The Journey of Grant Dental
Uncommon Solutions Washington Doctor Builds His Own Fully Integrated Vertical Software
Why Every Practice Needs a Membership Program Learn From Plan Forward On How to Get It Right Why Dental Collections Fail Learn How to Fix the Problem With Better Solutions
The heart of the A-dec® 300 Pro delivery is the new Dynamic Screen 5 (DS5), an interactive touchscreen that feels so intuitive, it’s almost like having your smart phone in the operatory.
Easy to navigate and view, the responsive 5” screen displays only the information you need in the moment, including procedural timers, chair positions, and on-screen messaging. It’s a smarter, simpler way to bring new confidence—and control—to your practice.
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The large touchscreen makes it simple to focus on the treatment at hand, displaying the handpiece, device, or function in use.
Each clinician can save their chair, light, and clinical device preferences, which automatically move with them from operatory to operatory, and office to office.
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At Burkhart Dental Supply, we believe meaningful change should serve a simple purpose: helping your practice succeed Over the past year, we focused on improving the way we work so we could better support the way you work We streamlined systems, strengthened internal processes, expanded online tools, and improved our inventory strategy to reduce backorders and increase reliability Each step was made with our customers in mind Now, in 2026, that work is turning into something bigger
Wonderful things are happening at Burkhart We are growing our partnerships, expanding our technology portfolio, and bringing more solutions to the dental practices we serve Our goal is to give you access to the products, services, training, and support that help your team deliver excellent patient care while running a stronger business
We are proud to expand our longstanding relationship with Dentsply Sirona by adding their full technology portfolio to our offerings From CEREC systems and blocks to Primescan intraoral scanners and advanced imaging solutions like Axeos and Orthophos, this partnership allows Burkhart to deliver more complete, end-to-end technology solutions for your practice
We are also excited to partner with DEKA Dental Lasers, bringing hard-tissue CO2 laser technology and a broad product line to our customers . From solutions like QuietNite treatment to maxillofacial surgical applications, these innovations create new possibilities for care, efficiency, and growth inside your office
Our partnership with Ivoclar adds another strong layer to our digital dentistry offering, with CAD/CAM products that support restorative workflows and help practices continue moving forward with confidence
We have also expanded our Burkhart Private Label offering to provide high-quality, cost-effective alternatives that help practices manage costs without compromising the standard of care
Looking ahead, we are energized by what is happening across Burkhart New partnerships, stronger vendor collaboration, expanded technology options, and customer-focused promotions are all part of our commitment to bring more value to you There is real momentum here We are building something strong, and we are excited for what comes next
Director of Equipment, Merchandise & Technology
the Dental Profession since 1888
At Burkhart we realize our clients are both dental professionals and business owners It is our goal to help them be successful at both Catalyst is fully dedicated to that success The articles in this publication vary from product use and selection to business management topics and provide information and guidance that can lead to a more successful practice We hope you enjoy!
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Written by Burkhart Practice Support Team
Strong collections are not the result of aggressive billing; they are the outcome of well -designed systems, clear communication, and consistent accountability.
High-performing dental practices routinely achieve 98–100% of net production collected, maintain total accounts receivable (AR) under 1 5 months of production, and keep AR over 90 days below 10% of total AR, excluding orthodontic treatment . When collections fall short of these benchmarks, the issue is rarely patient resistance; it is usually a systems breakdown .
Effective collections begin before treatment is ever delivered . Every practice should have clear, written financial policies that outline payment expectations at the time of service . These policies should be reviewed with the patient and signed, not assumed When expectations are clear, consistent, and transparent, patients are far more likely to comply .
An increasingly essential component of this policy is maintaining a credit card on file . With patient consent, the card may be charged for balances insurance does not cover—typically up to a defined limit, such as $100 . This approach reduces small balances that quietly inflate AR and consume valuable staff time
Collections depend heavily on accuracy . Insurance verification must occur before the appointment, including confirmation of eligibility, benefits, limitations, and, critically, coordination of benefits (COB) when multiple plans are involved . Failure to confirm COB is a common cause of claim delays and reprocessing .
Equally important are accurate treatment estimates. When estimates reflect the correct fee schedule and anticipated insurance benefits, patients are far less likely to question balances later When posting payments, teams should verify that the correct contracted fee schedule was applied to avoid adjustments .
Effective collections are supported by effective clinical communication . When providers use clear, confident chairside language to address patients’ clinical concerns and explain recommended treatment, trust and case acceptance increase . Financial discussions should be limited to a
general estimate based on office fees, along with the understanding that insurance may contribute This approach reduces sticker shock, prepares patients for the next steps, and allows the administrative team to handle detailed financial arrangements .
