Dental Entrepreneur - Spring 2025

Disrupting the DSO Status Quo

Common Issues with the Group Dentistry Business Model, and How to Fix Them

An interview with Ian McNickle

THE SURVEY

RESULTS ARE IN…

We interviewed over 200 dentists and specialists to ask them what an ideal group business model would look like.

1 3 2 4

DOCTOR LEADERSHIP & CONTROL STAFFING AUTONOMY

the ability to determine which services to provide, which labs to use, which supplies to use, and which equipment to use

all shareholders should have the same class of shares to make sure a fair and equitable outcome is enjoyed by everyone. CLINICAL AUTONOMY

ICON DENTAL PARTNERS was designed and built based on input from these doctors, and operates as a DPO (Dental Partnership Organization). We launched the company with dozens of co-founding doctors, all operating as business partners to create a unique business that doctors love! ICON is majority owned and Board-controlled by doctors. Join us today…maintain the benefits of private practice, but leverage the power of our group.

the freedom to keep control over all aspects of the practice staff, from hiring and firing, to the setting of pay and determination of benefit packages.

the ability for doctors to have at minimum a seat on the Board for input on major decision making, but ideally control of the Board to ensure priorities remain on patient care and clinical standards.

doctors who grow their practices should be rewarded with more financial upside (additional stock grants) based on their growth, but should not be required to hit specific growth targets so people can operate at their own pace.

Ian McNickle, MBA Co-founder & CEO

503-708-6327

ian@icondentalpartners.com

SCHEDULE A CALL:

https://calendly.com/ianmcnickle

To learn more about

please visit: www.icondentalpartners.com/learn

Anne

Assistant

Project Manager

Tari Sixpence

Bhakti Kulmala

Sales & PR Officer

Nyasha Maripakwenda

Layout and Design

Brian Rummel

Cover Photo

Ashley Productions

Editorial Board

Mary Fisher-Day

Dr. Dirk Fleischman

Dr. Sharon Parsons

Dr. Isabel Rambob

Dr. David Rice

Travis Rodgers

Barb Stackhouse

Dr. Lucas Shapiro

Dr. Tom Snyder

Ryan Vet

Spring 2025 Contributors Atia Black

Dr. Eric Block

Mary Fisher Day

Sheena Hinson

Dr. Louis Kaufman

Ian McNickle

Ryan O’Donnell

Dr. Eric Recker

Dr. David Rice

Dr. Luke Shapiro

Beverly Wilburn

Editorial Office

704/953-0261

Welcome

Spring – a transitional period that ultimately ushers in the fruits of summer. It’s nature’s reminder of the push and pull of life as we make room for new, brighter days. Anyone with an ounce of experience as an entrepreneur knows this feeling intimately. It’s one filled with decision-making, sacrifices, and risk. No one knows that better than the authors who so graciously and generously shared their experiences with us in this issue.

We are honored to showcase our cover dental entrepreneur, Ian McNickle. I had the privilege of getting to know Ian during our one-on-one interview and through the many Zoom calls we had beforehand. He is a wonderful owner and cares deeply about creating a DSO that is a win/win for everyone involved. Ian is disrupting the space and finding his place to lead and thrive. He gives us hope and faith in the process!

It all started with a doctor’s bag. Dr. Louis Kaufman shares how a little brown bag was the catalyst to a professional career that took grit and tenacity. Then there’s Atia Black’s story about finding strength through her career, and how her humble beginnings as a chairside dental assistant fueled her passion for patient care, eventually leading her current role at the Dental Assisting National Board. Dr. Eric Recker shares his personal story through healing from burnout, an incredibly human experience that affects us all regardless of industry. He shares practical tips that you can apply to your journey through burnout, leading you closer to a more balanced and pressure-free life.

Beverly Wilburn recounts a fruitful partnership with her spouse, a trepidatious venture that balances the fickleness of mixing business and love. She shares immense value and advice for couples wanting to dive headfirst into running a business together. Adding the title of “business partner” to a relationship can be a fulfilling endeavor, one that’s built on ultimate trust, camaraderie, and security.

For both business and life, nature serves as a great blueprint and guidance, as it teaches us the value of patience, resistance, and tenacity. Sheena Hinson takes it a step further, sharing insight into how nature influences marketing at its core. She explains how knowing if you’re marketing to hunters or farmers will help you understand the key decision-making factors that contribute to your growth.

As we progress through our journeys, be it in entrepreneurship or dentistry, success seems to be the same goal we all hope we’ll reach. David Rice, sharing words of wisdom for the generation at the starting line, reminds us that success is never cemented in certifications and grades. Rather, it’s determined by the real-world impact you create. This is a sentiment shared in Dr. Marc G. Nuger’s article, as he calls for continuing evolution in ADA CERP standards. As dental professionals and entrepreneurs, wearing many hats is a natural part of our lives. Dr. Luke Shapiro shines the spotlight on Dr. Michael Gelb, a serial entrepreneur who is also tasked at continuing the legacy of The Gelb Center. And finally, Dr. Eric Block shares how life coaching can be an incredible tool to propel you towards your career and professional goals.

This is an issue that follows the ebbs and flows of nature itself, highlighting transitions, growth, and the fruits of hard work. Love,

Spring 2025

Disrupting the DSO Status Quo Common Issues with the Group Dentistry Business Model, and How to Fix Them

Anne Duffy with Ian McNickle, Co-founder and CEO of ICON Dental Partners.

The following interview was conducted by Anne Duffy with Ian McNickle, Co-founder and CEO of ICON Dental Partners.

Anne: I’ve been looking forward to this interview. I met some of the women from your executive team at the DeW conference. They were really excited about ICON, but before we discuss your business, I’d like to learn more about you.

Ian: Yes, I’d be happy to tell you about my background and passion for this industry. I began my career as a mechanical engineer working in the high-tech industry. My first position was as a process engineer making semiconductors. In that role, my job was to own several processes on the manufacturing floor and work with other departments to optimize our product capabilities, reduce costs, and improve yields. That world was all about figuring out what the fundamental items driving performance were and how we can optimize them.

A good deal of the issues were related to the manufacturing process itself, but an equal number of issues were related to people. I had some good mentors early in my career who helped me quickly understand the importance of teamwork, culture, and getting everyone on the same page. When I started focusing on the people aspect of my job, the results were amazing.

Going from engineering to the dental industry, how did that happen?

I’ve been asked that question more than a few times. I quickly realized that while I enjoyed figuring out engineering challenges, I actually enjoyed leading teams and developing people even more. Towards the end of my time in high-tech, I got an MBA, which helped me gain a much broader understanding of business.

After 10 years in high-tech, I decided I wanted to be an entrepreneur, so I quit my job with no clear idea of what I was going to do, but quickly landed on business consulting. I started a regional consulting company that did alright, but my first real success was co-founding a national marketing agency called WEO Media in 2009. By 2011, we decided to focus exclusively on the dental industry, and I’ve been working in this industry ever since.

That’s an interesting route you took. How did you go from marketing to building a dental group ?

One of my former clients at WEO was a general dentist named Jeromy Dixson who started and built a regional DSO in the Pacific Northwest. He successfully scaled and sold that business with investors, and after a year-long sabbatical, he had a number of his dentist colleagues from around the country ask him for help to build groups as well. That was in 2017, so he decided to

start a DSO consulting firm, and shortly thereafter asked me to be his business partner.

We consulted for small, emerging groups all over the country. It was a lot of fun and very interesting work, but after a few years, I talked with Jeromy about building our own group. He agreed, and we began laying the groundwork for ICON.

How did you go about building ICON? How did it start?

One of the key things I learned from the DSO consulting experience was that the most important thing we needed to figure out was how to recruit and retain great doctors. When I was building WEO Media, I spent a good deal of time researching and interviewing doctors to find out what they were looking for in a marketing agency. That approach was very successful, so I did the same thing with ICON. Over the next 18 months, I started doing a bunch of interviews and initial recruiting for ICON.

I spoke with over 200 general dentists and specialists, and asked them things like: What stresses you out about private practice? What things would you delegate? What would an ideal group look like to you? I also asked questions like: What horror stories have you heard about groups? What would prevent you from joining a group? And so on. It became clear after a while what the main issues were, so we spent a good deal of time innovating solutions to common problems in most groups.

So, it sounds like your business model is focused on this feedback from doctors. What does ICON look like today? Tell me about your group.

ICON operates as a DPO (Dental Partnership Organization), which is a significant improvement over the traditional DSO (Dental Support Organization) model. Our approach is truly a partnership. In fact, we put doctors in control of the Board, and everyone on the Board is a doctor except for me.

In our model, doctors continue to fully own their practice entity and continue to own the patient records and charts. Our partner doctors have complete control over all clinical decisions and practice staffing decisions. Likewise, they fully control the work schedules for themselves and their practice team. I often tell our doctors, “I am not your boss, I am your business partner. The Support Team and I work for you to support your practice, not the other way around.” This is how it should be, in my opinion.

The ICON support team handles all of the non-clinical services like HR, recruiting, payroll, bookkeeping, accounting, marketing, IT, cybersecurity, paying the bills, etc. We also collaborate with our partner practices to provide additional support around collections, procurement, vendor negotiations, vetting new technology, and so on.

In addition, we’ve implemented some truly unique innovations that don’t exist in most groups. For example, one common problem with most groups when it comes to holding company stock is that there is a disconnect between individual practice performance and the stock performance. The problem is that if one practice grows and another does not, they both get the same stock gains.

To address this issue, we implemented a really innovative process to reward doctors with additional stock each year based on their increase in profitability (EBITDA) that year. This creates a fair system that properly incentivizes doctors to perform and rewards them for doing so. It also means doctors never leave money on the table by joining us during a growth phase, since they always get rewarded for current and future growth. This is not normal in group dentistry.

Another common issue with many groups is the aggressive clawbacks that come into play when doctors want to retire. Without going down a legal rabbit hole, I’ll just keep it high level and say we have implemented fair and transparent processes to give doctors an excellent scenario to be able to cash out the full value of their shares, much more so than in traditional group models.

