Podcast Recap: Creating a Culture of Radical Accountability – Part 2

Key Takeaways

  • Communication is ultimately the responsibility of the leader.
  • Teams perform better when they understand how their work affects others in the workflow.
  • Every process should have a clearly defined owner to avoid confusion.
  • Inspiration, not just motivation, helps drive stronger engagement from employees.
  • Accountability requires consistent standards across the entire team, including leadership.
  • Leaders who model the behaviors they expect create stronger, more accountable teams.

In this second installment of our conversation on Beyond Bitewings, Ash continues the discussion with leadership expert Dave Rosenberg about how organizations build a culture of accountability that actually works.

If you missed the first episode, be sure to read or watch Part 1, where Dave introduced the foundational framework for accountability and why many organizations struggle to implement it.

In this episode, the conversation moves from theory to practice, focusing on leadership behaviors, communication, and the mindset that drives real accountability inside a team.

For dental practice owners, these ideas directly affect how teams work together, solve problems, and deliver consistent patient care.

Communication Is the Leader’s Responsibility

One of Dave’s most important points is that communication is ultimately the responsibility of the leader.

Leaders sometimes believe that once a message has been delivered, the responsibility shifts to the team to understand it. In reality, effective leadership means ensuring the message is actually received and understood.

A simple way to confirm this is by asking open-ended questions such as:

  • What do you understand your role to be here?
  • What are we trying to accomplish?
  • Why are we doing it this way?

When team members clearly understand the intent behind decisions, they are better able to adapt when things inevitably change. As Dave notes, no plan survives contact with reality. But when people understand the mission, they can still move in the right direction when unexpected challenges arise.

Why Teams Need the Bigger Picture

Accountability also improves when team members understand how their actions affect others in the workflow.

In a dental practice, this could involve everyone from the front desk and treatment coordinators to hygienists, assistants, and billing staff. When employees understand how their work impacts others downstream, they are more likely to communicate changes and avoid creating problems for the rest of the team.

This awareness helps shift the focus from simply completing tasks to understanding how each role contributes to the overall success of the practice.

Accountability Requires Clear Ownership

Another concept Dave discusses is the value of an accountability map.

The idea is straightforward: every process should have a clearly defined owner. That owner isn’t necessarily the only person doing the work, but they are responsible for ensuring the process is completed correctly.

Without clear ownership, teams often fall into the trap of assuming someone else will handle an issue. When everyone is responsible, accountability tends to disappear. By clearly assigning ownership, leaders reduce confusion and eliminate the finger-pointing that often occurs when something goes wrong.

Motivation vs. Inspiration

Dave also makes an important distinction between motivation and inspiration.

Motivation often comes from external rewards like pay, bonuses, or benefits. Inspiration, however, is internal and comes from believing in the purpose of the work.

In dentistry, that purpose is often easy to see. Dental professionals help patients improve their health, comfort, and confidence every day.

When team members understand the value they bring to patients and how their role contributes to that outcome, they are more likely to go beyond the minimum requirements of the job. Hiring people who connect with that purpose, and helping them see how their work supports it, can significantly strengthen a culture of accountability.

The Danger of “Exceptional” Exceptions

One leadership challenge many businesses face involves employees who perform well in one area but ignore standards in others.

Sometimes these individuals are allowed to operate outside established procedures because they appear highly productive. Over time, this creates a dangerous precedent.

If one person is allowed to ignore the rules, others will begin to question why the rules apply to them. As Dave explains, if standards do not apply to everyone, they eventually stop applying to anyone.

Consistency is essential to maintaining accountability across the entire team.

Leaders Must Model the Standard

Perhaps the most important leadership principle discussed in this episode is that leaders must hold themselves to the same standards they expect from their teams.

If leaders regularly ignore the expectations they set, such as showing up late to meetings or failing to respect others’ time, it becomes difficult to enforce those standards with employees.

Accountability begins with leadership behavior. When leaders consistently model the standards they expect, the rest of the organization is far more likely to follow.

The First Step Toward Improving Accountability

For practice owners who want to strengthen accountability within their teams, Dave recommends starting with honest self-reflection.