Handoffs must be deliberate. Practices perform best when there is a clear division of roles: one designated person checks out patients with no diagnosed treatment, while a different, trained team member presents treatment plans, estimates, and financial arrangements . This structure reduces errors, streamlines checkout, and improves patient confidence .
Every day, providers should verify that treatment completed is accurately posted, typically by reviewing and initialing day sheets . Clean data in equals clean claims out .
Claims should be sent electronically daily, with no missing information or errors One individual—not a group—should be assigned ownership of claim follow-up and AR aging . When responsibility is shared, accountability is lost.
Finally, schedule monthly meetings with the doctor . These meetings should focus on outstanding and unsubmitted claims, AR trends, and aging . Regular review prevents small issues from becoming chronic problems and often reveals breakdowns, such as incomplete handoffs, unclear clinical communication, or checkout inconsistencies . Identifying these patterns allows leadership to address them proactively in staff meetings and keep the team aligned .
Healthy collections are not accidental . They are built through clear policies, accurate systems, defined roles, and ongoing oversight . When these elements work together, practices improve cash flow, reduce stress, and deliver a better experience for both patients and the team, while consistently meeting industry benchmarks .
Article written by:
Our experienced Practice Support Team has clinical and business expertise dedicated to supporting your practice & answering your questions .
Find more practice resources & learn more about the Practice Support Team at burkhart-go.info/PracticeSupport
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It only takes 7 minutes to gain trust, 7 seconds to lose it, and 7 years to earn it back.
“I have always been a work ethic guy,” explains Dave Sawin, Burkhart Northern Division Sales Director.
“Growing up on a farm provided me with that foundation, and I have always firmly believed that if you have a very strong work ethic, the foundation of success is there for the taking . Of course, it takes more than just that to succeed .” He further explains that having core competencies added to that foundation creates a clearer, easier path to success
These attributes are clear in his leadership today: “All the attributes that come with being an Iowa farmer – the early mornings, working day in and day out, responsibility, self-reliance, resourcefulness, applied practicality and a fair share of grit – are all in his formula,” agrees Oregon Regional Sales
Manager Ric Vordermark . “These traits ground him and have molded him to be a wonderful representative of Burkhart .”
It’s clear, then, why Dave was selected as the 2026 recipient of the Perry Burkhart, Jr Award of Excellence . Director of Special MarketsSouthern Division Sales Director Skip Pettus puts it best: “Dave Sawin’s selection [of the award] was not a surprise to me or the people that work with him daily! Who he is as a person and leader exemplifies what the award is focused on—financial performance, servant leadership, and community building ”
After 12 years with Burkhart, Dave was formally recognized at the Burkhart Annual Sales Meeting earlier this year by President Lori Burkhart Isbell,
“in recognition of his exceptional leadership, financial acumen, and unwavering commitment to our people and organization,” according to the nomination form .
Looking back at the moment of recognition, Dave recalls a wave of emotion as the announcement began . “About halfway through Lori’s comments, she mentioned corporate clients I’m responsible for, and that’s when it started to sink in,” he remembers . “It was a flood of emotions from shock and surprise to deep appreciation . To have that recognized so publicly was greatly appreciated .”
For Dave, the recognition reflects team success as much as an individual achievement . “It’s a really meaningful way for the company to show appreciation for the work my team and
“Dave is always willing to roll up his sleeves & do the hard work… He truly cares about Burkhart, his team & the success of both.”
I accomplish,” he says . “Numerous associates are worthy of this award, so to be recognized as the recipient is both humbling and rewarding . It reinforces that hard work is noticed and valued .”
His award nomination pointed to several key strengths, such as his ability to exceed expectations in his role, consistently providing both strategic oversight and hands-on execution Dave has stepped in to fill gaps in the Regional Sales Manager role when needed, ensuring continuity for both
“He fostersintentionally a supportive, collaborative environment…he helps cultivate a culture of creativity & innovation that supports Burkhart’s broader objectives.”
clients and associates, and played a critical role in maintaining relationships with major partners, such as Willamette Dental and Best for Dentistry, during periods of transition .
“Dave is always willing to roll up his sleeves and do the hard work right alongside his team . He steps up to help where needed with a cheerful disposition . He truly cares about Burkhart, his team, and the success of both,” reads the nomination
The nomination continues: “Dave demonstrates an ability to quickly assess challenges, implement practical solutions, and maintain financial discipline, especially during periods of transition and change .”
