and project folders. Practical AI Workflows: Real-world use cases, including bank recipient entries, flight research, customized project management apps, and spreadsheet bookkeeping reconciliation for organizations. Curing "AI Mania": Cutting through the noise of complex multi-agent fleets and subscription fatigue by focusing on simple, repeatable "skills" that solve genuine everyday bottlenecks. Some links from the show: Claude by Anthropic: claude.ai (Claude Desktop & Claude Code) OpenAI ChatGPT: openai.com (ChatGPT Desktop & Codex) WisprFlow: Voice-to-text dictation application Clicks Technology: clicks.tech (Clicks Communicator / physical keyboard for mobile) Heidi Health: heidihealth.com (AI medical & dental clinical documentation) Next Level Dentist Podcast: Dr. Richard Low's new show on YouTube and podcast platforms

What should dentists understand about practice ownership, selling to a DSO, planning for retirement, and building a career that stays aligned with their values? In this episode, Kirk Behrendt talks with Dr. John Cranham, restorative dentist, educator, and former clinical director of the Dawson Academy, about the decisions and transitions that shaped his career as he prepares to step away from clinical practice. You will learn what dentists should consider before selling a practice, why giving up control can be difficult, how practice models affect the way dentists deliver care, why retirement requires something meaningful to transition toward, and what Dr. Cranham believes the future holds for comprehensive and fee-for-service dentistry. To hear his perspective from nearly four decades in dentistry, listen to Episode 1092 of The Best Practices Show!Main Takeaways:Dentists should think about their eventual transition and end game early in their careers.Selling a practice to another dentist or a DSO involves tradeoffs, and every transition model carries potential risks.Dentists considering a DSO should carefully evaluate control, compensation, scheduling, practice philosophy, and the organization's long-term stability.Practice environments become difficult when the dentist's preferred style of care conflicts with the organization's priorities or values.Dentists who want to provide relationship-based, comprehensive care need an environment that supports the time, training, and systems required to deliver it.Retirement is easier when dentists are transitioning toward meaningful work, relationships, service, or other activities rather than simply leaving clinical practice.Dr. Cranham believes fee-for-service dentistry remains viable for dentists who combine strong relationships, comprehensive treatment planning, technical excellence, and appropriate use of technology.Episode Chapters:00:00 Introduction to Dr. John Cranham's retirement and practice transition.01:23 Dr. Cranham prepares to step away from clinical dentistry.04:23 His path from dental school to comprehensive dentistry and education.06:04 Building a general practice focused on aesthetic, implant, and complex care.07:04 Why Dr. Cranham sold his practice to Heartland Dental.09:55 Comparing transitions to another dentist, group practice, or DSO.13:27 The challenge of giving up control after selling a practice.17:21 His daughter's decision to reconsider her future within the DSO model.20:35 Benefits and limitations of high-volume DSO practice.22:40 Financial promises, compensation, and risks when evaluating DSOs.25:39 Finding a practice model that aligns with your values.28:40 What Dr. Cranham would tell himself on his first day of practice.29:52 Why behavioral skills, relationships, delegation, and financial planning matter.31:58 Why retirement should be a transition to something meaningful.33:56 How Dr. Cranham became involved with the Pankey Institute.38:39 Dr. Cranham's view of the future of dentistry.41:01 Why fee-for-service dentistry is not dead.42:21 The next chapter for Dr. Cranham and Dental Mastery.44:22 Final thoughts on challenges, changing direction, and asking for help.47:00 Time boundaries lesson48:25 Closing EncouragementGuest Bio:Dr. John Cranham graduated from dental school in 1988 and built a general dental practice in Chesapeake, Virginia, with a focus on aesthetic dentistry, implant dentistry, TMD, and complex restorative care. Early in his career, he completed advanced education through the Dawson Academy, the Pankey Institute, and programs associated with Kois and Spear. His Cranham Dental Seminars organization merged with the Dawson Academy in 2004, and he served as clinical director of the Dawson Academy from 2004 to 2020. He later developed Cranham Culp Digital Dental and has continued teaching comprehensive dentists how to translate traditional restorative and occlusal principles into digital workflows. He is also involved with the Pankey Institute and its educational programs.Resources:Good to Great by Jim Collins: https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996Dental Mastery: https://dentalmastery.com/More Helpful Links for a Better Practice & a Better Life:Contact Gina to learn more about ACT: gina@actdental.comThe Best Practices Show: https://www.actdental.com/podcast/Smile Source Community Hub: https://www.actdental.com/community-hubUpcoming Events & Workshops: https://www.actdental.com/events/Smile Source: https://www.smilesource.com/Subscribe on Apple Podcasts: https://podcasts.apple.comSubscribe on Spotify: https://open.spotify.com

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.