Consider the behaviors you expect from your team and ask whether you consistently demonstrate those behaviors yourself. From there, leaders can have an open conversation with their team about the standards they want to establish moving forward.

This type of transparency helps build trust and creates a culture where accountability is shared rather than imposed.

How to Tell If Accountability Is Improving

In many cases, the signs of stronger accountability appear gradually. Teams begin communicating more clearly. Mistakes and rework become less frequent. Processes become more consistent.

Improvement rarely happens overnight, but as expectations become clearer and behaviors align with those expectations, accountability begins to take hold throughout the organization.

Why This Matters for Dental Practices

At the end of the episode, Dave offered a simple but powerful reminder for leaders:

Be the team member you want your team members to be.

When leaders demonstrate the standards they expect, communicate clearly, and help employees understand the purpose behind their work, accountability becomes much easier to sustain.

Podcast Recap: Creating a Culture of Radical Accountability – Part 1

Key Takeaways

  • Accountability challenges in dental practices are usually system failures, not personality flaws.
  • Clear, documented processes create consistent results across scheduling, insurance, treatment presentation, and patient communication.
  • A culture of radical accountability rests on three pillars: mechanics (systems), mindset (purpose), and modeling (leadership example).
  • Responsibility is responding to a situation; accountability is following and explaining a defined process.
  • Dentist-owners strengthen performance by removing barriers to success instead of defaulting to blame.
  • Clinical excellence alone does not create a high-performing practice; systems and leadership discipline do.

In this episode of Beyond Bitewings, Ash welcomed Dave Rosenberg, a leadership advisor who works with executive teams across the country to help them build what he calls a “culture of radical accountability.” With a background as a Naval officer and former company president, Dave has spent decades leading organizations and now focuses on helping leaders create systems that produce consistent results.

For dentists and practice managers, this conversation is especially relevant. In a dental practice, performance is never just about clinical skill. It’s about how the entire team operates, from scheduling and insurance to treatment presentation and patient follow-up. And according to Dave, when accountability problems show up, they are rarely “people problems.” They are almost always system problems.

Accountability Is a Process, Not a Personality

One of the most important distinctions Dave makes is that accountability should not be confused with personal character. Many leaders assume that if someone isn’t performing consistently, they lack motivation or work ethic. In reality, inconsistency is often the result of unclear expectations or undocumented processes.

In the military, Dave explains, ownership was built into structure. Everyone knew their role. Procedures were defined. Standards were explicit. When he transitioned into private-sector leadership, he noticed that many organizations relied on informal training and ad hoc direction. People were left to “figure it out,” and predictably, results varied.

In dentistry, this might look like:

  • Different team members handling insurance follow-up differently
  • Treatment plans being presented inconsistently
  • No clear standard for patient communication or schedule management

Without defined processes, even talented employees will produce uneven outcomes. Over time, that variability affects profitability, patient satisfaction, and team morale.

The Three Pillars of a Culture of Accountability

Dave describes three essential components that create sustainable accountability: mechanics, mindset, and modeling.

  1. Mechanics come first. These are the documented systems, job descriptions, training protocols, and performance standards that define how work gets done. If expectations are unclear or undocumented, team members cannot be held accountable to them. In many dental practices, job descriptions don’t fully match reality, and training is informal. That gap creates stress and confusion. When expectations are precise and training is structured, accountability becomes fair and measurable.
  2. Mindset follows structure. Team members need to understand why their work matters. In a dental practice, that purpose extends beyond tasks. The front desk influences patient retention. The hygienist influences long-term treatment acceptance. Insurance coordination affects cash flow. When people see how their work connects to patient outcomes and practice success, they are more likely to take ownership. Accountability becomes collaborative instead of defensive.
  3. Modeling completes the system. Leadership behavior sets the ceiling. If a dentist-owner runs behind schedule, avoids difficult conversations, or ignores documented processes, the team will follow that example. Leaders cannot demand discipline they do not demonstrate. Accountability must be visible at the top.