Dave is recognized as a true model of servant leadership He is recognized for leading by example and embodying the values of Burkhart, by how
he prioritizes the needs of others, invests in Associate development, and remains client-focused in decisions .
Dave Explains His Philosophy: “I want and expect to be able to trust and respect every person on my team . I will support them to the moon when the intent and work ethic are pulling in the same direction as expectations When that trust is broken, there is work to be done!”
Colleagues and Associates alike cite Dave’s friendly demeanor, attitude, and his ability to lead by example . He was recognized for his ability to build community: “He intentionally fosters a supportive, collaborative environment that encourages collaboration across all departments By creating opportunities for connection and open dialogue, he helps cultivate a culture of creativity and innovation that supports Burkhart’s broader objectives . ”
At the center of his leadership philosophy is trust . “I want people to be part of the decision and the solution,” he explains “That creates buy-in and accountability ”
His guiding principle is simple but powerful: “It takes seven minutes to gain trust, seven seconds to lose it, and seven years to get it back .”
While results matter, Dave believes how those results are achieved matters just as much “At Burkhart, the primary goals are achieving our financial and sales targets . However, financial success is not true success unless we do it the right way,” he says, “and execute against the core pillars of the company: through integrity, knowledge, and client success .”
Those who work closely with him describe a leader who is both driven and authentic.
Ric Vordermark calls him “a leader, not a manager ” He adds that Dave’s approachable nature and open energy make him someone people are naturally drawn to . “Dave is genuine, kind, observant, and wonderfully unassuming,” Ric says . “He’s levelheaded, firm and understanding, and never misses an opportunity to be of service . Dave is tireless, an inexhaustible source of support and coaching .”
Skip Pettus sums it up simply: “Dave ‘walks the walk ’ He is truly dedicated to uplifting both the people and the organization to a higher standard His blend of heart, results focus, and service make Dave an exceptional—and deserving— recipient of this award . ”
Once again, congratulations to Dave for such a well-deserved accomplishment.
The Perry Burkhart, Jr. Award of Excellence was established in 2020 as the highest award at Burkhart.
President Lori Burkhart Isbell grants this award every year, named in honor of her father and the company’s immediate past President .
To earn this award, an Associate must exemplify distinction in their contributions, commitment, and achievement in the following categories:
• Made a financial impact to the company’s bottom line
• Modeled servant leadership
• Encouraged a supportive and interactive work community
Written By DAWN KAHL
Dr Scott Grant of Boise, Idaho was 2 years into his solo practice before he knew about Burkhart Dental Supply . The year was 2008, and after leasing space inside another dental practice, he was more than ready to build his own office .
He knew he wanted to go into medicine . He knew 2 people he really admired: an ENT who let him scrub in, and a dentist who allowed him to shadow and took him under his wing Both advised him to pursue dentistry, citing better work-life balance, more time for education, and lower costs . No one else in his family was in dentistry, so he was paving a path in this new area .
“I was thrown into it,” is how Dr . Grant describes starting his practice in 2006 . A graduate of Case Western Reserve School of Dental Medicine in Cleveland, Ohio he always knew he wanted to own his own practice but thought he had to do the associateship route first . Barely 2 months in to working as an associate dentist in a satellite location, he was informed that the company was being dissolved . “When that opportunity fell apart, I thought, if I’m not going to get paid working for someone else, I might as well not get paid working for myself ” That decision launched what would become a remarkable 20-year journey of growth . After getting advice from a trusted mentor, he leased a space, rented 3 dental chairs, and Grant Dental was born . It was a scratch build, and he started relationship with Burkhart from that initial phase . He met and connected with the Burkhart Regional Manager and has used Burkhart for all of his builds since
“Initially, we built four operatories in our current location,” recalls Dr . Grant . “And from 4 of them went to 8, and from 8 to 12, and from 12 to 17. So, we’ve been with the Burkhart design center, and we’ve remodeled this space multiple times .” At the same
time, they bought another practice, Caring Smiles, in a different part of Boise, and then another, All Smiles . They have had three locations, using Burkhart for all the areas as they’ve grown
As Dr. Grant puts it, “We’ve used Burkhart…their design and their people in lots of different ways.”
“Troy’s always attentive, and whenever he’s in town, he connects …I felt like he’s been a really good friend and mentor and a connection for us.”
They are now consolidated into Grant Dental Boise in a new building designed and equipped by Burkhart . Grant Dental Meridian is the original building, but four remodels later, going from 4 up to 17 chairs within the same space . Grant Dental Boise has 10 chairs .
