People · Operations · Financial Services · Owner-operators to mid-size DSOs
Your practice runs on people. Yours are wearing out.
Owner-operators and dental groups don't have an HR problem, an operations problem, or a finance problem in isolation — they have a design problem across all three. The front desk turns over, the associate needs a written offer by Friday, the acquisition closes Monday, payroll is late again, and the same partner ends up drafting the letter at 11 PM. We build the people, operational, and financial infrastructure so you stop being the back office.
Do you need this
If two of these are true, we should talk.
The pattern is the same whether you run one practice or ten: the clinical side runs, and the back office leaks money and time you don't see on the P&L.
A front-desk coordinator left in the last six months and the replacement is already struggling.
You're about to close on a practice acquisition and no one has drafted the employment offers or reconciled the payroll transition.
Your associate contracts were written years ago and nobody has re-read them since.
Payroll runs are late, error-prone, or eating a partner's Sunday every other week.
You have multiple locations and still no shared handbook, roster, or reporting standard.
You cannot answer, this week, how much each practice is actually earning after clinical, admin, and occupancy costs.
One firm. Three tracks.
The back office of a dental group, built and run for you.
Most owner-operators start with a single track. Multi-location groups and DSOs usually engage across all three — because the problems are connected and the fixes have to be, too.
Track 01 · People
Fractional CHRO for dental
Direct access to a Chief People Officer without the six-figure salary. We handle the people calls that carry legal and financial exposure, and stand up the systems your practice managers run day-to-day.
- Employment contracts, offers, and acquisition transitions
- Front-desk and manager training built for dental workflows
- PHIPA-compliant privacy and multi-site policy architecture
- Terminations, performance management, compensation reviews
Track 02 · Operations
Practice systems & workflows
The operational infrastructure that makes a multi-location group behave like one business instead of three. Standard workflows, shared tooling, and the training to run it — without disrupting clinical care.
- Practice management system implementation and consolidation
- IT vendor selection, transitions, and access governance
- Weekly operating dashboards for practice managers
- Patient experience standards across every location
Track 03 · Financial Services
Payroll, reporting & financial performance
The financial back office your accountant does not run and your practice manager should not. Payroll operations, monthly financial reporting cadence, and the performance review discipline owner-operators and DSOs need before growth breaks the current setup.
- Payroll operations across single and multi-location practices
- Monthly financial reporting by practice and by producer
- Financial performance reviews with your leadership team
- Acquisition financial due diligence and integration
Free · 10 minutes · No pitch
Start with the Dental Operations Diagnostic.
A short self-assessment scoring your practice or group across the six categories where owner-operated and small-group practices lose the most money. You get an emailed scorecard with your top three risks. No follow-up sequence.
The work
What we have built inside a multi-site Ontario dental group.
Client names are held in confidence. Every item below is production work already in use across a multi-site owner-operated group. The pattern is repeatable for single practices and groups of two to ten.
People
Employment contract library rebuilt across every practice after acquisition — associates, hygienists, coordinators, and managers.
Manager capability
Ontario ESA manager training deployed to every practice manager, with a legal-change monitor keeping the modules current.
Operations
IT vendor transition and access governance executed across all practices with zero disruption to clinical operations.
Privacy & governance
PHIPA privacy governance with local accountability controls at each practice — audit-ready without a central legal team.
The approach
Three steps. Nothing built you cannot run yourself.
Diagnose
We start with the 10-minute diagnostic or a 30-minute call. We need to see the P&L pressure and the operating reality before we recommend anything.
Build
Contracts, handbooks, training, privacy, workflows, payroll, and reporting — built for your practices, in your voice, with your standards. Not templates.
Hand over
The systems live inside your team. We stay on retainer for the calls that carry risk, and you stop being the back office.
Start here
Ten minutes. Six categories. Your top three risks by email.
No sales sequence, no calendar link buried in the follow-up. The diagnostic tells you what to fix first. If you want help fixing it, book the call after.