Responsibility vs. Accountability

Another powerful insight from the episode is the distinction between responsibility and accountability.

Responsibility is the ability to respond. Accountability is the ability to follow and explain a defined process.

For example, a team member may be responsible for insurance claims. They are accountable for following the documented claim process correctly. If something goes wrong, the right question is not “Who messed up?” but “What steps were taken, and where did the process break down?”

Sometimes the employee didn’t follow the process. Other times, the process itself is flawed. That distinction matters. When practices examine systems instead of assigning blame, they strengthen operations instead of weakening culture.

The Leader’s Real Job

Dave reframes leadership in a way that applies directly to dental practice owners: the leader’s job is to remove barriers to success.

Barriers may include unclear expectations, outdated systems, staffing gaps, or a lack of training. When something breaks down in the practice, whether it’s production, collections, or team morale, the first question should not be “Who failed?” but “What barrier allowed this to happen?”

This shift changes the emotional tone of accountability conversations. Instead of being punitive, they become improvement-oriented. The message becomes, “You are capable of more, and I’m here to help remove what’s in your way.”

Why This Matters for Dental Practices

Dentistry is unique in that most owners entered the profession for clinical reasons, not operational ones. But clinical excellence alone does not build a high-performing practice. Systems do.

A culture of radical accountability means:

  • Clear processes that are consistently followed
  • Team members who understand their role in the bigger picture
  • Leaders who model the standards they expect from others
  • Conversations focused on improvement rather than blame

When those elements are in place, practices experience more predictable performance, stronger team cohesion, and less stress at the leadership level.

In Part 2 of this discussion, Dave will dive deeper into how leaders can motivate accountability and develop teams that take ownership willingly. For dentists looking to strengthen operations and improve long-term performance, this framework offers a practical starting point: build the system first, and accountability will follow.

Podcast Recap: How AI and Virtual Receptionists Are Changing the Dental Patient Experience

Key Takeaways

  • Missed or delayed phone calls are one of the fastest ways dental practices lose new patients.
  • Separating front desk duties from phone coverage can significantly improve both patient experience and staff focus.
  • Virtual receptionists and AI-supported phone systems can extend availability without increasing in-office staffing pressure.
  • Modern AI tools are designed to support, not replace, human staff, routing complex or urgent calls to real people.
  • Improving phone responsiveness can boost patient retention, online reviews, referrals, and front desk staff retention.

In a recent episode of Beyond Bitewings, Ash sat down with Nathan Strum of Abby Connect to discuss how dental practices are rethinking the patient experience, starting with one of the most overlooked touchpoints: the phone. With more competition, higher patient expectations, and ongoing staffing challenges, the way calls are handled can directly impact new patient acquisition, retention, and even team burnout. As Nathan shared, dentists are excellent clinicians, but practice success increasingly depends on running the office with the same customer-service mindset found in other service-driven businesses.

A key theme of the conversation was the distinction between front desk responsibilities and phone coverage. In many practices, the same person is expected to greet patients in person, manage paperwork, handle scheduling, and answer every incoming call. That setup often leads to rushed interactions, missed calls, or patients being placed on hold, especially during busy times or outside normal hours. From a patient’s perspective, unanswered calls or long wait times are more than an inconvenience; they’re often a reason to call the next practice on Google or Yelp. In competitive markets, the practice that answers first frequently wins the new patient.

Nathan also emphasized how technology, particularly virtual receptionists and AI-supported phone systems, can help practices stay responsive without overloading in-office staff. Modern AI tools can now handle common questions, appointment scheduling, and after-hours calls with surprisingly natural tone and flow, while still routing more complex or urgent situations to a human. The goal isn’t replacing people but supporting them, ensuring patients get quick answers while allowing front desk teams to focus on the patients physically in the office. For dentists, this can mean fewer missed opportunities, smoother scheduling, and a more consistent patient experience from the very first interaction.