Along the way they’ve built a relationship with the Boise team, including Troy Stout, Burkhart Regional Manager . “Troy’s been awesome,” says Dr . Grant . “Troy’s always attentive, and whenever he’s in town, he connects, and I felt like he’s been a really good friend and mentor, and a connection for us . ”
Dr Grant has assumed a mentorship role now for the Boise location, something he’s learned the value of in the last 20 years It’s become important to him to make sure he has time for his other associates and his hygienists . He appreciates the help from his Burkhart Account Manager, Louis Ullrich . “Louis, our rep, is fantastic . Louis is an all-star,” emphasizes Dr . Grant . “He makes a difference, and he streamlined our processes . He makes it easy to have multiple locations because he really is a part of our team ”
Both Grant Dental offices feature state-of-theart operatories outfitted with A-dec chairs and equipment, and most sterilization areas include A-dec sterilization centers . The practice prioritizes keeping lab work in-house, supported by a fully equipped 3D printing suite with advanced scanners . They produce a wide range of items on-site, including dentures, night guards, models, and wax-ups CEREC technology is used daily, and the workflow is fully digital . The offices are also equipped with multiple milling and finishing units, as well as cone beam imaging and laser technology . Dr . Grant says, “Digital dentistry has really transformed what we can do for patients . ”
Already, the future is bright for Grant Dental, with designs for a 33-chair building in progress with Burkhart in order to accommodate growth . Expanding to other locations is not out of the picture, either . Dr . Grant still marvels at how far he’s come since that small office 20 years ago .
“It’s been a journey from, 0 people over 20 years with three rented chairs to 27 chairs, to a team of 45 now with 6 dentists and 10 hygienists ” Becoming a mentor
is a fitting role for a dentist whose own career was shaped by mentors’ advice and who took that advice to transform a sudden setback into an incredible story of growth and success.
Taking at least one trip to the Dominican Republic each year, Dr. Grant has been participating in dental missions with the G3 Foundation since he was in dental school back in ’03. His passion is not only providing dental, medical, and optical care in the Dominican Republic, but also changing the lives of the next generation through the experience. Several of his dental school classmates, including founders Dr. Len Aste and Dr. Ganon Rowan, officially created
the G3 Foundation in 2004 with a mission to “provide quality dental care and basic medical services to areas of the world where access to this care is limited or unavailable,” per their website.
In recent years, it started to become more difficult for Dr. Grant to be able to bring all the people who wanted to go on the G3 trip with him, given the popularity and size of the foundation and the demand within his office. Two years ago, family friend and dental assistant Terry approached Dr. Grant with a request. She had been diagnosed with terminal cancer and had always wanted to go on a humanitarian trip.
Inspired by Terry, he created the Grant Family Foundation, working with the Good Samaritan Hospital in La Romana, Dominican Republic to carry out their own yearly “Sonrisas de Amistad”(Smiles of Friendship) annual missions. “I really credit Terry for giving me the push that I needed to do that, and everybody we’ve taken down, it has changed their lives,” he explains.
“And we’ve taken down Terry and her family, her boys, and my family and kids. Now I can take 30 of my people, so instead of one or two every year, I can take full families. We go down there and have fantastic experiences.”
Important to Dr. Grant is how he wants the trips to impact the lives of both the people they help and the people who travel down to help. He has found that often teenagers, aged 14-18, who may seem lost in life, can benefit from a humanitarian mission and possibly even change the trajectory of their lives.
“That’s been my most proud moment, to take these youth and these families who always say, ‘Man, I needed this time. I didn’t realize that by serving in this way, I grew.’ And I want them to grow, too.”
He wants everyone who donates, whether it’s bandages for first aid kits they take down, large equipment, or cash donations, to feel the joy of giving and know they truly contributed to a worthwhile cause.
“Burkhart has just been so good about donating supplies. 100% of it goes there, and whatever supplies are left over, we leave it with the local dentists in the hospital to continue to bless. I feel very passionate that’s a responsibility that if we’re donated stuff, it needs to absolutely go to the right people. Burkhart has been phenomenal with us on that. They really have.”
A typical trip lasts for 7-10 days and will be in a different area each time. The local hospital coordinates the time and location. They can take any space, any available church, or community center, and in about one hour, it will go from a blank floor to a fully set dental, medical, and optometry clinic and be ready to service the local area, from about 8:30AM to 4PM. They bring everything in, take everything out, and are at a new location the next day.
“Burkhart has just been so good about donating supplies...Burkhart has been phenomenal with us on that.