Your business model sounds very favorable for doctors. As you continue to grow, how do you ensure things stay this way for the doctors and don’t change over time?

By putting doctors in control of the Board, key elements of the business can only change if they approve it. When we launched ICON, we had a couple of dozen doctors who functioned as fellow co-founders, so we carefully designed every aspect of the business with their input and approval. We literally drafted the legal paperwork with the doctors and the attorneys, all working together as a team to produce an excellent framework that is favorable to doctors. The end result is a business model that doctors love!

One of the coolest aspects of building ICON these days is that after I explain our model in detail to a new doctor, they tell me, “This sounds too good to be true.” I always smile when I hear that, and I tell them, “It should sound really good because our model is based on the input of what hundreds of dentists and specialists told me they wanted. So, we built it for them. That’s why it sounds so good to you.”

If we step back for a minute and look at the bigger picture. Do you have an idea how many doctors have joined groups? What is driving the trends to join or not join?

Yes, the ADA has a division called the Health Policy Institute, and they periodically publish data showing the industry trends for private practice vs. group practice participation. Their most

recent data shows that around 15% of doctors across the country are now in some sort of group practice model. I have seen other studies with slightly higher numbers, so my guess is we’re somewhere between 15% to 20% of doctors who are in some sort of group.

I think there are two main factors that entice doctors to join a group. One factor is to get the help and support that comes from being part of a larger organization, such as delegating non-clinical support items to a centralized support team, clinical skills development, team training, gaining negotiating leverage with vendors, and collaborating with other partner doctors. These are common benefits that doctors can enjoy.

The other major factor is that the financial potential is significantly higher in a group model than in private practice. I teach a course on this topic, but I’ll keep it brief for our conversation.

Historically, when a dental practice is sold, the practice valuation is based on a percentage of collections, typically around 70% - 100% of collections. However, investors and groups value practices on a multiple of the practice’s EBITDA (Earnings Before Interest Taxes Depreciation and Amortization). This is an accounting term to describe the cash flow in a business. Investors like this metric because it helps them analyze margins and compare investment opportunities within an industry, and between industries.

A single private practice is typically valued around 4 to 6 times the practice’s EBITDA, which often equates to around 70% to 100% of collections. The key financial force driving industry consolidation is that as a group scales, the multiple on the EBITDA generally goes up. For example, a group with $10M in EBITDA might be valued around 10 times EBITDA, and a group with $50M in EBITDA might be valued around 12 to 14 times EBITDA.

Imagine a group that is worth 10 times EBITDA acquires a practice for 5 times EBITDA. The minute that practice is acquired onto the group platform, it has literally doubled (or more) in value. As you add more and more practices to your platform, the incremental valuation gains become huge. As long as a group can continue to grow its EBITDA in a financially responsible manner without huge loads of debt, the potential financial returns can be enormous, far exceeding what is possible in private practice.

Where do you see ICON going? What are you trying to achieve in the industry?

I repeatedly tell our partner doctors and support team, “We are doing group dentistry the right way, for the right reasons.” Many of the larger groups in the country are quite corporate in their approach, and often create environments that doctors and

teams do not like. We are trying to do our small part to move the industry back towards a focus on doctors, teams, and patients.

We are like any business with challenges, ups, and downs. However, we keep focused on our core purpose and values, and that allows us to pull together as a group and continue to perform at a high level. I have worked in and around many companies throughout my career, and the culture we have built at ICON is the best I have encountered.

My co-founder, Jeromy, likes to say, “ICON is the capstone of our careers”, and many of our executive team members feel that way as well. We have been able to recruit an incredibly talented and experienced executive team, largely due to this vision of what we’re building.

I often get asked what my goal is for how big I want the company to grow. How many locations am I shooting for? Those are the wrong questions to ask. Our goal is to build a great company that doctors, team members, and our support team can be proud of because we are focusing on patients and providing great care. It’s not about the number of locations, revenue, or margins. If you build a company the right way for the right reasons, your revenue growth and margins will be good, and ours are really good. As I learned at the beginning of my career, when you focus on people and process, the results can be amazing! That’s what we’re building at ICON.

Thank you Ian, I am excited by what you are bringing to the industry.

Thanks Anne. It’s been a pleasure chatting with you today.

If you would like to learn more about ICON, please contact Ian McNickle at ian@icondentalpartners.com, or online at www.icondentalpartners.com.

Ian is the Co-founder and CEO of ICON Dental Partners (www.icondentalpartners. com), a uniquely developed multi-specialty DPO (Dental Partnership Organization) with practices throughout the country. Prior to ICON, in 2018, Ian partnered with Dr Jeromy Dixson to build a national DSO consulting firm called The DSO Project. In 2009, Ian co-founded WEO Media (www.weomedia.com), an award-winning dental marketing agency.

Ian has been named a Top CE Leader and Consultant by Dentistry Today for five consecutive years. He’s written numerous articles for industry publications, and published his first book “Mastering Practice Growth – The Definitive Guide to Growing Your Dental Practice or Group”.

Culture Confronting the Monster in the Dark: A Dentist’s Survival Against Burnout

Dr. Eric Recker

YOU ARE NOT GOOD ENOUGH.

Words that hit like a perfectly placed punch to the gut. Words that were so much more painful than any sticks and stones. Words that left an invisible mark. Words that defined a trajectory.

These are the words I heard on the playground at recess in my small Iowa hometown in the early 1980s. They are words that I stuffed deep in my soul for almost 35 years. Then, just a few years ago, they regurgitated themselves unexpectedly. It all started making sense.

I hit the ground running on July 15, 2002. I had just graduated from the University of Iowa College of Dentistry, and I was ready to go. I returned to my hometown, where my father had purchased another dental practice from a retiring dentist. He merged our practices so that I would have a steady flow of patients from day one, an act of generosity for which I will be forever grateful. At that point in his career, he certainly did not need the sudden growth, but he knew what I needed, and he knew we could make it work. Thanks Dad!

I stared at my schedule the week before I started. My dad had been keeping both practices afloat and triaging emergencies until I could start. That schedule overwhelmed me. I was booked out for six weeks solid. Six weeks. That is a lot for a new grad to stomach. But we don’t know what we don’t know, right?

YOU ARE NOT GOOD ENOUGH.

Little did I know at the time, but those words, stuffed down and lurking deep inside of me, were human malware that had broken my personal operating system. I had successfully stuffed that

playground experience into my subconscious. What I could not stuff was the effect it had on me.

Nothing was ever good enough in my life. I started running, which is remarkable because I absolutely hated running as I was growing up. I ran a 5k. It wasn’t enough. I ran a 10k, halfmarathon, and marathon. Still not enough. I pushed into the sport of triathlon. When a sprint distance wasn’t enough (500750m swim, 12-15-mile bike, 3.1-mile run), I upped the ante. When Ironman (2.4-mile swim, 112-mile bike, 26.2-mile run) still didn’t feel like enough, I should have recognized there was a monster within that needed to be tamed.

Trying to show others that I was enough became my identity! There was always a race on the calendar. There was always the next CE course planned, because I had to prove I was good enough as a dentist as well. The ghost of being good enough haunted every area of my life. It became an obsession.

I have learned that when you believe you are not good enough, you do everything you can to make people believe that you are. I tried to be everything to everyone in my dental practice. The word “No” rarely, if ever, crossed my lips when something was asked of me.

With my patients:

“You can’t come until 4:30? Come on in, I’ll make it work!”

“You need to get in before 7 AM? Not a problem. Come on in!”

“You want me to try to fix that non-restorable tooth? Sure!”

“How can I contort my schedule to make you happy? I sure as heck am not going to let you down!”

With my team:

“You want to work one less day of hygiene? Sure!”

“You don’t want to start until 9 and not see 8 AM patients? I certainly won’t say no.”

“You need next week off for something vague, and no one can cover? Go for it.”

“You don’t want to take impressions, or polish, or clean up cement on that temporary? I got you. No worries. I don’t blame you for not wanting to do it.”

Me to myself:

“I can’t let you down.”

“I can’t disappoint you.”

“You might leave and go elsewhere if you are upset with me.”

Echo from the playground:

“You are not good enough.”

Years of perpetually adding, never saying “No,” and piling on ever-increasing expectations led to a dangerous place of burnout that happened suddenly. I wasn’t expecting it. I might have seen it coming if I were paying attention.

I was building a new clinic. I was in the process of buying the practice from my father. I was training for not one, but two Ironman triathlons, I was coaching both of my kids’ soccer teams, and I was serving on five boards. The “you’re not good enough” malware had convinced my personal operating system that it could process an infinite amount of activity and achieve that vague and elusive pinnacle of being good enough. As I mentioned, I wasn’t good at saying “No.”

Here’s what my personal operating system was failing to compute: I was $2.5 million in debt. I was feeling hopeless about digging out. I was an exercise-obsessed mess who was only sleeping 4-6 hours a night, and I had completely checked out of my relationships, especially with my family members, whom I love dearly. Despite all of the “healthy” exercise, I was experiencing deteriorating health. Then there were the unwanted reality checks, like the conversation I had to have with my wife. It went something like this: “Hey, Love? If something happens to me in the next couple of years, it won’t be good for you. After we get this debt paid down a little, our life insurance will be adequate. Until then, not so much.”

I was literally that super-fit guy who drops dead during a race. I was experiencing chest pains, heart palpitations, tension headaches, and dreaded panic attacks. I knew I had to get my health under control. Nevertheless, a thought crept in: “Would it truly even matter if I wasn’t here anymore?” Why do dentists have such a high suicide rate among medical professionals? Because we get to this point and keep going.

The worst part of all of it is that I thought that this was just what it was like to own a business and be a dentist. Everyone goes through this, so buck up and deal with it. I kept it to myself. All of it. The secret was getting harder to keep.

YOU ARE NOT GOOD ENOUGH.

When we came back into the office after COVID, it was time to throw in the towel. I had experienced all I could take. There was only one option in my mind–I would sell the practice and escape from dentistry. I spoke with my associate, and he agreed to buy the practice. In retrospect, I can tell you that I had not thought this through anywhere near the amount that I needed to, but I was laser-focused on escaping from this career that had a chokehold on me.