Beyond patient experience, phone coverage plays a significant role in staff retention. Constant phone interruptions add stress to front desk roles that already experience high turnover across the industry. Offloading some of that volume, at a cost that often compares favorably to hiring additional staff, can reduce burnout and improve morale. Nathan pointed out that practices that improve phone responsiveness often see benefits ripple outward: better reviews, stronger word-of-mouth referrals on platforms like Google, Nextdoor, and local Facebook groups, and a more positive internal culture.

The takeaway for dentists is clear: technology decisions around phones and scheduling aren’t just operational details, they’re growth decisions. Whether through virtual receptionists, AI-assisted scheduling, or a hybrid approach, practices that invest in being accessible, responsive, and patient-friendly from the first call are better positioned to stand out. As the episode reinforced, the patient experience doesn’t start in the chair; it starts the moment someone picks up the phone.

Podcast Recap: How Design Trends Are Changing Dental Practices and Patient Experiences

Key Takeaways

  • Dental practice design is increasingly focused on patient comfort, anxiety reduction, and overall experience, not just clinical efficiency.
  • Layout and square footage matter, but flexibility, flow, and shape of the space often matter more than size alone.
  • Lease terms and real estate decisions can significantly impact a practice’s financial health and long-term flexibility.
  • A practice’s physical space plays a meaningful role in resale value and buyer perception.
  • Thoughtful design and real estate planning support patient retention, staff experience, and future growth.

In this episode of Beyond Bitewings, Ash sits down with Mark Broson of Resource Commercial Advisors to explore how dental practice real estate and design trends have evolved, and what dentists should think about before signing a lease or building out a new space. While Mark shares insight from his work as a medically focused commercial real estate broker, the conversation centers on one core theme: today’s dental practices are being designed just as much for patient comfort and long-term value as they are for clinical efficiency.

One of the most noticeable shifts Mark highlights is the move away from sterile, medical-feeling offices toward environments that reduce anxiety and feel welcoming from the moment a patient walks in. Dentists are increasingly investing in soft lighting, natural materials, calming scents, and spa-like layouts that help patients feel at ease. These design choices aren’t just cosmetic; they shape the entire patient experience and can influence retention, referrals, and patients’ perception of the quality of care.

The discussion also dives into practical space planning considerations. While a large, concierge-style practice with multiple specialists under one roof may work for some, Mark explains that most dental offices today typically range from 2,000 to 3,500 square feet. A common planning guideline is approximately 400 square feet per operatory, but layout is just as important as size. Square-shaped spaces often offer more flexibility than long, narrow layouts, allowing room for consult areas, staff break rooms, and patient lounges without sacrificing efficiency.

Beyond design, Mark emphasizes the importance of thinking strategically about leasing versus owning. Leasing often makes more sense for practices focused on growth and flexibility, while ownership can work well for dentists planning long-term stability or family succession. Regardless of which path a dentist chooses, lease terms matter. Clauses such as rights of first refusal, tenant improvement allowances, and protections against forced relocation or demolition can have significant financial consequences if overlooked.

Another critical insight from the episode is how a practice’s physical space impacts its resale value. According to Mark, roughly one-third of a practice’s value is tied to aesthetics and real estate. Modern, well-maintained spaces are far more attractive to buyers than outdated offices, even when patient volume and clinical reputation are strong. In many cases, dentists nearing lease renewal can negotiate landlord-funded improvements that refresh their space without major out-of-pocket costs.

The episode closes with a clear message: dental real estate decisions are too important to navigate alone. From site selection and buildout to lease negotiations and long-term planning, having professionals who understand the dental industry can protect your investment and support your practice’s future. As Mark puts it, dentists deserve to be known for their work in the chair, not for avoidable real estate mistakes behind the scenes.

If you’re considering a new space, a renovation, or a lease renewal, this episode offers practical insight worth hearing, whether you’re early in your career or planning your next chapter.

Podcast Recap: Don’t Leave Money on the Table – How to Sell Smart to a DSO

Key Takeaways

  • DSOs value practices using EBITDA multiples, not collections.
  • A higher headline price often includes earn-outs and multi-year commitments.
  • Responding to unsolicited offers can significantly reduce leverage.
  • EBITDA calculations are frequently adjusted in ways that favor the buyer.
  • Exploring multiple offers creates optionality and protects long-term value.