“You can’t do these without a good in-country team And our Dominican country team is the best” says Dr Grant . “Those guys are always available, come from all over the country to join us . Everywhere from other dentists to security detail, to the hospital personnel . It takes a village to do this ”
Many of the locations are Haitian bateys - a remote, very poor village built around a sugar cane field for workers, or on the outskirts of the bigger cities, where there are people in need . Every village has a promoter, and the promoters are in charge .
They run the show for that particular little pueblo or village, organizing the church or the community center space . Or if that’s not available, often the work is done outside
“We’ll go clean teeth out under the trees. We 'll go anywhere we can, as long as it’s not raining, & even then the big palm trees keep us dry when it does rain. It’s just hot.”
There are 3 distinct teams: a dental team, a medical team, and a small optometry team, all qualified in their various areas .
The dental team cleans teeth and is able to do any restorative procedures and any root canal procedures . While they currently can’t provide anything removable, Dr . Grant is hopeful that someday he will get a 3D printer down there .
They have a team to provide general medicine . The Foundation works with the Idaho State University Physician Assistant Program and other local physicians to go on the trip They work with the hospital to administer parasite medication to the local children .
For the team that provides optical care, there is an optical machine that measures prescriptions in donated glasses so that they can be matched up to the closest prescription . The Lions Club donates a lot of readers to the Foundation, and they’ve already cleaned the glasses, measured the prescription, and written it on the lens . “It’s more funky than I would like, but the people love it . They love it, man .”
Most of the equipment was purchased through to Burkhart is brought down in suitcases . They also have access to a mobile dental RV unit . However, most
Garren Riggers,
Mark Larsen, Dr Scott Grant, and Dr Brent Wheeler at Patient Appreciation Night at Hawks Stadium
of what they do, pulling teeth, is just done on folding chairs or mobile dental units hooked to a generator . They hire local translators, about 10 of them, to come on the trip, and work in different areas, everywhere from triage to medical to check out
Dr . Grant is still a member of the G3 Foundation Advisory Board, and his hope each time he takes a trip down is for the people they work on to have their lives blessed, to be healed and healthy . It is also his hope that every person that travels with him is able to have a life-changing experience .
“It’s been a joy, and it’s my absolute passion It makes me happy and I love being down there ”
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Written By DAWN KAHL
Tired of being marketed 15 different software solutions to solve the problems of being a ‘maker-manager’, Dr. McClendon has spent years creating his own software system, a top- to-bottom solution for independent solo practitioners trying to manage practice administrative tasks while also being the main performer of his business.
Dr Grant McClendon is a busy man Not only does he own and operate his solo dental practice with two locations in Washington State, but he also conducts research, has co-authored published articles in
peer-reviewed journals, and participates in many professional associations . He is also the pastor of his local church congregation . And for the last several years, beginning before the COVID pandemic, he has been iterating, testing, improving, and rolling out his own dental software solution
Originally from Colorado, Dr . McClendon earned an Economics degree with a minor in Management from Brigham Young University . His career began in healthcare administration as a facility manager in Palm Springs, a place where summer temperatures can reach 120 degrees He was tasked with keeping hospital equipment fully operational, including the large power plant that supplied emergency power, and maintaining the buildings at 75 degrees for patients and machines . He credits this position as the place where he first gained an appreciation for preventive maintenance schedules and the software that helps maintain equipment .
He went to dental school with the plan to focus on oral surgery, obtaining a Doctoral Degree in Dental Medicine from Western University of Health Sciences and completing a one-year postgraduate internship in Oral and Maxillofacial Surgery . He practiced in El Paso, Texas, for 3 years, exclusively performing oral surgery and wisdom teeth extractions, until moving to Bellingham, Washington, in 2002 He has considered the Pacific Northwest his home ever since .
After years of owning and operating his practice, Dr. McClendon noticed a few issues.
To him, one of the core problems as an independent solo practitioner of a dental office without any outside administrative support was that all the managerial duties and tasks fell to the doctor: equipment needs to be maintained, the expiration
date on the emergency drugs needs to be checked, and the building lease needs to stay current, to name a few examples
“As I am going through the day-to-day grind of trying to own and operate a dental practice and simultaneously be the operator and the person that actually performs treatment to help keep the office afloat,” he explains, “it presents certain challenges in keeping on top of all the many tasks and responsibilities”
He describes it as the 'maker-manager' problem, a term he attributes to Paul Graham, Co-Founder of technology startup accelerator Y Combinator, LLC, who introduced the concept in a 2009 essay . In applying this concept to dentistry, a lot of things need to happen that have nothing to do with the ability to prep a filling or to do a nice crown The business side of the practice is the maker-manager problem for every solo dentist . In Dr . McClendon's view, that's one of the reasons many dentists elect to outsource, and, in many cases, he says, they end up selling all or a portion of their practice
A Sigma Adviser dashboard
One of the core problems as an independent solo dentist is that all the managerial & business responsibilities falls on the dentist.