Hoping a corporate DSO will buy out your practice and fund your dream retirement? It's time for a major reality check.In this episode of The Millionaire Dentist, Casey Hiers and Jarrod Bridgeman break down breaking news in the dental industry: a "tsunami" of restructurings hitting major DSOs, creditor takeovers, and billions in debt maturing for the country's largest branded networks. They explore why relying on a corporate bailout is the business equivalent of a 90-yard Hail Mary pass, and why so many doctors are left holding virtually worthless stock.Upcoming Tour Dates: Go to our EVENTS page for infoFacebook: Four Quadrants AdvisoryInstagram: @fourquadrantsadvisoryLinkedIn: Four Quadrants Advisory

Mike Baird, CEO of Accelerate Dental discusses: The problem with traditional DSOs The perpetual partnership model explained Industry challenges & future growth To learn more about Accelerate Dental visit: https://www.acceleratedental.com/ To connect with Mike Baird you can find him on LinkedIn here: https://www.linkedin.com/in/bairdmike/ 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.    

Know your numbers, fix your cash flow, and build a business that works for you. Start free with myColtivar. Most business owners track revenue. Some track profit. But there are three numbers that actually tell you whether your business is healthy, building value, and set up to last.In this episode Steve walks through exactly what those three numbers are, how to calculate each one, and what they are telling you about the state of your business right now.If you have never calculated any of them, this is a good place to start._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.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.

What if the practice you've spent years growing isn't actually worth what you think it is to a buyer? Jordin McEntire sits down with Brannon Moncrief, CEO of McLerran & Associates, to unpack what's really happening in today's private equity and DSO market. Brannon breaks down why crossing $3 million in revenue changes your options, what buyers actually screen for before they'll bid, and how EBITDA multiples are trading today. He also delivers a hard warning on roll-ups, exposing how these pitches quietly enrich the organizer while owners wait years for an exit that may never come. If you're a few years out from a sale, this episode will change how you plan for it.

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

Most DSOs think scale requires complexity. But what if one brand could actually make growth simpler? On this episode of Ignite, host Ashley Petrochenko, VP of Brand Marketing at Cardinal, sits down with April Sharry, VP of Marketing at Dental Depot. April shares how she has spent 10 years helping scale the organization to 40 general dentistry locations and five orthodontic practices across four states, while keeping one recognizable brand at the center. She breaks down how that approach simplifies campaigns, budget allocation, and marketing operations while preserving the founder-led culture and community roots that make Dental Depot stand out. You'll walk away with: How one brand architecture simplifies marketing across dozens of locations Why founder-led culture protects brand integrity through expansion How fixing review management helped Dental Depot reach 4.7 stars Why community marketing can build recognition beyond traditional ROI If you're navigating multi-location growth or weighing a move toward one unified brand, this episode offers a practical blueprint for scaling without sacrificing what makes the brand memorable. RELATED RESOURCES Connect with April - https://www.linkedin.com/in/aprilsharry/ DSO marketing: Branded house vs. house of brands - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/dso-marketing-branded-house-vs-house-of-brands/ Why healthcare groups shouldn't fear website consolidation - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/multi-site-healthcare-groups-website-consolidation/ 4 essential steps for marketing your de novo office - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/dso-de-novo-digital-marketing-strategy/ Dykema DSO 2026 takeaways: What dental marketers need to know for a strong EOY - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/dykema-dso-2026-takeaways-what-dental-marketers-need-to-know-for-a-strong-year-end/

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.