Dental Service Organizations (DSOs) continue to expand rapidly, and many dental practice owners are receiving calls offering valuations far above what traditional peer-to-peer sales have historically delivered. While those offers can be tempting, a recent episode of Beyond Bitewings makes one thing clear: selling to a DSO is not a simple transaction, and without preparation, owners can leave substantial value on the table.

The episode features insights from Todd Wilson, formerly of Star Dental Partners, along with perspectives from Brannon Moncrief, of McLerran & Associates Practice Transitions, and Robert and Ash from the Edwards & Associates team. Rather than focusing on any one deal, the conversation centers on how DSOs think about value, risk, and control, and why that perspective differs so dramatically from how dentists often view their own practices.

Why DSOs Can Offer More And What That Really Means

Traditional dental practice sales are often based on a percentage of trailing collections. DSOs, however, value practices using a multiple of EBITDA (earnings before interest, taxes, depreciation, and amortization). Depending on the practice, those multiples can range from three to well over ten.

That difference explains why DSO offers can appear dramatically higher than independent buyer offers. Private equity groups backing DSOs are targeting a predictable return, often around 12 to 13 percent, and they structure deals mathematically to achieve that outcome. The higher price isn’t generosity; it’s engineering.

EBITDA Is the Battleground

One of the most important takeaways from the discussion is that EBITDA is rarely a fixed number. DSOs frequently adjust EBITDA calculations by excluding add-backs, questioning discretionary expenses, or allocating costs in ways that reduce the final figure.

Even small adjustments can have outsized consequences. A $50,000 change in EBITDA, when multiplied by seven, can reduce a sale price by $350,000. Larger practices can see swings in the millions. This is why controlling the EBITDA narrative and understanding how it’s calculated is critical before accepting any offer.

What Happens After the Sale

Another major difference between selling to a DSO and selling to an independent buyer is the post-sale commitment. In a peer-to-peer transaction, sellers typically transition out within a few months. With DSOs, sellers are often required to stay on as associate doctors for three to five years.

In many cases, only a portion of the sale price is paid upfront, with the remainder tied to earn-outs over time. Leaving early can mean forfeiting a significant share of the promised value. While ongoing compensation continues, these structures fundamentally change the seller’s role, autonomy, and risk profile.

The Risk of Saying Yes Too Soon

A recurring theme throughout the episode is the danger of responding to unsolicited offers without representation. DSOs are designed to create proprietary deal flow, often engaging owners in “informal” conversations that quickly turn into binding negotiations.

Without exploring multiple buyers and deal structures, owners lose leverage. Creating optionality, by understanding motivations, comparing offers, and aligning the deal with personal and professional goals, can dramatically improve outcomes. The right deal isn’t just about price; it’s about structure, timing, and long-term fit.

A More Strategic Way Forward

DSOs are not going away. For some dental practices, they can be an excellent partner. But the episode underscores that preparation matters. Understanding valuation mechanics, earn-outs, lease considerations, and post-sale expectations gives owners control over decisions that can shape their financial future.

The bottom line: selling to a DSO should be a strategic choice, not a reactive one.

Podcast Recap: How to Successfully Build Your Dream Dental Office

Key Takeaways

  • Start early with strategic planning. Budget six to nine months before construction to evaluate spaces, negotiate leases, and design for both current needs and future growth.
  • Hire specialists, not generalists. Dental office construction requires precision and experience, and small mistakes in layout, plumbing, or equipment placement can lead to costly fixes later.
  • Prioritize long-term value over short-term savings. The lowest bid often overlooks critical project elements, causing delays, additional costs, and lost revenue opportunities.
  • Build a trusted advisory team. Partner with a CPA, attorney, lender, and specialized contractor who understand the dental industry to align financial planning, construction, and growth strategy.
  • View your office as a business investment. A well-planned, properly executed build sets the foundation for operational efficiency, patient experience, and long-term profitability.