• Main dashboard with customizable features on the task management pane
• Tools like Teams, Asana, Dropbox, and Google Drive, all under one umbrella
• AI search engine
• Private and public chat channels with 2-way communication in every operatory
• Customizable preventative maintenance schedules and equipment logs
• Customizable scheduling of routine tasks with automatic notification
• Analytics and reporting, including customizable recurrent email reporting
• Project management functionality (mentorships and study clubs)
“There's a lot of other dental software products out there, and many of them focus on analytics,” notes Dr . McClendon . “Most of them will integrate with your practice management software, your electronic health record, and then they will take your data, process it and regurgitate it back to you in some sort of a dashboard . ”
He further explains they may be in the vein of marketing, trying to help generate leads, or may be focusing on notifications and appointment reminders . Still, he does not believe he has seen any one significant platform that has focused on operations and enterprise resource planning software .
To build his own solution, he began with the core problem, aiming
to develop a more inclusive, broader-scope software platform to help with logistics & operations in general for
dental practices.
He and his team began building and testing software in 'stealth mode,' as he calls it, and continued this process for several years, gradually including elements, while continually testing different tools integrated into the platform . Eventually, they added a main dashboard and incorporated an AI search function .
Dr McClendon's software platform, Sigma Adviser, has been fully operational for over a year . Sigma Technologies has grown into a fully operational team of dentists, operators, and engineers working together from multiple states
Current client feedback helps to guide new developments, and there are frequent updates to the product in the field.
As AI technology and language learning models continue to advance, he and his team plan to expand the product accordingly
“As technology does, it continues to move forward and evolve, and it's our hypothesis that as we're seeing artificial intelligence eat the world and eat all the other software platforms, it's going to continue,” observes Dr McClendon “We are just
Eight years ago, Plan Forward set out to solve a problem that most dental practices know all too well: a waiting room full of uninsured patients who come in infrequently, accept less treatment, and represent untapped potential for the practice and for their own health Today, that problem is bigger than ever
Dental insurance is not nearly as universal as most people assume .
Across every generation, ~70m adults in the US are navigating their oral health without coverage: Data from CareQuest's State of Oral Health Equity in America 2024
• Gen Z (ages 18-29): 20m uninsured
• Millennials (ages 30-44): 18m uninsured
• Gen X (ages 45-59): 9m uninsured
• Baby Boomers (60+): 23m uninsured
The consequences go far beyond missed cleanings . Poor oral health is inextricably linked to systemic conditions including diabetes, cardiovascular disease, and dementia
The data consistently shows: uninsured patients visit less often, accept less treatment, and are harder to retain . Without the psychological nudge of "using" their insurance, many delay or skip preventive care entirely . They are also more pricesensitive at the point of service, which means treatment plans get declined more often
For a practice, this creates a vicious cycle . The uninsured patient comes in rarely, has more extensive needs when they do, is more likely to decline treatment due to cost, and drifts away between visits . They represent significant production potential that is simply not being captured .
Here is where many practices stumble . They recognize the opportunity, build something inhouse, and launch with good intentions But without the right pricing, processes, and platform, a membership plan can quietly undermine the business it was meant to strengthen . We have seen the same mistakes play out over and over .
This is the most damaging mistake . A plan that offers too steep a discount is attractive to patients but will result in net production for the practice at rates below its worst-performing PPO The practice is effectively paying patients to come in .
Correct pricing requires knowing your standard fees, understanding your top PPO reimbursement rates, and planning ahead . The goal is a plan that sits just above your highest PPO rate, so that members represent your most profitable patient group, not your most discounted one
A membership plan only works if patients understand why it is better than going uninsured . Too many practices hand over a brochure with a list of services and a price, with no clear comparison to what patients would otherwise pay Without that context, the conversation stalls The plan feels like an expense, not an investment in their health .
Effective marketing materials show patients, in plain language, exactly what they save and why
the plan makes sense for someone without dental benefits . The pitch should feel like the practice is doing the patient a favor, because it is
A spreadsheet is not a membership platform . Practices that manage their plans manually find that renewals fall through the cracks, deactivated members are not followed up on, and no one can easily answer: How many active members do we have? Who is up for renewal? What is our retention rate?