Plans were made. Discussions were had. A glimmer of hope emerged. And then came Monday, January 18, 2021. My associate was not at our morning meeting. His assistant called

him. No answer. We called his wife. “He left at the normal time. I have no idea.” Then I heard the sirens less than a mile away. A horrific accident. His life was spared. My world was shattered.

Good-bye hope. So long escape. A three-doc practice was instantly reduced to two. For the next several weeks, I existed on pure survival instinct and adrenaline. As time passed, my eyes were opened. All I had been doing was looking for an escape hatch. Nothing more. Dentistry wasn’t my problem. Burnout would follow me wherever I went. I needed to find an actual solution to the actual problem.

I went to work on rebuilding my life. First, like an addict at their first twelve-step meeting, I raised my hand and admitted my burnout. I sought help from my mentor and started being honest with him. I started making daily decisions to take better care of myself. I embraced the reality that I have one shot at living this life, and I was tired of not truly living it!

After a two-month search, I found a partner to buy half of the practice. Part of the agreement was that I would see patients three days a week so that I had space to share the lessons I had learned through my burnout journey. Today, I continue to see patients three days a week and work with dentists and dental teams the other two days to help with practice culture, avoiding/ recovering from burnout, and healthy communication around all of these issues.

Here are a few things I have learned from this burnout journey that might just apply to where you find yourself:

I am good enough. YOU are good enough. Look in the mirror and say it out loud! It is true. You have greatness inside of you. Let me know if you need some help unlocking it!

You are not too far gone. Raising your hand and admitting there is a problem is the first step. It may seem scary, but I found that it was surprisingly doable (with help) on the other side of it. This painful reality you’re living in is not as good as it gets. There is hope! Don’t ever give up.

It is okay to be burned out. It is not ok to stay there. Once you identify it, it is time to get some help. This life is amazing and full and exciting once we unlock the goodness that is just waiting for us.

Saying “No” is often the healthiest thing you can do for you and your loved ones. You don’t have to be everything to everyone. My belief that I wasn’t good enough made me think I needed to try to be good enough for everyone. I crushed myself trying to make a small number of people happy. They were never going to be happy, no matter how much I gave and sacrificed.

If you have words that were said to you that you stuffed deep into your soul, you need to deal with those words. Don’t let them corrupt your personal operating system with their poisonous malware. Reach out to a mental health professional and begin to purge your system from their grip.

I nearly sold my practice and walked away from dentistry. It would have been the biggest mistake of my life, and my burnout would have followed me wherever I would have ended up. That was the old me. The new me has discovered renewed purpose in chairside dentistry and in helping people overcome their burnout by designing a life from which they don’t need a vacation. Let me know if you want to talk!

I encourage you to take a bold step into the new possibilities in your life. Burnout doesn’t get the final say.

Dr Eric Recker is a dentist, husband, father, keynote speaker, Elite Success Coach, author, pilot, mountain climber, and recovering triathlete. In his second half of life, he is committed to helping people shorten the distance to becoming their best version and learning to #WINtheNOW. He accomplishes this through speaking and coaching dentists and their teams to create a plan, provide hope, and a belief that good days are ahead.

Website link- https://ericrecker.com/coaching/dental/

Ask DE: You Have Questions. We Have Answers.

Introducing Our New Advice Column

Mary

Fisher Day

At Dental Entrepreneur, the Future of Dentistry, we understand that every stage of your dental journey comes with its own unique issues. Whether you’re a student navigating the early steps of your career, a new dentist building clinical skills and confidence, an established professional refining your skills and business acumen, or a business owner steering your practice forward, your challenges lead to questions that deserve thoughtful, experienced answers.

That’s why we’re excited to introduce Ask DE, a new recurring feature designed to be a go-to resource. In each issue, we’ll tackle the questions that matter most to you, sourced directly from our readers and answered by dentistry’s top experts, seasoned clinicians, business leaders, and innovators who have been in your shoes.

No question is too big or too small—from career direction and practice ownership to leadership, lifestyle, and personal growth. If it’s on your mind, it’s likely on the mind of other dental professionals as well.

This column is more than advice–it’s a conversation, a connection point, and a place where the collective wisdom of the dental community can shine.

Have a question? We’re listening. Submit yours to Ask DE.

You may submit questions using your name or anonymously at: hello@dew.life

Ask DE: We are here to help you grow.

To your success,

Mary President | Director of Content Dental Entrepreneur, the Future of Dentistry

PODCAST: What’s Next for Dental Entrepreneur, The Future of Dentistry? Insights with Board President Mary Fisher-Day

The Doctor’s Bag

Dr. Louis Kaufman

Iam accompanying my dad to St. Bernard’s Hospital on the South Side of Chicago. My father was coming to St. Bernard’s to do an immediate denture delivery. In those days, if a patient wanted to be sedated, it was typically done in a hospital setting.

He parked his huge Fleetwood Cadillac. He fetched this brown alligator-looking bag with a brass clasp out of the trunk. Years later, I found the bag buried in a downstairs closet in my parents’ home. I had already become a dentist, and I decided I would use it. I would pack the bag with cotton rolls, cement spatulas, IRM, and even anesthetic. Of course, I had some dental instruments and anesthetic. For the sometime family member or friend and the patient from the northside of the city, I would rebond a temporary or another restoration. The bag finally fell apart after another 25-plus years of being cared for. It was rarely taken out. It represented another era in dentistry, which I felt attached to.

This was to be my first encounter with nuns. We approached the towering front door, where we were met by a nun. We were escorted up what seemed like the longest and highest staircase. Everything was white polished marble with elaborate designs. Everything was white, including the nun. The nun took dad’s bag and handed it to another. The instruments had already been sterilized back at the office.

The nun brought us towards these massive white doors. As we passed through the archway, my dad said, “Stay with the nuns. I will be back.” The nun pointed at me and said, “You come with me.” She took me to a room and told me to wait here and not get into trouble or touch anything. I found a spot on the floor, sat, and waited for what seemed like forever. Truthfully, she scared me. Looking back, this fear came from the stories I had heard of getting beaten with a ruler. Reflecting on this years later, I think this was the first time I saw my dad as someone else. I thought of him as a doctor. Often, as Dentists, we are not seen as real doctors, sometimes by patients, friends, and even family. I was guilty of it with my own father.

I initially didn’t follow in my dad’s footsteps; it was my second career after college. I changed careers at the age of 27, let’s back up. I graduated from undergrad with a BA in business and then went on to get an MBA in Executive Management. I had put myself on a path to learn the fast-food business and then buy my own franchise and build it. After three and a half years of horrible hours and poor pay, I realized that the restaurant business is not what I want to do for the rest of my life. I wanted to greatly impact people’s lives. Make a real difference. I spoke to medical doctors and thoracic surgeons. When I did the math of when I would be done, I decided to speak to every dentist I knew other than my father.

I was told by these doctors you have a couple of choice: become a specialist, or become a general dentist and go into business with your dad. I chose the latter. But there was something I had to overcome. I had a BA, and I needed the sciences. I had to go back to undergrad and take all the minimal requirements to apply to dental school and take the DAT. In one year, I was able to complete all my requirements by attending a community college and a university. I took a course to study for the DAT. I passed on my first try and applied to all the local schools in Illinois. Accepted to every school I applied to and elected to attend the University of Illinois College of Dentistry.

I entered the class of 1994, but I didn’t graduate until May of 1995. In the late winter months of that first year, I remember it was mid-morning on the way to the lecture hall from the lab benches. Dr. Donald Rice, the dental student body Dean, approached me. He said, “Kaufman, I need you to come with me.” I thought he was seeking me out for some student government issue. We took the elevator in silence back to the first floor. We walked to his office, and then he stopped. “Kaufman, you’re here with me to attend a department head meeting that will determine your future in attending dental school. You will sit next to me, and they are waiting for us behind this door.” My heart and soul sank to the floor, my head started to spin for a minute. I knew I had to compose myself and listen. Dr. Rice pushed the door open.

There was chatter going on in the room as we entered. Heads turned in our direction. Silence slowly fell over the room. We sat down at the end of one of the largest oval conference tables I have ever seen. Dr. Rice began the meeting by explaining again that the reason I am here is to listen first to what the department heads have to say. I would have time at the end to respond. One by one, they went. Each sharing their feedback on my performance thus far. The feedback was constructive and insightful. I listened closely to each and every one. There was nothing negative shared, it was transparent, honest constructive feedback. At the end of this, Dr. Rice asked if I had anything I wanted to contribute. I gathered my thoughts. Because I knew I had only this chance at getting a second chance at dental school.

I shared with the group my career change. My first degree was a BA in Business and then an MBA in Executive Management. I spent four years in the fast-food industry. Then, a year of obtaining all the sciences required for entering dental school and taking the DAT. I knew entering Dental School, I was going to struggle because of my deficiencies in the sciences. No surprise that these were the courses I was struggling with in my first year in Dental School. I shared with them why I changed careers. To my surprise, as I was continuing to explain myself. The Dean of the Dental School spoke up. A voice that I hadn’t heard as the department heads shared their facts.

“Kaufman, what I am hearing here today from your professors and yourself is enough for me to offer you the opportunity to repeat your first year of dental school. With the condition that you finish out this first year with this class. How do you want to proceed?” I sat there for what seemed like minute, hoping that my dumbfounded look was not showing. I thought to myself. I have changed careers, I went back to school, and I put my life on hold. I am not married. I do not have kids. I can do this. I quickly said. “I can do this!” I thanked him and all my professors for this second chance to go after my dream. Each one of these department heads expressed to me that they would help me. But I had to ask for it. They believed that I had what it took to become a Doctor of Dental Surgery! Dr. Rice then escorted me out of the room and back to his office. He said,” Please keep this to yourself until next week. We have others to speak with.”