Defending a DSO against cybercriminals requires far more than robust cybersecurity—it demands proper insurance coverage and timely legal guidance. In Episode 4 of the Dental Cyber Watch Live podcast, Bill Neumann (CEO of Group Dentistry Now) hosts a cyberattack simulation with Gary Salman (CEO of Black Talon Security), Carrie Millar (VP of Business Development at Dentist Insurance Services), and Brittany Cambre (Partner at Grubman Warner Berry). Together, the panel unpacks the complex operational, legal, and financial decisions dental organizations face when responding to a ransomware incident. The First 24 Hours: Why initial response decisions dictate long-term financial and legal risk. Legal Shielding: Establishing attorney-client privilege before internal missteps are documented. Cyber Insurance Pitfalls: Policy exclusions, coverage gaps, and where not to store your policy file. The Extortion Dilemma: Dark web negotiations, OFAC compliance checks, and the reality of 3-to-6-month recovery timelines. Industry News & Strategic Partnerships The episode opens with major industry developments, including a strategic partnership between Black Talon Security and Henry Schein One Tech Central. Through this alliance, Henry Schein One will deploy Black Talon's EAGLEi™ cyber risk management platform, providing automated vulnerability detection and remediation across dental networks.   The panel also discusses recent security breaches targeting prominent organizations like 1-800-DENTIST and DentaQuest. These incidents reinforce a stark reality: cybercriminals indiscriminately target dental entities of all sizes. Salman references recent comments from Palo Alto Networks' CEO highlighting the vulnerability of dental and medical infrastructure, emphasizing that healthcare represents one of the nation's highest-risk sectors.  The First 24 Hours, Evidence Preservation, and Legal Privilege In the simulation, a practice manager discovers a ransom note on a Monday morning. Initial reactions often involve IT attempting quick fixes—a mistake that can destroy digital evidence or overwrite firewall logs critical to proving whether Protected Health Information (PHI) was exfiltrated. Cambre emphasizes bringing in data privacy counsel immediately within the first 24 hours to cloak forensic investigations and internal discussions under attorney-client privilege: "A lot of things are said in the heat of the moment that you wish were never reduced to writing... 'We didn't do X, Y, or Z,' or 'This was done incorrectly and now we are facing the consequences of that.' All of that stuff becomes fodder for plaintiff's attorneys to be like, 'See, you knew you did something wrong.'" — Brittany Cambre Insurance Strategy & Coverage Gaps Millar notes that only 30% to 40% of dental practices carry standalone comprehensive cyber insurance, with many relying on basic malpractice endorsements that lack third-party liability or extortion coverage. She also cautions practices against storing policy documents on their local network: "When we set the policies up, we say to people, 'Please do not save your cyber insurance policy on your computer,' because that's one of the first things that the hackers will look for. If they know your policy limits, that's exactly what they're going to ask for first." — Carrie Millar Furthermore, Millar cautions that a policy limit acts as "one bag of money" shared across forensic investigations, extortion payments, and subsequent legal defense. Without realizing how costly even a small cyberattack can be, organizations routinely operate under a false sense of security, discovering too late that their coverage falls far short. Check out this Group Dentistry Now article by Carrie Millar for more insights: Commercial Insurance Loss Trends in the Dental Industry  Extortion, Compliance, and Class-Action Lawsuits When backups are encrypted, organizations are forced to negotiate ransom demands on the dark web. Cambre highlights that counsel uses negotiations as a stall tactic to gather "proof of life" (verifying stolen data) while completing Office of Foreign Assets Control (OFAC) checks to ensure funds do not go to sanctioned entities. Even after paying or receiving decryption keys, recovery is rarely instantaneous. Wiping infected workstations, rebuilding servers, and re-integrating practice management, imaging, and revenue cycle software takes significant time: "It's not a two or three week problem... In many of these cases, there's tremendous pain for three to six months. It's just the reality of it." — Gary Salman Cambre adds that class-action lawsuits are filed with "near mechanical regularity" following public breach reports on regulatory portals. Salman concludes that executive leadership—not just IT vendors—must maintain active visibility into cyber risks, maintain an incident response plan, and test security controls regularly. The Path to Cyber Resilience To safeguard their future, DSO leadership must pivot from reactive IT maintenance to proactive, board-level risk management. True resilience requires a unified strategy, leveraging real-time security metrics and robust prevention controls while maintaining comprehensive cyber insurance and pre-established legal counsel to ensure the organization is prepared to navigate the complexities of the modern threat landscape. If you're unsure of where your organization stands today, schedule a cyber risk review.  Introducing ONIX Alliance, Healthcare Technology Leaders Exchange ONIX Alliance allows healthcare technology executives from single practices to massive multi-site health systems to knowledge share on what works within their organizations regarding AI deployment, cybersecurity defenses, cloud infrastructure, and the challenges of managing complex EHR platforms. Read the press release to learn more. DSO leaders can express interest in joining the community by visiting onixalliance.org. Thank you to our guest panelists: Carrie Millar, VP of Business Development, Dentist Insurance Services Carrie Millar is a self-proclaimed insurance nerd who somehow convinced people that reading insurance policies for fun is a perfectly normal career. With more than 20 years of experience helping dental practices manage risk, she loves turning confusing insurance language into plain English and helping clients sleep a little better at night. She is part of the leadership team at Dentist Insurance Services/FDA Services, a boutique insurance agency specializing exclusively in the dental industry. The agency focuses on serving dental practices, multi-location groups, and DSOs across the country and is proud to be the self-proclaimed nation's largest insurance brokers dedicated exclusively to dental practices. Brittany Cambre, Partner, Grubman Warner Berry Brittany Cambre advises healthcare providers and organizations on HIPAA compliance and data privacy matters, with a particular focus on breach and incident response. She regularly assists clients in responding to cybersecurity incidents and data breaches, guiding them through regulatory notification requirements, government and internal investigations, and potential litigation. Her approach emphasizes rapid response, risk mitigation, and practical solutions that allow healthcare organizations to continue operations while addressing regulatory and enforcement concerns. Grubman Warner Berry is a full-service litigation firm that is uniquely positioned to assist clients from small "mom & pop" businesses to Fortune 500 companies and everyone in between. 

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.

Dr. Aaron Havens, CEO, Dr. David Havens, COO and Mike Towle, CFO from Motor City Dental Partners discuss: Prioritizing infrastructure Maintaining a doctor-led culture Focusing on sustainable growth  To learn more about Motor City Dental Partners visit: https://www.mcdentalpartners.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.

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.

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.

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!

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.