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What’s Your Plan? by Daniel Grob, DDS, MS, Editorial Director

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Third in the triad of orthodontic practice essentials is management of the business, staff and finances.

In past columns, we've spent some time discussing marketing of the practice, which brings patients into the practice. Fine-tuning mechanics completes the treatment in a timely and efficient manner and moves the patients out of active care and into retention, where they are capable of referring more patients.

Hopefully, good and effective management gives you and your family the benefits of being the owner of your own business. If one is not interested in all three of the essentials of practice development, it is quite simply better to be employed for someone else.

Why own a business?
I have previously mentioned that my business partner, Mark Donovan, and I successfully purchased, grew and sold a fairly large orthodontic practice in Tucson, Arizona.

This was done without any real marketing strategy. Mechanics were learned through the school of hard knocks, and management techniques—most of the time—were enacted as a result of crisis.

We called upon consultants when needed and fortunately, we found some good ones who got us on track to ultimately smooth out the operation.

When it was over, we used to say that our experience at business was 336 months of us sitting on the edge of our seats, hoping the patients would still be coming, the referring doctors would still respect and refer to us, and the patients would be happy and satisfied.

But about the time we hit age 50, we saw that we were slaves to our own success.

Now what?
We attended some transition lectures, visited with some practice brokers or sales people and tried to figure out what was needed to exit the business. My partner made it very clear from the beginning that by the time he reached age 60 or even sooner, he wanted to retire. (I, on the other hand, not so much. But that story is for a different column.)

It was about this time that I saw a letter in Dentaltown Magazine from Dr. Rick Kushner, owner and founder of Comfort Dental. Rick was a classmate of mine. While I did lab work for dentists on weekends for 50 bucks or so, he would sell lawn tractors at Sears for hundreds in commissions. He purchased his office building prior to graduating and moving to Colorado. He will never let me forget that I told him he would not make it there. You know the rest.

The point is, he had a plan for starting, growing and selling the business. His writings will admit to changing course along the way and having to be nimble, but the point is, he had a focus and plan! We immediately began to think like Rick, not so much in attempting to develop a franchise or follow his exact business model, but to realize that having a plan for building, growing and selling was essential.

His secrets are shared with everyone who listens. His newsletters and lectures were clear from the beginning: define your business, develop simple systems easily understood by employees, sell and then execute!

We did it. A good economy, great staff and patients, and persistence, paid off.

As business consultant Brad Sugars puts it, "The only reason to start a business is to sell it." Michael Gerber, author of the E-Myth series of books, calls many small-business owners "technicians suffering from entrepreneurial seizure."

In other words, just because you can "do it" doesn't mean you can "make it."

Starting over
Upon selling the practice and moving to Scottsdale, Arizona, all the pieces fell into place for me to have an opportunity to "do it" all over again. During a consultation visit with my attorney to review the potential lease and other documents, I was posed a question I had not expected or ever been asked before.

He quizzed: "Do you have a business plan?"

Feeling a little surprised, I promptly said that I would get it to him. After scouring the Internet for advice, information and templates, I returned with a plan. Just think—if only I had been asked that question 30 years earlier!

"Uncomplicate Business"
Dentists and orthodontists constantly opine that we need to be taught business skills. Because we have reached the pinnacle of our profession and, by and large, are very good—if not excellent—students, many of us resist taking advice from others or feel that we do not need it.

Howard Farran, DDS, owner of this publication and a highly sought-after business lecturer and author, can help open your eyes to the various elements of business.

In his new book, "Uncomplicate Business," Dr. Farran breaks down business to the basics of managing people, time and money. With anecdotes, illustrations and explanations, he makes the business of dentistry and orthodontics sensible.

I have taken many of his online courses, listened to him speak and respect his insight into practical practice management, as well as his excellent people and financial skills. I truly believe that this textbook-quality piece is an essential for every new entrepreneurial dentist or seasoned practitioner. It's a great read and, like Dr. Farran's other media (magazines, podcasts and live presentations), it's well worth the time invested. I am purchasing several copies for my othodontist friends and dentist friends as well!



Purchase "Uncomplicate Business: All It Takes Is People, Time and Money" at howardfarran.com


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September 2025
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