When I graduated from dental school, I was asked to work in the special needs clinic by the head of the restorative department, Dr. Richard Perry. He was a cheerleader and mentor for many of us who were fortunate to have had him as an instructor. I worked one day a week at the dental school and five days a week at my dad’s dental practice. It wasn’t until a few years later that I discovered the brown doctor’s bag,

As I look back at my path, I wouldn’t change a thing. It took grit to get through what I had done. But not only for myself. Any of us who have chosen a professional field that requires advanced

training have grit. I understand better than ever why a dentist is a doctor, and when others do not see us in that light, we have a responsibility to educate them. We need to educate them on the courses we took and the hours we put in, including the continuing education we continue to take to stay current.

We have the responsibility to observe and practice the Hippocratic oath. We play an incredible role in the lives of our patients, friends, and family. When I enter the front door of my practice, to my left on the wall is a picture of my dad. It serves as a reminder to me and the patients that he served – that he was an incredible Doctor of Dental Surgery. I sometimes think of that little brown bag. I think Doctors were easier to recognize back then because they all carried a brown or black doctor’s bag. When I close my eyes, I can still see my dad walking into our family home carrying that bag.

Dr. Kaufman is an educator, author, and clinician known for his comprehensive approach to personalized dental care. A 1995 graduate of the University of Illinois Chicago College of Dentistry, he is a Fellow of the Academy of General Dentistry and actively contributes to dental advancements through research, publications, and lectures. Nationally recognized for his work, his expertise includes dental implants, cosmetic smile design, minimally invasive veneers, and full-mouth reconstructions. He holds memberships in several prestigious dental organizations, including the ADA, AGD, AACD, and AAID.

Why Smart Dental Professionals Are Turning to Life Coaches for Success

Dr. Eric Block DMD, CAGS, FICOI, FICD, FAADS, FIADFE

About halfway through my career, I hit rock bottom. I had sensed it building up for years, but eventually, it escalated to the point where I hated dentistry. I regretted choosing it as my profession. Every day felt like a struggle, and I couldn’t wait until retirement. I suffered from stress and anxiety. The pursuit of striving for clinical perfection and the emotional toll of patient interactions drained me. I dreaded going to work. I wanted out of dentistry.

At that point, I told myself I had three options:

1. Stay in dentistry and endure 30 more years of misery.

2. Quit dentistry and start over in another field. (I was in 250K of debt, and this was not a realistic option)

3. Take some butt-kicking action to figure out and address what was causing my pain.

I am proud to say I chose the third option. I contacted a local therapist, which became one of the turning points in my career and life. With regular bi-weekly therapy sessions, I not only understood where my issues were coming from, but I beat my burnout and rekindled my passion for dentistry. I now enjoy going to work every day.

This work on myself didn’t stop there. Mental health isn’t a “one-and-done” deal. It’s an ongoing process. Over the years and still to this day, I’ve benefited tremendously from working with life coaches, hypnotherapists, mentors, consultants, peers, and mastermind groups.

Let’s focus on my experience with life coaching.

THE ROLE OF A LIFE COACH IN PERSONAL AND PROFESSIONAL GROWTH

Growing up, I was always drawn to getting or becoming a coach. I played competitive tennis, captained my high school team, and even walked onto Tulane’s Division One tennis team. I coached both adults and kids in summer camps and country clubs. I also sought tutors and prep courses to help me through college, my Dental Admission Test (DAT), and challenging subjects like gross anatomy.

Why did I hire these coaches? For success and self-improvement. I wanted to get better over time.

So why should life or our dental profession be any different? If we invest in coaches for sports and academics, why not for our careers and personal well-being?

Throughout my professional life, I’ve constantly sought ways to avoid burnout, stay energized, become more efficient and productive, and become a happier dentist. Life coaching has helped me do just that.

LIFE COACHING VS.TRADITIONAL THERAPY

Therapy and life coaching play valuable roles but serve different purposes. Here’s my two cents on the distinctions:

• Therapy delves into past experiences and mental health struggles. It helps diagnose issues like anxiety and depression and, for me, also involves prescribed medications and deep emotional processing.

• Life coaching focuses on the present and future—helping you set and achieve goals. It’s about pushing past roadblocks and making things happen in your personal or professional life. Often, the answers are within us, and the life coach guides you by asking the right questions.

Many say, “I’ll do what I love after I retire.” But why wait? Life coaching helps you take action today to build the life and career you truly want and deserve.

WHO CAN BENEFIT FROM A LIFE COACH?

Surgeons, entrepreneurs, athletes, physicians, lawyers, executives, and, yes, all dental professionals. Anyone in a high-stress, highresponsibility career can benefit.

Dentistry is demanding and complex. We spend years perfecting our clinical skills, but often neglect our most important tool— our mind. We are frequently so focused on helping our patients and pleasing others that we forget about ourselves.

Life coaching is yoga for the brain. We go to the gym to strengthen our bodies—why not do the same for our mental well-being? Exercise your most important piece of equipment, your brain.

DIFFERENT TYPES OF LIFE COACHING

Just as dentists specialize in different areas, life coaches can have different focuses or niches, such as:

• Leadership Coaching: Helps you become a stronger, more effective leader in your practice.

• Wellness Coaching: Focuses on managing stress, improving work-life balance, and maintaining overall well-being.

• Executive Coaching: Helps practice owners and entrepreneurs refine business strategies and personal development.

• Relationship Coaching: Guides individuals in strengthening personal and professional relationships.

Some coaches may only work with women, while others work only with men. It’s also not a one-size-fits-all. You may not click

with the first coach you meet, and must consult with multiple coaches until you find the right one.

ACCOUNTABILITY AND ACTION

One of the most significant benefits of a life coach is accountability. A coach doesn’t just listen; they push you to follow through. You and your coach collaborate to identify what’s holding you back and create an action plan to take consistent steps toward your improvement.

Think of it like this: when you hire a personal trainer, you don’t just expect them to hand you a workout plan and walk away. You expect them to push you, track your progress, and adjust your strategy. A life coach does the same, but for your career and personal growth.

They help you be the best version of you.

THE ROI OF LIFE COACHING

All of this sounds great, but is it worth the price of hiring a life coach? Understand this: burnout is not good for business.

A disengaged dentist diagnoses less, treats less, and ultimately earns less. Negativity can quickly take up mental space, inhibit productivity, and lead to feelings of unfulfillment. When you’re burned out, even the most minor setbacks feel overwhelming. It’s like being a fly stuck on flypaper—you can’t move forward.

A re-energized, motivated dentist, on the other hand, will be more productive and perform more procedures. They will remove or minimize negativity and focus on goals rather than self-doubt. They will enjoy their work and have longer, more lucrative careers.

PATIENTS CAN SENSE YOUR BURNOUT

If you are unhappy, your family and staff will be directly affected. But patients will also sense this, too. Patients aren’t just looking for a skilled dentist; they want an engaged, passionate, and fully present provider. They can tell when you’re just going through the motions versus genuinely enjoying your work.

Sure, we all have bad days. But something needs to change if every day feels like a bad day. It’s exhausting to be unhappy, and it’s also not a good look for your patients. Let’s face it; no one wants a sad, tired dentist working on them. They would prefer an energetic and fully present one interested in them.

When patients sense negativity or an unhappy culture, they’re less likely to return and less likely to refer their friends, family, and colleagues.

THE SOONER, THE BETTER

A young dentist recently visited my office, fresh out of school and already disillusioned with dentistry. They had secured two associate jobs and made decent money, but felt utterly overwhelmed, burnt out, and were already mapping out an exit strategy. Like many recent grads, they were drowning in debt and couldn’t simply walk away—but they also had no idea what to do or where to turn for guidance.

One of their biggest frustrations was how difficult clinical dentistry felt. Procedures took far longer than expected, and they found themselves dreading the hands-on work they once thought they would enjoy. And, like my experience, they weren’t just physically drained—they were mentally checked out, questioning whether they had chosen the wrong profession entirely.

Many dentists can relate to this phase in the beginning. Clinical dentistry is hard and can feel like an uphill battle when you’re still developing your skills and confidence. The truth is, dentistry is much more enjoyable when you’re good at it—when procedures flow smoothly, when your systems are efficient, and when you trust your abilities. But reaching that point takes time, practice, and the proper guidance.

Instead of letting them spiral further into frustration, I focused on coaching them from two angles:

• The Clinical Side – I walked them through my workflows for some of my procedures. Minor tweaks in technique, ergonomics, and case selection can make an enormous difference in how enjoyable dentistry feels.

• The Mental Side – I reassured them that their feelings were normal. Most dentists struggle early on because the learning curve is steep. It’s not that they weren’t cut out for dentistry— it’s that they hadn’t yet built the confidence and proficiency to make it feel rewarding and enjoyable.

I also shared my journey—how I redefined my approach to dentistry and built a practice that energized rather than drained me. Their reaction was eye-opening: “I didn’t think dentistry could be like this.”

We then created a plan of action - we discussed the next steps to work on what they learned. Understanding that self-improvement takes time, persistence, and doesn’t happen overnight is critical.

That session gave them a glimmer of hope that things could change. But their most important realization was this: they couldn’t do it alone. Dentistry is challenging, especially in the early years. It’s easy to feel lost without the right coaching and support system.

CONCLUSION

For many dentists, the biggest struggle is work-life balance. Life coaching can be incredibly helpful in identifying what’s missing and how to create a more fulfilling life—both inside and outside the operatory.

Imagine the life and career you truly want.

If you’re feeling burned out, disconnected, or missing out on life—you’re not alone.

We are not robots. We are humans with flaws. Yet, we are responsible for providing excellent care while maintaining our happiness and fulfillment.

Take action today. Invest in yourself. Get a coach.