Without reliable data, the plan stagnates, enrollment plateaus, and the practice is flying blind .
Is the membership actually helping the practice? Is member production higher than uninsured production? Are members visiting more often? Are they accepting more treatment? If you cannot answer these questions, you cannot optimize the program, and you cannot make the case internally for growing it .
A membership plan without measurement is just a discount program A plan with the right data is a practice growth engine
From 81% discounts to a profitable, relationship-based practice
How Dr . Burneson used Plan Forward to overhaul an unsustainable in-house membership plan to build a patient base that stays for the long term .
• Inherited plan giving 50-81% discount, undercutting top PPO reimbursements .
• Manual Open Dental tracking made revenue reporting nearly impossible to parse .
• Team lacked alignment on urgency for change .
• Accountant flagged the plan’s impact on the bottom line from day one .
• Partnered with Plan Forward in 2021, launched new plans in early 2022 .
• Repriced the plan above highest PPO reimbursement rates
• Offer 4 plans depending on patient needs, including Adult, Child, Perio - 3 Visit, and Perio - 4 Visit .
• Dedicated support from Account Manager through onboarding and full rollout . 1.7X
2-3
remaining by 2024, down from heavy PPO reliance
Dr . Burneson
Loyal: How One
A fee-for-service practice partners with Plan Forward to convert uninsured patients into high-value loyal members, growing to 108 active members in under a year
• A 100% fee-for-service practice with large uninsured patient base, each generating $1,400 net production per year with no structured membership offering
• No system to convert uninsured or emergency patients into ongoing loyal relationships .
• Uninsured patients averaging 3 . 24 visits per year, leaving significant recurring revenue on the table
• Need for scalable, compliant plan that the front office could present with confidence
• Launched Plan Forward membership program in March 2025, fully onboarded within 2 weeks
• Plans priced to appeal to patients while protecting practice profitability, with tiered options for different patient needs
• Front office trained to convert uninsured and emergency patients, achieving a 20 .7% conversation rate on emergency visits
• Plan Forward handles enrollment, renewals, payment processing, and PMS sync, minimizing administrative lift for the team
Plan Forward Analytics, 2025
What separates Plan Forward is not just the software . It is the combination of domain expertise, implementation support, and a genuine commitment to measurable outcomes .
We Set You Up for Success from the Start Most membership plans fail in the setup . Plan Forward begins every engagement with a detailed, in-person pricing analysis : we look at your master fees, your top PPO reimbursement rates, and the UCR data for your zip code . We build plans that are priced to be attractive to patients and profitable for the practice, with a clear view of how those plans will perform over the next three to four years as your fees increase .
We do not just hand you a template and wish you luck We build your plans with you
An Easy-to-Use Platform with Real Integration, Compliance & Security Built In Plan Forward integrates with almost all PMSs, read & write, so when a member enrolls or deactivates, your PMS is updated automatically No manual data entry No end-of-month reconciliation headaches
Enrollment is simple . Renewals are automated . Payment processing runs in the background . Your front desk team does not need to become membership administrators; they just need to have a good conversation with the patient . Maintaining regulatory compliance and ensuring world-class data security are fundamental and non-negotiable The rules vary by state, and we ensure your plans are compliant . We require opt-in for patient communications, ensure every member signs an Agreement, and are licensed in the states that require it, including Washington We have built in HIPAA and PCI compliance .
Half of our team has worked in a dental practice, which shapes how we support our clients We understand your workflows, how you compensate hygienists & providers, how your RCM process runs, and what actually happens at the front desk during a busy morning .
Every client gets a dedicated Account Manager from onboarding through the life of the relationship . When questions come up, and they always do, someone who knows your practice picks up .
We Are Data-Driven & We Measure Our Success We identify patients who have not returned for hygiene, or who have treatment presented not scheduled, and reach out on your behalf via compliant email or text . We track your savings summaries so your team can show patients the value of membership in hard numbers, right at checkout .
Our dashboard gives practices daily visibility into the metrics that matter: member production versus uninsured production, visits per member, conversion rates, retention rates, and membership revenue trends over time We proactively monitor your program's performance and flag opportunities for growth .
Here are our results from the average practice in 2025. The proof is in the numbers:
120 Members per practice
3X Visits per year
$65K Recurring yearly revenue
$1,442 Net production per member vs . $724 uninsured patient
We guarantee we’ll lower your annual supply costs.
With the steps in our exclusive program, the Supply Savings Guarantee, we’ll find your merchandise savings together. Not only that, but we’re the only dental supply company to put our guarantee in writing.