For many dentists, opening a new practice is one of the most exciting yet nerve-wracking steps in their careers. Between student loan debt, construction costs, and the weight of building something from the ground up, it’s easy to feel overwhelmed. However, according to Dustin Long with Big Sky Northwest, a general contractor specializing in dental office construction and a guest on a recent Beyond Bitewings podcast, careful planning, the right team, and trusted expertise can make the process not only smoother but also more rewarding.

Construction Is About More Than Walls and Floors

Long, who has overseen more than 300 dental office builds over the past decade, emphasizes that great construction is about more than just brick and mortar; it’s about creating an experience. From the moment a dentist chooses a location to the day they welcome their first patient, each step tells a story. And with most practices built within 12 to 14 weeks once construction begins, that story unfolds quickly. But the real work starts long before ground is broken.

In fact, Long recommends budgeting six to nine months before construction for planning. During this time, dentists should work closely with brokers, attorneys, CPAs, designers, and contractors to evaluate spaces, negotiate lease terms, design layouts, and plan for future growth. Considering not just current needs but also future goals, including additional operatories, associates, or expanded services, ensures the space remains functional and profitable for years to come.

Why Specialization Matters

One of the most common mistakes dentists make is hiring a general contractor who doesn’t specialize in dental facilities. Precision matters in dental construction; a chair placed an inch too far in one direction can throw off ergonomics and patient flow. And oversights in plumbing, gas lines, or operatory design can lead to costly renovations later. As Long puts it, “It’s far more expensive to redo a practice than to do it right the first time.”

Beyond the build itself, specialized contractors also help avoid hidden costs by identifying potential site issues, negotiating tenant improvement allowances, and incorporating essential details into the plan from day one.

Look Beyond the Price Tag

While it’s natural to focus on keeping costs down, choosing the cheapest option can backfire. Long shared stories of clients who went with low-cost bids only to discover that 30% of their project had been overlooked. This can lead to expensive delays, unexpected add-ons, and lost revenue from extended construction timelines.

Think of it this way: a poorly designed or delayed build could reduce your number of operatories and potentially cost you hundreds of thousands of dollars in revenue each year. On the other hand, investing in an experienced dental construction team often pays for itself by saving time, preventing errors, and maximizing profitability from day one.

Build Your Advisory Team Now

With the right planning and partners, launching your practice doesn’t have to feel overwhelming. In fact, it can be one of the most exciting chapters of your career. Working with professionals who understand the business side of dentistry ensures that every element, from funding and financial forecasting to office design, is aligned with your growth strategy. When your advisory team understands the nuances of dentistry and is working toward the same goal, you’re not just building an office, you’re building a stronger, more profitable future.

Podcast Recap: Unlock Hidden Revenue in Your Dental Practice with Mobile Specialty Care

In this episode of Beyond Bitewings, host Ash sat down with Cindy Lozano, co-founder of Nomad Mobile Dental Specialists, to discuss how her company helps general dental practices keep specialty procedures in-house. Rather than referring patients to outside specialists for endodontics, periodontics, oral surgery, or even advanced procedures like all-on-four implants, Nomad provides the specialists, assistants, and equipment directly to the general practice. This approach allows practices to keep both the patient relationship and the associated revenue under their own roof.

Cindy explained that Nomad handles nearly everything needed for specialty services, from training staff on specialty insurance verification to bringing in their own assistants and disposables for procedures. The only responsibilities left to the practice are managing patient payments, filing insurance claims (if they choose), and providing sterilization space and the dental chair. Nomad carries malpractice insurance and works with practices to integrate seamlessly, tailoring the arrangement to each office’s workflow.

Financially, the model is designed to be simple and low-risk for practices. Instead of paying upfront, practices agree to share a pre-set percentage of the specialty production with Nomad, while retaining the rest. Cindy shared examples of practices that have grown dramatically, with one office increasing daily production from $3,000 to $25,000 through consistent use of Nomad’s services. In some cases, practices that never realized they needed specialty support have seen up to $90,000 in monthly production once Nomad helped them identify patient opportunities.