Dr. Eric Block is a full-time practicing dentist, author, key opinion leader, and investor in dental start-up organizations. He is the Co-founder of the International Academy of Dental Life Coaches or IADLC.com, Wellness Ambassador to the American Dental Association, and the Former Chairman of the Massachusetts Dental Society’s Health and Wellness Committee. He hosts the Stress-Free Dentist podcast show and Facebook group and can be reached at ericmblock@gmail.com and check out www.TheStressFreeDentist.com for Dr. Block’s upcoming events. Facebook: https://www.facebook.com/eric.block.790 LinkedIn: linkedin.com/in/eric-block-dmd Instagram: @thestressfreedentist Amazon Author: amazon.com/author/ericblock

The International Academy of Dental Life Coaches: https://iadlc.com/ Stress-Free Dentist Website and Podcast: https://www.thestressfreedentist.com/podcast/ Youtube: https://www.youtube.com/playlist?list=PL1rmGiqZxkwjlly tBuPwgbs0NZge8GmfM

Spotify: https://open.spotify.com/show/664pxoZLa3JjxixJfK9CuN Pandora: https://www.pandora.com/podcast/ the-stress-free-dentist-show/PC:1001083781

with Anne Du y PODCAST

Building Tomorrow’s Dental Leaders: The Birth of the Dentist Entrepreneur Alliance

Ryan O’Donnell

The journey to create the Dentist Entrepreneur Alliance in the spring of 2024 at the Dental College of Georgia began with a powerful vision: shaping dentists who excel, not only in clinical skills, but also in business leadership, practice management, and the art of running a successful dental business practice. While clinical expertise is at the heart of a dental student’s training, my own experience shadowing dentists has revealed that much of what makes a practice successful goes beyond high-quality clinical procedures.

I have enjoyed observing treatments, and I am confident that the skills required for hands-on quality patient care will develop through consistent practice. However, I have often found myself interested in asking questions about managing a practice, leading a team, and building lasting patient relationships. These thoughts sparked in me a realization: many dental students are eager to pursue personal and professional growth that stretches well beyond the operatory.

As I discussed this with my co-founders, dental students Samuel Cook and Brooks Norton, we discovered that we had a mutual passion for growth in our business knowledge and in building well-rounded practices. We wanted to learn how to foster positive team dynamics and build efficient, fulfilling practices. And so, we thought to seek out the experts! We found

a number of established dentists who were eager to share their experiences and help the next generation navigate through both clinical and practice management challenges. At its inception, we envisioned the Dentist Entrepreneur Alliance, or DEA, as a community where aspiring and practicing dentists could exchange insights and create an environment that encourages continuous improvement.

Within the Alliance, we emphasize learning through real-world experiences. Bi-monthly sessions on topics like building an office from the ground up or managing multiple practices give students practical tools to build practices that reflect high values and a strong commitment to providing exceptional care. A recent memorable session, for example, covered setting equitable fees—an often-overlooked but essential skill. It highlighted how clear, fair financial policies can foster trust and satisfaction with both patients and team members. The Alliance has become a space where students, driven by a desire to better themselves, come together during our lunch hour to collaborate and share ideas. Members explore the complex aspects of practice ownership and build essential skills through collective learning and open discussions that inspire growth beyond the classroom.

We envision the Alliance as a place where, over time, members will grow into confident practitioners, equipped with both

clinical and leadership skills. We hope that students who join for involvement and networking will emerge as well-rounded professionals. Our goal is for members to be prepared to accept leadership roles in their communities, build lifelong connections, and gain confidence to shape their careers and make a meaningful impact in dentistry. Presenting different perspectives and discussions helps students gain clarity on how they want to build their practices. With this knowledge, students can move forward with purpose and intention. By focusing on personal growth and the interpersonal aspects of dentistry, the Alliance has empowered us to think of ourselves, not just as clinicians, but as innovators who want to make a difference in our field.

Looking back on the club’s growth over the past year, I am grateful for the strong sense of community it has fostered. Having a network of supportive, motivated peers has made a real difference during dental school. Together, we share our challenges and celebrate our achievements, building a foundation of mutual respect and common goals. It’s inspiring to see members turn to each other for advice, offer encouragement, and push one another to new heights.

This journey has shown us that becoming a great dentist is about so much more than clinical expertise. It’s about building strong relationships, understanding team dynamics, and leading with integrity. Our commitment to growth illustrates a future where

dentists are compassionate leaders, expertly balancing patient care with the complexities of managing a successful practice.

Our role as a club continues to evolve, and we are excited to see how the Alliance will shape the careers of students at the Dental College of Georgia. Our vision is rooted in lifelong learning and making a meaningful impact. Together, we aim to set a new standard for success in the dental profession, empowering students to thrive both in practice and as leaders—building the dentists of tomorrow.

Ryan O’Donnell is a driven dental student with a passion for empowering others in both dentistry and business. A 2023 graduate of the University of Georgia, she is currently in her second year at the Dental College of Georgia (DCG). Ryan serves as an ambassador for DCG, has held a leadership role on the ASDA executive board, and is the founder of the Dentist Entrepreneur Alliance (DEA) at DCG, where she blends dental expertise with entrepreneurial vision and a commitment to traditional values. Outside of academics, Ryan enjoys experimenting with new recipes, taking walks with friends, and decorating her home, always infusing creativity and enthusiasm into her daily life.

We mean it when we say Trusted Expertise, Unrivaled Support.

When you choose Patterson, you can count on the industry’s most responsive sales and service teams. We will listen to understand your needs and goals and offer solutions to meet them. We’ll be there when and where you need us – whether you’re purchasing routine supplies and everyday equipment or breakthrough technology and cutting-edge software. We’ll support your success at every step.

A Dynamic Duo: Thriving Together in Business and in Love

Beverly Wilburn

Today’s workforce is always evolving. Finding great employees with the kind of work ethic needed to build successful businesses is becoming increasingly harder. This results in more couples finding themselves working together. Whether it be starting a new business, joining forces in a family-owned company, or working in the same corporate environment, spouse-centered business relationships are on the rise. Though it is hard to determine exact statistics for this type of business model, studies show that more than one quarter of US-based small businesses are run by couples. While the idea of blending professional and personal lives may seem either ideal, “I love working together, it is the best part of my day” or overwhelming, “I quit at least 3 times this week”, the reality is a dynamic dance of benefits and challenges, and strategies and fun, for making it a success.

THE PERKS OF PARTNERING

Could cohabitation in the workspace with your spouse genuinely work? What would be exciting about collaborating professionally?

1. Shared Goals and Vision – Couples who start businesses together often have a shared mission and values, including personal values, which can create a strong sense of purpose and alignment in their work.

2. Increased Time Together – Many working professionals struggle to find enough time to spend with their spouses at home. Working together allows couples to interact more frequently, strengthening their bond.

3. Trust and Reliability – A spouse is often the most trusted person in your life. This makes an ideal business partner. Knowing you can rely on your partner to act in

the best interest of the business fosters an immense sense of security.

4. Financial and Career Benefits – Owning a business or working together can lead to better financial strength, pooled resources, and reduced costs associated with hiring outside help.

5. Complementary Skill Sets – Many couples naturally balance each other in strengths and weaknesses. One may be detail-oriented while the other focuses on big-picture thinking, creating a well-rounded business operation.

6. Flexibility – Children and home life responsibilities can be better managed when working together as business partners, as they can often back each other up when needing to be out of the office.

THE CHALLENGES OF LOVING AND LABORING TOGETHER

Despite the potential benefits, working with a spouse can also present challenges. If these challenges are not addressed, they can strain both the relationship and the business and lead to home-life chaos, too.

1. Blurred Boundaries Between Work and Home – When a couple works together, it’s easy for professional discussions to seep into personal time. This can make it difficult to separate work stress from home life stress.

2. Power Struggles and Role Confusion – In business, leadership roles need to be clearly defined. If both spouses want to lead, disagreements may arise. Conversely, if one takes a dominant role, the other may feel undervalued.

3. Constant Togetherness – While spending more time together is often seen as a perk, too much time in each other’s presence—without personal space—can lead to burnout and tension.

4. Difficulty Handling Conflict – Workplace disagreements are normal, but when a spouse is involved, emotions may escalate faster than they would with a non-romantic business partner.

5. Financial Stress – If both partners rely on the same business or job for income, financial uncertainty can add pressure to both their professional and personal lives.

SUCCESSFUL SYNCING

Balance, communication, and professionalism for the win.

1. Define Clear Roles and Responsibilities

To prevent power struggles and role confusion, it’s crucial to establish who is responsible for what. Assign tasks based on each person’s strengths and expertise rather than traditional gender roles or assumptions.

2. Establish Work-Life Boundaries

Create clear distinctions between work and home life. Set specific times for business discussions and commit to avoiding work talk during personal time, such as dinner or date nights.

3. Communicate Openly and Regularly

Good communication is the foundation of any successful relationship and business. Schedule regular check-ins to discuss work progress, concerns, and personal feelings about the business.

4. Maintain Individual Identities

It’s easy for one’s identity to become enmeshed with their partner’s when working together. Ensure each person has hobbies, social activities, and personal time outside of work.

5. Respect Each Other’s Expertise

Trust your spouse’s strengths and let them lead in their areas of expertise. Offer each other respect and admiration for their strengths.

6. Create a Conflict Resolution Plan

Disagreements will always arise. Having a predetermined way to handle conflicts—whether through scheduled discussions, professional mediation, or a designated “coolingoff” period—can prevent arguments from damaging the relationship.

7. Make Time for Fun and Romance

Just because you work together doesn’t mean you’re spending quality time together. Set aside time for non-work-related activities to keep the romantic connection alive.

8. Keep Professionalism in the Workplace

Maintain a professional attitude at work, treating each other as colleagues rather than spouses when in a business setting. This fosters respect from employees, clients, and colleagues.

HAPPILY EVER AFTER

In 2024, at the Dental Entrepreneur Woman Retreat, we had the honor of 10 Dental Spouses being in attendance. These extraordinary women play various roles in and around the dental space. Most are partnered in some way in their practice, or are now seeking their next chapter in dentistry, but all share an active role in their business. These humans are a phenomenal resource for making spouse-connected partnerships work both inside and outside of the dental space. If you are married to a dentist and seeking that extra level of support and care, join Dental Spouses in Business™.

Before deciding to collaborate professionally or even to explore this option in partnership, consider these questions:

• Do you and your spouse communicate well?

• Can you set clear and defined boundaries between work and home life?

