Practice Transitions

This Townie asks for some much-needed help on a case that has gone through at least two other orthodontists
March 2022
by Jay Geier
Independent practice owners usually fall into one of a few different categories, and how they define their role informs which steps they should be taking to help improve the success of their business. In the final installment of this two-part series, Scheduling Institute founder Jay Geier explains what orthodontists in each category need to be aware of before a buyer makes an offer.
January/February 2022
by Jay Geier
Independent practice owners usually fall into one of a few different categories, and how they define their role informs which steps they should be taking to help improve the success of their business. In Part 1 of a two-part series, Scheduling Institute founder Jay Geier starts the conversation about how orthodontists in each category can best position themselves for when it’s time to sell their practice.
December 2021
by Dr. Christos Papadopoulos
Dr. Christos Papadopoulos accepted an associate position with an orthodontist who grew his practice into a DSO with more than 50 locations. Along the way, Papadopoulos learned a tremendous amount that would help him when he eventually left and opened his own practice. Here, he discusses eight important things orthodontists should consider before joining any DSO.
November 2021
by Dr. John H. Foley
Each time Dr. John H. Foley has purchased an orthodontic practice, he’s learned something new to put into practice the next time. This North Carolina Townie recaps the biggest lessons he’s learned along the way, with the hope that readers can put them to use and experience a smooth transition when the time comes to buy their own offices.
March 2021
by Jay Geier
Orthodontists who are thinking about selling their practice need to be able to prove that it has significant value, and orthodontists who are planning to keep and grow their practice should still be aiming for the same goal, for their own benefit. The first installment of this series with the Scheduling Institute’s Jay Geier discusses strategies involving human capital and marketing, two areas that are relatively easy to address and have virtually immediate return on investment.
December 2020
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