Flexibility is central to Nomad’s approach. Some practices schedule visits every few weeks, while others bring Nomad in multiple times a month. The service is not one-size-fits-all; Cindy emphasized that each partnership is tailored to patient demand and practice needs. Even offices that handle some specialty cases themselves can rely on Nomad for complex or high-risk procedures, allowing them to provide a broader scope of care without losing patients to outside referrals.

The conversation also touched on implementation. Nomad typically introduces itself through a lunch-and-learn with the office team, followed by a pilot day about six to eight weeks later. From there, the frequency of visits is set based on patient volume. Cindy underscored that their model isn’t about running another practice’s operations but creating a genuine partnership that adds value on both the patient and business side. For practices, that means less lost revenue, greater patient satisfaction, and a more complete set of services under one roof.

Podcast Recap: What Should Dental Students Know About the Business Side Before Graduating?

In a recent Beyond Bitewings episode, Ash sat down with David Mitchell, Meija, a D3 dental student at Texas A&M, to discuss what dental students really need to know before entering the profession. While most of dental school focuses on clinical training, the conversation highlighted how critical it is to also prepare for the business and financial realities of running or joining a practice.

Mitchell, who earned an accounting degree before attending dental school, shared his curiosity about the practical steps new dentists should take to be ready for life after graduation. Ash’s first piece of advice was to recognize that no one succeeds alone. He emphasized the importance of building a team of experts early on, including professionals such as CPAs, lenders, and legal advisors, who can help navigate decisions about location, financing, and contracts. While it’s possible to research these topics independently, having trusted advisors makes it easier to sort through information and apply it to your unique situation.

Location and financing topped the list of early concerns for aspiring practice owners. Ash noted that choosing the right place to live and work impacts not only a dentist’s professional success but also their family life. Financing is another hurdle, and knowing what terms, structures, or lenders make sense for a new practice is often best evaluated with expert guidance. Building these relationships before graduation helps new dentists hit the ground running.

The discussion also turned to associate agreements. Too often, new graduates sign contracts without fully understanding compensation models, restrictive covenants, or exit clauses. Ash urged dental students to have these agreements reviewed by experienced professionals who know what’s typical for a given market. Negotiating for terms that reflect fair compensation and realistic restrictions can make a significant difference in long-term career flexibility.

Financial literacy was another recurring theme. From setting aside money for taxes to starting retirement savings early, new dentists must shift quickly from the world of student loans to managing real income. Ash stressed the value of working with financial professionals to create plans for debt repayment, tax compliance, and long-term savings. Starting early with even modest contributions can harness the power of compounding growth over time.

Finally, Mitchell asked about the differences between corporate dentistry (DSOs) and private practice. While Ash acknowledged there are benefits to both, he explained that DSOs, driven by investors, often prioritize efficiency and volume, which can sometimes reduce time spent with patients. This model may not suit every dentist, particularly those who value longer patient interactions. As the profession continues to evolve, understanding these differences will help new dentists choose the path that aligns best with their personal and professional goals.

Podcast Recap: Dental Marketing ROI & Google’s Best Practices

In this episode of Beyond Bitewings, Ash sits down with David Herman, founder of Web Marketing for Dentists, to dive into the nuances of dental marketing. The conversation explores how marketing can go beyond vanity metrics and instead focus on attracting the right patients, supporting practice goals, and generating a measurable return on investment.

David emphasizes that dental marketing isn’t one-size-fits-all. While some providers cast a wide net using generic ads or basic websites, truly effective campaigns reflect a practice’s unique strengths, services, and patient base. For example, different messaging is needed for marketing emergency care versus implants or Invisalign. Patients are often driven by urgency or emotion and understanding that dynamic is key to designing outreach that resonates.

Another focus of the conversation is the importance of data. While many dental professionals view marketing as a necessary expense, David encourages practices to treat it like an investment, one that should deliver trackable results. He explains how to tie leads back to production, giving practice owners the information they need to make smarter decisions about their marketing budgets and strategy.

The episode also touches on the most common pitfalls that practices – particularly newer ones – tend to face. From slow-loading websites and underdeveloped content to inconsistent follow-up processes, these issues can derail even the best campaigns. David offers practical advice on how to audit and improve a practice’s digital presence, emphasizing that simple, foundational changes often yield the biggest returns.