• Are you willing to compromise and respect each other?

• Can you handle disagreements professionally without letting them affect your relationship or holding grudges?

• Do you share the same long-term vision for your business?

If the answers to these questions are mostly yes, working together may be one of the most fulfilling and rewarding experiences you’ve ever had in the workplace. If you can’t answer positively, it might be best to keep your work and your marriage separate.

It is so important for couples who want to thrive both in business and in their home relationship to understand the level of commitment necessary, as well as the love and patience required to make it work.

Beverly Wilburn is a proud Dental Entrepreneur Woman and serves as VP of the DeW Advisory Board. She is the founder of Dental Spouses in Business™, a trusted advisor who sparks revenue generators for businesses and entrepreneurs in the dental space, and most importantly, a friend.

Are You Marketing to Hunters or Farmers? Why Understanding Decision-Making Styles is the Key to Growth

Sheena Hinson

Most marketing strategies fail not because the product or service isn’t valuable, but because they don’t account for how decision-makers actually think. In dental and healthcare— industries where purchasing decisions involve balancing patient care, provider well-being, and business profitability—understanding whether your audience thinks like a hunter or a farmer is essential.

This distinction isn’t just about personality types; it’s about how people evaluate opportunities, consume data, and make investment decisions. John F. Dini explores this concept in his book, Hunting in a Farmer’s World, highlighting how entrepreneurs and business leaders naturally lean toward one mindset or the other. Having worked with clinicians, business owners, and executive teams across the industry, I’ve seen firsthand how the most successful businesses align their marketing and business development strategies with these decision-making styles.

THE HUNTER VS. FARMER MENTALITY IN DECISION-MAKING

Hunters: The Opportunity-Driven Decision-Makers

• Move fast and act on instinct—if they see value immediately, they act.

• Want concise, high-impact messaging with clear ROI.

• Prioritize competitive advantage and revenue growth over incremental improvements.

Examples: High-growth practice owners, PE-backed DSOs, and startup entrepreneurs.

Farmers: The Long-Game Planners

• More methodical and risk-averse, requiring thorough research and validation.

• Value stability, sustainability, and incremental growth. Need trust, relationship-building, and long-term strategic alignment.

Examples: Legacy practice owners, multi-generation dental groups, and academic-driven clinicians.

IS YOUR MARKETING SERVING HUNTERS OR FARMERS?

It’s not just about who you’re marketing to—it’s about what your marketing actually offers. Decision-makers in dental and healthcare have three primary concerns:

• The Obvious Patient Benefit – Does this improve outcomes, patient experience, or care quality?

• The Provider Benefit – Does this reduce stress, improve workflow, or enhance job satisfaction?

• The Business Impact – Is this financially viable, and how quickly will we see ROI?

Most marketing strategies lean too heavily on just one of these pillars. The businesses that win? They connect all three, making it easy for both hunters and farmers to see the immediate and long-term value.

Hunters respond to innovations that promise rapid impact and revenue growth—they want to know how this makes them more competitive today.

Farmers need to see how a solution improves long-term efficiency and sustainability—they want reassurance that they’re making the right investment.

BRIDGING THE GAP BETWEEN STRATEGY AND REALITY

One of the biggest challenges in the DSO space is the disconnect between high-level decision-makers and on-the-ground realities. A clinical executive at the corporate level may be making purchasing decisions, but they don’t always have full visibility into the daily challenges of regional teams or individual providers.

This isn’t a matter of negligence—it’s simply the nature of scaling a business. However, if marketing doesn’t connect strategy to execution at every level, adoption suffers.

This is why recent, relevant, real-world insight is critical— regardless of whether you’re selling a product or a service. It’s not enough to have a polished pitch deck that resonates at the executive level. If the solution isn’t truly viable for the people expected to use it, adoption will stall, and the attrition rate will be high.

When bridging those gaps, it’s often not about asking “how” to solve a problem, but rather “who” can best solve it. As Dan Sullivan emphasizes in Who Not How, leveraging the right subject matter experts accelerates outcomes while keeping teams focused on their strengths.

THE HIDDEN CONSTRAINT: TIME & MONEY

Even when a solution is valuable, decision-makers are working within constraints:

• There are only so many checks they can write.

• There are only so many hours they can invest in learning new products, technologies, and services.

Closing a deal at a high level is only the first step. If providers find the solution disruptive, impractical, or difficult to integrate into their workflow, they won’t use it—leading to churn, wasted resources, and an unsustainable business model. The true test of success is whether a product or service moves beyond the sale into widespread adoption.

MARKETING NEEDS TO BE FOR SALES ENABLEMENT

Too often, marketing operates in isolation, producing content that looks great but doesn’t actually support sales teams in closing deals. If you’re a hunter—whether in leadership, business development, or sales—you are responsible for making sure your farmers have the tools they need to succeed.

On the flip side, if marketing is doing the hunting, it needs to serve the same goals as a farmer: It should nurture, build trust, and provide sales teams with what they need to convert prospects into loyal customers.

This is where a strategic, informed approach makes all the difference. Companies that understand these dynamics don’t just generate leads; they drive adoption, accelerate decision cycles, and create long-term advocates for their products and services.

FINAL THOUGHTS: ALIGNING STRATEGY WITH DECISIONMAKING STYLES

Too many businesses take a one-size-fits-all approach to marketing and sales. The companies that break through the noise are the ones that tailor their strategy to how their audience thinks and operates.

If you’re speaking to hunters, get to the point—show them the win.

If you’re speaking to farmers, build trust—show them the roadmap.

And if you’re speaking to both? Your strategy had better be built to bridge the gap.

Having spent years working at the intersection of clinical insight, marketing strategy, and business development, I’ve seen what works—and what doesn’t. The most successful businesses don’t just focus on making the sale; they ensure what they’re offering is truly usable, valuable, and built for long-term success.

Sheena Hinson specializes in growth strategy, business development, and operational advisory, bringing over 15 years of clinical experience to offer a practical, data-driven view of what businesses and practices need to grow.

With a strong background across professional and B2B channel partnerships, strategic advisory, and market positioning, Sheena helps organizations bridge the gap between business growth and patient care. She advises companies on strengthening operations, expanding market reach, and uncovering opportunities for sustainable growth — all while aligning strategy to real-world execution. She provides high-level guidance to executive teams, industry innovators, and investment groups looking for pragmatic insight, relationship-building expertise, and operational optimization. Sheena is passionate about helping others win and creating growth strategies built to last.

Carrying the Torch: How Dr. Michael Gelb is Continuing the Legacy of the Gelb Center as a Serial Entrepreneur

Dr. Luke Shapiro, DDS

DR. LUKE SHAPIRO: SINCE YOUR DAD (DR. HAROLD GELB) WAS A DENTIST, DID YOU FEEL PRESSURE TO ALSO DO DENTISTRY? OR HOW DID YOU GET INTO IT?

Dr. Michael Gelb: No, what happened was I used to hang out with my dad at the office. I ended up talking to a lot of his patients. And it was really the patient stories that inspired me. I saw how he had changed the lives of so many people, and that inspired me to say, “Wow, this is a pretty cool field, and I think I could do this! Wouldn’t it be great to be able to change people’s lives?” That’s what got me. I never went into dentistry to do teeth. It was really initially only to do TMJ.

SO, HOW DID YOU GET THROUGH DENTAL SCHOOL WITH DOING CAVITY FILLINGS AND EXTRACTIONS?

First of all, they would attack me. Dr. Joe Marbach would say, “What are you doing here? There’s no chiropractors lecturing today.” I was given a hard time. And then, of course, I was a loudmouth and would raise my hand when they started talking about centric relation. They were still shoving the jaw back into the rear-most upper position, and my dad was anterior superior.

So I had to struggle to keep my mouth shut. And then, of course, the courses were very tough. The biochemistry and all of those courses were with the med students at Columbia. It’s a very, very competitive environment. When I got to the third and fourth

year, I was fine clinically, but I did give the professors a hard time in some of the clinical lectures.

AND NOW YOU HAVE THE GELB CENTER. IS THIS WHAT YOU ENVISIONED WHEN FIRST STARTING OUT?

So starting, I wanted nothing to do with apnea and sleep. I worked at Rutgers for five years in their mini residency, and I was not at all interested in the sleep apnea lectures by Jeff Nahmias from Beth Israel Newark, and I didn’t want anything to do with kids. Now, I’m most passionate about airway and I’m most passionate about children. So my whole thing has changed. My mother was a myofunctional therapist, so I’m just with my daughter coming in the third generation.

We always had physical therapists here. We have some of the best physical therapists rotating through here. We had biofeedback back then. We had nutrition. But I want to keep expanding the Gelb Center for women, for children, really making it a whole children’s center. But I want to really focus on healthy orthodontics to help with ADD behavior and cognition in kids, as well as growth and development. People are excited about TMJ and sleep. I am seeing young dentists and dental students, and they now want to be airway dentists. I’ve never seen that until this year, and that’s a very exciting thing. My hope is that the young orthodontists will see the value of incorporating airway into their treatment plans.

HOW DID YOU LEARN ALL THE BUSINESS SKILLS ASSOCIATED WITH RUNNING THE GELB CENTER?

My dad, for a while, was running a small business investment corporation. He was running a movie company. So he almost left dentistry two or three times when his stocks did well. His friends made millions, but he had insider stocks that he couldn’t trade. He showed me a work ethic. He showed me what it was like getting here at 7:30 AM. I thought he was out of his mind, because back then I had young kids. I would roll in around 8:30 AM, and he would go, “Good afternoon, Michael.” He would give me a hard time, but he showed me a work ethic, and he ran a tight ship.

He always used medical insurance as a vehicle. He always was ahead of his time with TMJ. And he was one of the first people in the country to give up dentistry and only do TMJ. My practice is kind of unique in New York City. From a business standpoint, I think the two biggest things were home sleep studies and CBCT technology. That’s what enabled us really to look at the airway and be able to measure how well someone was sleeping. And now with the technology of Oura rings, Whoop, and Fitbit, a lot more people are into that as well.