Ask us how!
We offer a written guarantee to lower the total cost of dental supplies. If we go over, we’ll reimburse you the difference.
Your Account Manager will shop for the best value products, process coupon specials, manage your inventory, and take care of any returns for you.
Each quarter, your Account Manager will monitor your supply percentage and share the progress with you. At the end of the year, they will conduct an annual review to determine your total cost savings.
Additional Benefits Include:
• 50% discount on service labor
• Free ground shipping on merchandise orders over $300
• Free OSHA/HIPAA training for four team members
• Free consulting services with the Practice Support Team including Practice Analysis, Overhead Analysis, Fee and Coding Analysis, and more
“ ”
I don't think there's any downside to the program. There's only upside, and it's great. [Our Account Manager] has been really good at keeping our costs low and is always trying to find ways for us to save money when it comes to purchasing supplies.
-Dr. Kaylee Wonder | Wonder Family Dental & Dentures
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For more information, contact your Burkhart Dental Representative
ARETE Prophy Expert
5K H ygienist Handpiece
• High Torque
• Fully Autoclavable
• Friction Grip Style Chuck with 360° Swivel Nosecone
• Accepts All Hygienist Disposable and Metal Prophy Angles
• 1 Year Warranty
• PN# 72721977
1.800.562.8176 | BurkhartDental.com
• Crack-resistant with rolled edges for easy sipping and a comfortable drinking or rinsing experience
• The horizontal embossing creates easy separation and a comfortable grip
• 1,000 cups per case
• Unique rayon/polyester 35gm blend
• Provides maximum absorbency
• Less adhesion to wounds for faster healing
• Soft, smooth, strong, virtually lint-free
• Ideal for sustained patient use, disinfecting, and general cleaning
4-Ply Poly/ Rayon Non-Woven Sponges - (2000)
Articaine HCl 4% and Epinephrine 1:100,000 Injection
Burkhart Dental Anesthetic is indicated for local, infiltrative, or conductive anesthesia in both simple and complex dental procedures.
• Rapid onset of anesthesia within 1-9 minutes
• Complete anesthesia lasts about 1 hour for infiltrations, up to 2 hours for nerve block
• 10% overage of epinephrine¹
• 24-month shelf life at room temperature
• Sodium edetate-free, methylparaben-free and latex-free
• Most common adverse reactions (incidence >2%) are headache and pain
• Each cartridge is sealed individually in the blister for maximum protection
24-Month Long Shelf Life
• Store at room temperature; 77°F (25°C), with brief excursions permitted between 59°F (15°C) and 86°F (30°C)
• Protect from light
• Do not freeze
Convenient Packaging
• Each cartridge is individually sealed for maximum protection up to the moment of use
• Cartridges packed 10 to a blister tray to avoid glass-to-glass contact
• Blister trays packaged in boxes of 50
Dosage & Administration – Adults (Ages 16+)
• For normal healthy adults, the maximum dose of Burkhart Dental Anesthetic administered by submucosal infiltration and/or nerve block should not exceed 7mg/kg (0.175 mL/kg) of articaine HCl
• Dosage should be reduced in elderly patients and in patients with cardiac or liver disease
Pediatric Patients (Ages 4 to 16)
• The quantity of Burkhart Dental Anesthetic in children ages 4 to 16 years of age to be injected should be determined by the age and weight of the child and the magnitude of the operation
• The maximum dose of Burkhart Dental Anesthetic should not exceed 7 mg/kg (0.175 mL/kg) of articaine HCl (see Use in Specific Populations). Use in pediatric patients under 4 years of age is not recommended
Important Safety Information
Care should be taken to avoid accidental intravascular injection, which may be associated with convulsions followed by coma and respiratory arrest. Local anesthetic solutions that contain a vasoconstrictor should be used cautiously, especially in patients with impaired cardiovascular function or vascular disease. Administration of Burkhart Dental Anesthetic results in a 3 to 5-fold increase in plasma epinephrine concentrations compared to baseline. However, in healthy adults, it does not appear to be associated with marked increases in blood pressure or heart rate, except in the case of accidental intravascular injection. The most common adverse reactions (incidence >2%) are headache and pain. Inform patients in advance of the possibility of temporary loss of sensation and muscle function following infiltration and nerve block injections. Instruct patients not to eat or drink until normal sensation returns.
1. The American Heart Association (AHA) recommends using the lowest possible quantity of epinephrine (Kaplan EL ed. Cardiovascular disease in dental practice. Dallas, TX: American Heart Association, 1986) 1.800.562.8176