Throughout the conversation, one theme stands out: good marketing starts with knowing who you are and what kind of patients you want to serve. Whether you provide general dental care, or specialize in cosmetic dentistry, full-arch restorations, or TMJ treatment, building a marketing plan that reflects your values and capabilities is what ultimately creates trust and drives results.

Cryptocurrency: The Basics

What you need to know about cryptocurrency

There’s a lot of buzz surrounding cryptocurrency these days, inspiring our recent podcast Cryptocurrency: An Introduction. Bitcoin, the first cryptocurrency, has been around for a decade. Yet crypto is still a mystery to most. There are over 15,000 different cryptocurrencies available! But only around 16% of Americans say they have invested/traded in crypto. However, some platforms such as Bitcoin and Ethereum have exploded in value from just a few years ago, enticing more investors and novices. If you haven’t yet explored crypto, should you consider investing? What are some risks? How should you report your transactions to the IRS? Let’s explore.

De-Fi

Cryptocurrency is virtual currency existing on the internet. Unlike traditional currency, crypto is decentralized, meaning it isn’t under a single entity’s control. In this sense, cryptocurrencies don’t belong to any one country and can’t be controlled by a government or bank. Think of the US Dollar. The US government created it and regulates it. Conversely, crypto is part of a broader concept called decentralized finance (DeFi). DeFi removes bank control over money and financial services. It is secured through cryptography using blockchain technology. In simple terms, it uses an encryption technology that keeps transactions secure and an algorithm that eliminates the need for middlemen. It makes it impossible to counterfeit transactions or double-spend, which happens quite frequently with traditional currency. It also allows borrowing without the need for a bank.

Blockchain

As its name suggests, you can view the blockchain as a set of connected blocks or an online ledger. Each block holds information about a set of transactions and is verified independently by each member (computer) in the network. Once a transaction is formed, it can’t be changed, making forgery nearly impossible. But blockchain is not just for crypto. Companies are researching many uses for this technology including banking, medical records, and self-driving cars.  

Storage

Despite the secure technology behind crypto, there is risk when it comes to storing your coin. You have several options to safely store your crypto, each with its pros and cons.

Cold-storage options mean putting your coin on a hard drive or USB drive that is not connected to the internet. Third-party companies such as Trezor and Ledger make very secure hardware wallets. This is the preferred method to store large quantities of crypto. It’s safe from online theft so long as there is some antivirus software in place. Unfortunately, hardware wallets can be lost, stolen, or damaged. This means the coin stored on the device may be lost forever.

With hot-storage, or cloud-based storage, you use a third-party app or digital wallet. Digital wallets shouldn’t be used to store large amounts of crypto. Rather, use digital wallets only to store small amounts for trade or transactions. Some popular examples include Coinbase wallet, Kraken, and Exodus.

Tax Treatment

The IRS treats gains and losses from exchanging crypto like selling stocks or real property. This means that if you buy a coin for $20,000 and sell for $40,000 you realize a taxable capital gain of $20,000. It may be either long-term or short-term depending on your holding period. The IRS’s desire would be to require annual disclosure from the crypto exchanges–1099s of some sort. But it doesn’t have the resources or means currently to crackdown on crypto exchanges.

But this doesn’t mean you can avoid reporting your gains. Crypto operates on an “open-ledger” which means that all transactions are visible to the public and thus to the IRS. The IRS is currently slow to enact any changes to the law regarding the tax treatment of virtual currencies. However, it has encouraged exchanges such as Coinbase to report transactions over $20,000. Some exchanges may voluntarily comply with this request by sending a 1099.  

Wrap-up

Ultimately your decision to invest…or not…in crypto will depend on many factors. Is there value in the underlying technology of crypto which determines if there is value in crypto itself? Is the idea of decentralized finance important to you? How will a crypto investment affect your overall financial health? Consider making a conscious decision before investing. Don’t let the complexities steer you away from the discussion.