CAN YOU TOUCH ON YOUR WORK OUTSIDE OF THE OFFICE WITH COMPANIES AND SPEAKING?

I get royalties from different companies because I helped invent some appliances. So the speaking gigs have always been great supplemental income, and it’s a good way to stay relevant. I also have a company called Airvata, and that’s been exciting. I’ve had a lot of patents that I’ve gotten where I’ve never developed the actual device. It’s never come to market, so there are a lot of things that you do as an entrepreneur and as an inventor, and I’d say eight out of ten never really go anywhere, and you hope that two out of ten will become a success.

HOW DID YOU BECOME GOOD AT SPEAKING? DID IT COME TO YOU NATURALLY?

Well, there are two things. One is that when I first spoke with my dad, we didn’t have PowerPoint. I had to pay someone thousands and thousands of dollars to make a presentation since there was

no PowerPoint. So it’s a whole different ball game now. We used to have to take photographs and slides, and we lectured with slides in a Kodak carousel. We couldn’t get graphics on there. So it was a much, much harder thing. I would see my dad do it, but it took me a couple of years to become a better speaker. And then I work with Katherine Eitel. She’s given me some concepts on public speaking. And I think it’s something that evolves with time, you know, more concepts, fewer words on slides, more big picture stuff.

WHAT PERCENT OF YOUR TIME WOULD YOU SAY YOU DEDICATE TO THE GELB CENTER VERSUS THE OTHER VENTURES?

I’d say 80% Gelb Center and 20% the other ventures. People always say you should work on your business and not in your business. Unfortunately, I grew up with my dad’s philosophy. I’m the one who’s the rainmaker here, and I see a lot of the difficult patients, but the more that I can send the patients to my associates, I think that’s the goal. I look forward to continuing the legacy with my daughter Marissa, who’s an SLP and myofunctional therapist. It is exciting to see the Gelb Center continue to develop and grow.

Dr. Lucas Shapiro is a graduate of Washington University in St. Louis and Stony Brook University School of Dental Medicine, where he received his Doctor of Dental Surgery. He completed his post-doctoral orthodontic training at Tufts University School of Dental Medicine. He currently practices orthodontics at Lemchen Salzer Ortho in NYC. He started the Instagram page @futuredentists, works with the educational organization @ignitedds, and has an orthodontic tiktok page @drshap

Finding My Strength Through My Career

Atia Black

Dentistry has been constant in my life for the last 20 years. It started when I was 17, working my first job as a dental assistant. I didn’t know it at the time, but that job would lead me to exciting and rewarding opportunities I never im agined. That job would open a career path that allowed me to flourish. That job would give me the confidence to continue to learn and grow. That job would provide the support and independence I needed to build a new life.

And now, in my current role at the Dental Assisting National Board, I’m able to give back and help other dental assistants grow and find their way.

I LIKED THE CHALLENGING PATIENTS

Working as a dental assistant was really fulfilling and gave me a unique perspective on life. I had patients who would request to have me. It made me happy that they were looking forward to seeing me and I could make their experience at the dentist great.

I liked the challenging patients that no one else wanted. I enjoyed learning why they didn’t like to come to the dentists or what their fears were. It was interesting to talk to them and get to know their stories.

IT BROUGHT ME STRENGTH

The dentist I worked for really encouraged me and my growth. He taught me so much and trained me on many expanded functions allowed in my state. He took the time to answer all my questions and expand on what I was asking about.

As I developed my skills with an expanded number of functions, it brought me strength. It gave me pride. When I learned how to make a temporary crown that looked as much like a tooth anatomically as possible, it was a huge moment for me. I liked developing skills in placing bands and prepping teeth for fillings. I will always remember the times when the dentist joined me and was happy with how well everything was placed. But it wasn’t always easy.

A RAY OF HOPE

While I was working as a dental assistant, I was struggling with an abusive situation in my personal life. Dentistry was a huge part of how I was able to get out of it and sustain my life. My job gave me the confidence and financial independence to support myself. Without it, I would have crumbled. But I was able to rely on my dental training, and I had this ray of hope from the knowledge and career that I had.

I was also really fortunate to work with a supportive dentist. When you work in such close proximity with someone for that many years, they get to know you – the good and the bad. At a time in my life when I needed grace and acceptance as I navigated a really hard situation, I showed up in his office trying to put on a tough face. But he could see through it. On one particularly rough day, he took one look at me and just gave me a big hug. We’re still in touch, and his support of my professional growth stays with me to this day.

HUSTLE AND DETERMINATION KEPT ME GOING

As much as I loved dental assisting, I really wanted to keep learning and progressing. I felt like the natural next step was hygiene school. I started down that path twice and just didn’t love it like I did restorative dentistry and business. In the end, I realized I was more energized by helping others grow their businesses. So, I got my business degree and transitioned to the vendor side, helping practices with their business success.

Making the transition was hard because I wasn’t as familiar with the software and systems of sales and business development. It was new, and I felt unsure of what I was doing. I was also a single mom doing it on my own, which was sometimes tough. But I’m both a learner and competitive. Hustle and determination kept me going, and I quickly learned the ropes.

I also had the advantage of being familiar with the dental offices and challenges they faced. I could relate to what they dealt with (including pesky sales calls). I tried to listen to what they needed and help solve problems for them.

The relationships with people are important, and this industry has amazing people. In my career journey, many of my customers became friends. I remember a time I was talking to a doctor’s wife who was trying to run the practice with him. She was so overwhelmed and uncertain of how to keep things going. We talked for almost 45 minutes, and most of the time she was in tears.

There are other colleagues who have been alongside me for years. We see each other at events and make time to catch up. One of my former customers became my mentor, and I dearly love her. I’ve learned so much from her experiences and wisdom. She travels often for work, and every time we’re in the same city, we get together.

HELPING EACH OTHER GROW

The Dental Entrepreneur Woman and Dental Entrepreneur communities have also been so important to me. Two years

Atia (on the right) Top of Angel’s Landing at Zion National Park

CUSTOMERS BECOME FRIENDS

ago, there was a DeW meet-up at the Chicago Midwinter Meeting. I attended because some friends of mine had been to the DeW retreat and raved about what a great place it was that offered women opportunities to collaborate, helping each other grow. Since then, I have gone to two retreats and joined many virtual events. It was always a positive experience, and it was just what my friends had said it would be.

This past November at the 2024 retreat, I met some women from my local area, and we formed a monthly meeting where we collaborate. We talk about things we can do to support each other, and our meetings have proven to be great for conversation, insights, and laughs. It’s a unique group with consultants, a dentist, a banker, and me – a former dental assistant who became a software sales leader who now works as the Director of Business Development for the Dental Assisting National Board – which has been such a great next chapter in my story.

HELPING ASSISTANTS FIND THEIR PATH FORWARD

After working for several years in software sales, I was ready for a new opportunity, and I’m so thrilled to be the new Director of Business Development for the Dental Assisting National Board, or DANB, as we call it. DANB provides national certification, education, and training for dental assistants.

Being at DANB is an opportunity to go back to where I started and help the dental assistants find their path forward. Dental assistants are literally the heart of the practice and do so much. I am passionate about our initiatives that will allow dental assistants to grow in their positions, such as online education to expand their knowledge and credentials to help them build their confidence and reach new levels in their careers. We’re also conducting research and collaborating with others to help elevate dental assisting as a profession for the long term.

Since I’ve been with DANB, I’ve met several amazing dental assistants who love their job and are committed to what we’re doing at DANB. I’m finding a group of people who are just as passionate about it as I am, and it feels like home.

THINGS TO DO, PLACES TO GO

Ce on the Beach June 26 - 28, 2025 Cayman Islands

Speaking Consulting Network Annual Summit June 5-7

Providence, RI

RDH Under One Roof, July 18-20

Dallas, TX

Academy of General Dentistry 7/12/2025

Kansas City, MO

Dykema 8/1/2025

Denver, CO

Dental Nachos

8/7 - 8/10/2025, pHILADELPHIA, pa

Dental Festival 8/21 - 8/23/2025, Delray Beach, FL

AADOM 9/4 - 9/6/2025, Round Rock, TX

Atia Black is the Director of Business Development for the Dental Assisting National Board. She began her career as a chairside dental assistant, office manager, and sterilization manager. She went on to hold leadership roles in administration, management, and business development at dental software organizations, including Dental Intelligence and Method Procurement Technologies. Atia holds degrees in biology, pre-dental hygiene, and business administration. She earned the Women in Leadership certificate from Utah Valley University.

We’d love to see you!

A Step Forward for Continuing Dental Education: Revising the ADA CERP Standards

Dr. Marc G. Nuger, D.D.S.

The American Dental Association (ADA) Commission for Continuing Education Provider Recognition (CERP) has completed a significant overhaul of the ADA CERP Recognition Standards. This major revision marks an essential milestone in the ADA’s long-standing commitment to enhancing the quality of care delivered by dental professionals. For over 160 years, the ADA has been at the forefront of establishing rigorous Standards that ensure quality care for patients across the nation and beyond.

Through the ADA Continuing Education Recognition Program (CERP), the ADA sets the Standards for continuing dental education (CE) providers and approves those that meet its established guidelines. At present, over 490 CE providers hold ADA CERP recognition, with their courses accepted by licensing jurisdictions throughout the United States and Canada. The recognition of these providers extends to a growing number of international CE providers, further solidifying the global impact of ADA CERP Standards for continuing dental education.

THE NEED FOR A REVAMPED FRAMEWORK

The revision of the CERP Standards is a direct response to the evolving needs of the dental education landscape. The original CERP Standards were created in the 1990s when continuing

education mandates became widespread. These early guidelines were designed to help CE providers organize programs, advertise courses, and maintain accurate participation records. Over the years, some additions were made, but the fundamental structure and requirements of the CERP Standards remained largely unchanged.

Fast-forward four decades, and the world of CE has undergone a significant transformation. CE has shifted from a regulatory requirement that professionals had to meet to maintain their licenses to a powerful tool for continuous professional development. Today, dental professionals turn to CE not just to fulfill their regulatory obligations, but to enhance their knowledge, improve their practice, and ultimately improve patient care. This shift has made it imperative for the ADA to revisit and revise its CERP Standards to ensure they remain relevant and capable of addressing the current needs of CE providers.

