Dental Groups & DSOs
What works at five practices collapses at fifty. Each office runs its own scheduling, recall goes undone, and chairs sit empty while another location turns patients away. I build the repeatable systems that scale from five locations to fifty.
The signature failure
Watch every chair in the group at once.
Chair utilization · one afternoon
2p: 104% vs 38%, same group
One chair turns patients away while another sits empty.
Open chair time is never reported centrally, so the group cannot see that Downtown is overbooked at 2pm while Riverside runs idle the same afternoon. That gap is pure lost production.
Swipe to explore →
Illustrative utilization across a four-office group, not a specific client. Central visibility turns two independent problems, overflow and idle, into one solvable scheduling picture.
What is broken
Five practices that worked, fifty that do not add up.
- New-patient marketing is reinvented per location: inconsistent quality, no shared playbook, no buying leverage.
- One standardized acquisition system across locations, with shared quality and shared buying leverage.
- Phones and scheduling differ by office, so missed calls and unbooked openings leak revenue every day.
- A common phone and scheduling motion that answers every call and books the openings a chair leaves.
- Recall and reactivation, the cheapest growth a group has, run informally or not at all.
- Systematic recall and reactivation that turn the existing patient base into predictable production.
- Each acquisition arrives on its own systems, and integration is slow, manual, and ad hoc.
- A repeatable onboarding playbook that brings every acquisition onto shared systems fast.
How I help
Repeatable growth, location by location.
New-patient demand engine
A standardized, measurable acquisition system across locations: consistent quality and shared buying leverage instead of fifty separate experiments.
Phone and scheduling capture
AI voice and front-desk workflows that answer every call, book openings, and stop the missed-call revenue leak that empty chairs represent.
Hygiene recall and reactivation
Systematic hygiene recall and lapsed-patient reactivation that turn the existing base, the cheapest growth a group has, into predictable production and higher case acceptance.
Utilization visibility and onboarding
Central dashboards for chair time, production per provider, and case acceptance across locations, read out of the PMS your offices run (Open Dental, Dentrix, or Eaglesoft), plus a repeatable playbook for onboarding each acquisition and same-store growth alike.
How I engage
Build the platform, then scale it.
- 1
Standardize
Define the demand, scheduling, and recall motion that works: one playbook, measured, instead of per-office improvisation.
- 2
Centralize visibility
Stand up the reporting layer that compares locations on new patients, utilization, and production so leadership can diagnose and act.
- 3
Scale and onboard
Roll the platform across the group and use a repeatable onboarding playbook to bring each acquisition onto shared systems fast.
Dental Groups & DSOs stack diagnostic
4 failure points
- Phone system
Each office runs its own phones; missed and abandoned calls go unlogged, so the daily revenue leak stays invisible.
- Scheduling
Open chair time is not reported centrally; one location turns patients away while another sits idle the same afternoon.
- Recall
Hygiene recall and reactivation run off manual lists a front desk builds when it has time, so lapsed patients quietly age out.
- PMS integration
Each acquisition keeps its own practice-management system (Open Dental, Dentrix, Eaglesoft), so group reporting means exporting and re-keying by hand.
I design the growth, technology, and operating systems around your practices and coach your team to run them, not clinical, legal, or regulatory advice, handling patient information securely and in line with your compliance requirements.
Components that fix this
The engine parts I build for this vertical.
Each failure above maps to a component of the growth engine. Here is what plugs in where.
- Capture layer
AI Voice & Chat
One phone and scheduling motion that answers every call and books the openings an empty chair leaves.
Explore the component → - Connective tissue
Revenue Operations & CRM
Central dashboards for chair time, production per provider, and hygiene recall, read straight out of the PMS.
Explore the component → - The operating system
Systems Architecture
The onboarding playbook and shared stack that bring each acquisition onto one system fast instead of ad hoc.
Explore the component →
A 97-location group traced 89% of new patients to source and reallocated $1.7M in six weeks.
Read the case study →
Make growth repeatable from five locations to fifty.
I will find where new patients and chair time are leaking across your group and design the standardized engine that closes the gap.