As CE in healthcare continues to evolve, the need to incorporate principles of adult learning and professional development has become apparent. This emphasis focuses on identifying performance gaps and developing active-learning programs that foster improvement in both professional practice and patient outcomes. In this context, an assessment of the CERP Standards was timely, ensuring that the guidelines address the key requirements for effective and high-quality continuing education.

A COMPREHENSIVE REVIEW PROCESS

The revision of the ADA CERP Standards was a comprehensive process that spanned several years. Input was gathered from key stakeholders, including CE providers, boards of dentistry, and other healthcare professionals. Feedback indicated that, for some providers, the CERP application process, which evaluates providers for compliance with the Standards, is cumbersome and overly complex. As a result, the Commission sought to streamline and simplify the Standards, making them easier to understand and implement without compromising the core mission of high-quality education. The application process is being revised to reflect the newly updated Standards.

A significant guiding principle in the revision process was the ADA’s commitment to improving oral health through evidencebased, ethical, and quality care. The Commission also looked to the accreditation models used in other health professions, such as medicine, nursing, and pharmacy, for inspiration. CE Standards in these fields have increasingly shifted to emphasize principles of continuing professional development, which place

a greater focus on improving professional performance and practice through active learning. These principles have demonstrated success in other healthcare fields by emphasizing measurable outcomes that improve patient care.

KEY CHANGES IN ADA CERP STANDARDS 2026

In September 2024, the ADA CERP Commission officially adopted the revised ADA CERP Standards 2026, set to take effect in June 2026. The revisions reflect the ADA’s commitment to improving CE offerings and aligning them with current educational best practices. Some of the most important changes include:

1. Streamlined Structure: The number of CERP Standards has been significantly reduced from 14 to just five. In addition, the individual requirements have dropped from 104 to 22. This streamlined approach allows CE providers to focus on the most essential elements that contribute to high-quality education.

2. Greater Flexibility for Providers: The revised Standards grant CE providers more flexibility in demonstrating how their programs meet core requirements.

3. A Focus on Outcomes: One of the most significant changes is the increased emphasis on measuring the impact of CE programs. The revised Standards encourage CE providers to assess outcomes to ensure their educational activities lead to measurable improvements in practice and patient care. This shift towards an outcomes-based approach aligns with broader trends in healthcare, where evidence of effectiveness is a key measure of healthcare quality.

4. Independence from Commercial Bias: The revised Standards emphasize the importance of delivering education that is free from commercial bias. Under the revised Standards, CE providers will receive clear guidance on how to ensure that CE is free from conflicts of interest and focused on patient safety and outcomes. This is vital to maintaining the integrity of the CE process and ensuring that learners are exposed to accurate, balanced, and scientifically grounded information.

5. Alignment with Other Health Professions: The revised ADA CERP Standards incorporate elements of the Accreditation Council for Continuing Medical Education’s (ACCME) Standards for Integrity and Independence in Accredited Continuing Education. These Standards, launched in 2020, have been adopted by accrediting bodies in nine health professions, helping to standardize CE across the healthcare field.

FOSTERING INTERPROFESSIONAL COLLABORATION

One of the most forward-thinking elements of the revised ADA CERP Standards is its alignment with those of accreditors in other health professions, in support of interprofessional continuing education. As the evidence linking oral health to systemic health continues to grow, collaboration between dental professionals and other healthcare providers has become more crucial. To support this shift, the ADA CERP Commission has worked to foster interprofessional collaboration through its participation in Joint Accreditation.

Launched in 2020, Joint Accreditation offers CE providers a pathway to meet accreditation requirements for multiple health professions with a single set of guidelines. This initiative encourages providers to offer programs that foster collaboration and teamwork across different healthcare disciplines. The revised ADA CERP Standards 2026 align with the criteria of other accrediting organizations that participate in Joint Accreditation, with the goal of improving professional performance and patient outcomes. By promoting interprofessional education, these Standards are helping to ensure that dental professionals are wellequipped to work as part of a multidisciplinary healthcare team.

RETAINING PATIENT PROTECTION

While the revised Standards introduce a more flexible and outcomes-driven approach, they also retain critical patient protection requirements. CE providers that offer courses involving procedures on patients will still be required to meet strict guidelines to ensure patient safety and care quality. These requirements are vital for maintaining the trust of both dental professionals and the public.

A FORWARD-LOOKING APPROACH

The adoption of the ADA CERP Standards 2026 signals a new era in continuing dental education. These revised Standards will allow CE providers to better meet the needs of dental professionals and ensure that their programs are impactful, relevant, and aligned with the latest developments in healthcare. By emphasizing outcomes, independence from commercial influence, and interprofessional collaboration, the ADA CERP Commission is helping to guide the profession toward a future of continuous improvement in both practice and patient care.

The Commission is confident that the revised ADA CERP Standards, once implemented in 2026, will help CE providers meet the evolving demands of the dental profession and continue to advance oral and overall healthcare. These changes will empower dental professionals with the knowledge and tools they need to succeed in an increasingly complex healthcare environment, while upholding the highest Standards of care for the public.

Dr. Nuger serves as the Chair of the ADA Commission for Continuing Education Provider Recognition. He has served as the CE Committee Chair for the Maryland State Dental Association. He maintains a private practice in general dentistry in Glen Burnie, MD.

Nothing You Learn in Dental School Defines Your Success!

David Rice, DDS

Now that I have your attention, although your patients need you to be a great clinical dentist, our title is, sadly, actually the truth. The two top reasons you and I don’t succeed in practice are poor customer service and a lack of business acumen. Read all of that again. I need you to walk your clinical talk, but it’s not clinical skills that plays a starring role in your ability to win.

It’s easy to get down on your school for not teaching you either of the above, but here’s the truth– if you want to learn those right now as a dental student, I will teach them to you for FREE, if you reach out to me after reading this. We have a few hundred students from multiple schools that we bring this content to. You can absolutely be one of them if you connect with me.

For now, let’s chat about the challenges you’ll face and some quick wins.

POOR CUSTOMER SERVICE

There are plenty of amenities you and I can bring to our practices that make people feel warm and fuzzy. There’s Netflix, music and headphones, warm towels and blankets, massaging chairs, and on and on. Sure, we have those in our practice, but all of it is a distant second to your ability to truly understand every patient who walks in your door.

Of all the things that bring your patients comfort, the top priority is the comfort they have because they trust you. Part of trust is that you can do the dentistry they want and need (yay dental school). But the bulk of trust is your ability to empathize. Do they believe you actually understand where they’re coming

from? What makes them anxious? Why are they hesitating to say yes to you?

DO YOU MAKE YOUR PATIENTS FEEL HEARD?

Are you educating them to sell them, or educating them so they see and know what you see and know? Are you able to share that education with them in a language they understand rather than the dental jargon you and I need to speak to each other? Do you have any technology that makes that easier for them? Maybe a digital scanner or an intra-oral camera so they can literally see what you see? How about AI for your radiographs so they’re confident it’s not just your opinion–it’s your opinion plus?

Are you clear and concise with their treatment options so they feel like they’re making the best decision for themselves? Or do they feel this is a you versus them scenario? Do you consistently follow up after their appointments? Or does your patient’s clock stop the moment they’re out of your chair?

These are all amazing questions for you to think about right now as student. Head back to each one and be honest with yourself. How many would you be successful with right now? Which ones could you improve on?

POOR BUSINESS ACUMEN

This is the tougher one for you today. Most dental schools simply run out of time to teach you how to run a real business. And most dental schools that teach you how to run a business teach you from the perspective of a dentist. This is going to be tough

to read, but that isn’t good enough anymore. You need to think like a true business person. Here are a few basic principles to think about now.

Marketing. Here’s what I promise you. If you and I were in any other business and sitting with our entrepreneur friends, sharing that we had a list of customers (patients) who knew us, liked us, trusted us, and purchased from us repeatedly. We also had their address, their phone numbers, and their emails… Those entrepreneur friends would salivate. We have what every business needs to succeed. Yet somehow the average dentist spends tens of thousands of dollars on marketing companies to reach people who don’t know them, likely don’t like them (who’s ever heard that from a patient before), have no trust, and who have never bought anything from them.

STOP! START THINKING LIKE AN ENTREPRENEUR!

Management. Here’s my next promise. You only need to control 3 things as a dentist to have a wildly successful career. Ready? Here they are: You need to control your finances, your systems, and your dentistry.

Again, we have a “yay dental school” moment. When you and I have one singular vision for what success is at our dental practice, then we add in people who want and work towards that same vision every day. We give those amazing people best practices they can follow so they know how to do everything we need them to do, and when we do all of that knowing that things change for our patients over time, we win!

Little things like knowing our patients are busy people, so being open and convenient to help them? Win! Recognizing that most people are amazing, but because they have kids, maybe aging

parents, and crazy lives in general that we need to remind them in simple ways that actually work? Win! Thinking about our patients as people just like us and how we want things differently today than we did 2 years ago - heck, two months ago - meaning it’s super healthy for us to evolve over time? Win!

BRINGING IT HOME

What you’re learning in dental school matters. It drives clinical control. That said, what makes or breaks your career has nothing to do with what you’re learning there. So, if you’re a student today, don’t stress that you’re not getting everything you need from school. Their gig is clinical control. Instead, connect! I am happy to bring you the systems and financial control for FREE if you’re a student. Just click here, and I will make it so.

Together We Rise,

David

David Rice, DDS, is on a mission to improve our profession by leading the next generation of dentists to grow successful lives and practices. The founder of igniteDDS, Dr. Rice speaks to over 35 dental schools and residency programs a year on practice building, team building and wealth building. Dr. Rice is a private practitioner, educator, author, and mentor who connects students, young dentists, and professionals from diverse dental-related businesses, “fueling passion beyond the classroom.” ignitedds.com

Dr. Aditi Agarwal De

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