Category Archives: Buying

Over the past several months, we’ve covered a wide range of trends shaping the dental economy in 2026:

• Stable demand—but uneven utilization

• Rising costs and reimbursement pressure

• Shifting patient behavior

• Persistent staffing challenges

• Increasingly strategic decision-making by practice owners

Individually, each of these trends matters.

But together, they point to a larger shift:

Success in today’s dental market is no longer passive—it’s intentional.

Whether your goal is to grow your practice or prepare for a future sale, how you position your practice today will directly impact your options tomorrow.

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The Market Has Changed—And So Has the Playbook

There was a time when a dental practice could:

• Maintain steady patient flow

• Operate with consistent systems

• And naturally grow in value over time

That environment still exists—but it’s no longer guaranteed.

Today:

• Profitability is under pressure

• Staffing is a limiting factor

• Buyers are more analytical

• And performance varies more widely between practices

As a result:

The practices that succeed are the ones that adapt.

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What “Positioning” Really Means

When we talk about positioning your practice, we’re talking about more than just:

• Production

• Equipment

• Location

We’re talking about:

How your practice performs—and how it is perceived.

Because in today’s market, those two things are closely connected.

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The Four Pillars of a Well-Positioned Practice

Whether you plan to grow or sell, these are the areas that matter most.

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1. Financial Clarity and Profitability

Buyers—and owners—need to understand:

• Where revenue comes from

• How expenses are structured

• What the true profitability looks like

With the ongoing “fiscal squeeze”:

Strong financial management is a competitive advantage.

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2. Staffing Stability and Strategy

As we’ve seen, staffing is one of the biggest constraints in dentistry.

A well-positioned practice:

• Has a stable, reliable team

• Understands local hiring dynamics

• Has a plan for retention and recruitment

Even if staffing isn’t perfect:

Having a clear strategy matters.

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3. Operational Efficiency

Efficiency is no longer optional.

This includes:

• Scheduling systems

• Hygiene utilization

• Case acceptance

• Workflow

Practices that operate efficiently are better able to:

• Protect margins

• Scale production

• Adapt to change

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4. Defined Growth Potential

This is where many practices stand out.

Buyers are looking for:

• Opportunities to expand

• Areas of underutilization

• Clear paths to increased production

Whether it’s:

• Adding hygiene days

• Extending hours

• Improving systems

A practice that can show:

“Here’s where the growth comes from”

is often more attractive than one that is already maxed out.

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Growth vs. Sale: The Same Foundation

Here’s an important insight:

The things that make a practice strong for growth are the same things that make it attractive for sale.

• Strong financials

• Stable team

• Efficient systems

• Clear opportunity

This means that even if you’re not planning to sell immediately:

Positioning your practice properly still creates value.

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Common Missteps to Avoid

In today’s market, some patterns are emerging:

• Waiting too long to address staffing issues

• Ignoring profitability in favor of production

• Delaying operational improvements

• Assuming the market will “reward” the practice automatically

These approaches can limit options down the road.

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What You Can Do Starting Now

If you’re thinking about growth—or a transition—in the next few years, a few steps can make a meaningful difference:

• Take a closer look at your financials and expenses

• Evaluate your team structure and stability

• Identify inefficiencies in operations

• Clarify where growth opportunities exist

These don’t require a complete overhaul.

But they do require:

Intentional focus.

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The Bigger Takeaway

The dental market in 2026 is still strong—but it’s more nuanced than it used to be.

And that creates both:

• Challenges

• And opportunities

For those who understand the landscape and position themselves accordingly:

The opportunities are significant.

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Final Thought

Whether you’re:

• Building your practice

• Preparing for a transition

• Or evaluating opportunities

The goal is the same:

Make informed, strategic decisions based on how the market is actually behaving—not just how it used to behave.

If you’re thinking about the next step for your practice—whether that’s growth or a future sale—having a clear understanding of how your practice is positioned today is the best place to start.

That’s a conversation I’m always happy to have.

At this point, most dentists agree on the problem:

Hiring and retaining staff—especially hygienists—is one of the biggest challenges in dentistry today.

So naturally, the next question becomes:

Can better pay and benefits solve it?

The answer is:

Yes… but not entirely.

Compensation is a critical piece of the puzzle—but it’s only part of a much larger shift in how dental teams think about work.

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What the Data Shows About Benefits

Across dental practices, certain benefits are widely offered:

• Paid vacation and holidays

• Dental benefits

• Retirement savings options

In fact, a large majority of practices provide these core offerings 

However:

• Fewer than half offer health insurance

• Even fewer provide broader benefits like paid leave or professional development support

There’s also a clear pattern:

Practices with adequate staffing tend to offer more comprehensive benefits.

This suggests that benefits do play a role in attracting and retaining staff—but they’re not the only factor.

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Why Compensation Alone Isn’t Enough

If higher pay were the full solution, the problem would already be solved.

But despite rising wages:

• Hiring remains difficult

• Turnover continues

• Many positions remain unfilled

So what’s missing?

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1. Changing Workforce Expectations

Today’s workforce is prioritizing more than just pay.

Many dental professionals are looking for:

• Flexibility in scheduling

• Work-life balance

• Positive workplace culture

• Predictable hours

In some cases:

These factors matter as much as—or more than—compensation.

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2. The Economics Don’t Always Work

There’s also a structural challenge.

As we’ve discussed:

• Reimbursement rates are not keeping pace with rising costs

That means:

Practices can’t always raise wages indefinitely without impacting profitability.

This creates a tension between:

• What employees expect

• What practices can sustainably afford

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3. Competition Is Increasing

Practices are no longer just competing with:

• Other private offices

They’re also competing with:

• DSOs

• Temp agencies

• Alternative work arrangements

Some of these options offer:

• Higher pay

• More flexibility

• Different benefit structures

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What Successful Practices Are Doing Differently

The practices that are navigating this environment most effectively are taking a broader approach.

---

1. Thinking Beyond Salary

Instead of focusing only on hourly pay, they’re considering:

• Flexible scheduling

• Part-time options

• Creative compensation structures

---

2. Investing in Culture and Retention

Retention is becoming just as important as recruitment.

This includes:

• Building a positive work environment

• Supporting team development

• Creating clear expectations and communication

---

3. Aligning Compensation with Strategy

Rather than reacting to the market, successful practices are:

• Evaluating what they can afford

• Aligning compensation with production goals

• Structuring roles in a way that supports profitability

---

What This Means for Sellers

If you’re preparing to sell, your approach to staffing—and compensation—is part of your story.

Buyers will evaluate:

• How your team is structured

• What benefits you offer

• Whether your model is sustainable

A practice that demonstrates:

• Stability

• Thoughtful management

• A balanced approach to compensation

will be viewed more favorably.

---

What This Means for Buyers

For buyers, this is an area that requires careful planning.

Post-acquisition, you’ll need to:

• Retain existing staff

• Potentially recruit new team members

• Balance compensation with profitability

Understanding:

• Local market expectations

• Competitive pressures

• Practice economics

is critical to making this work.

---

The Bigger Insight

The staffing challenge isn’t just about compensation.

It’s about alignment:

• Between employer and employee expectations

• Between costs and revenue

• Between traditional models and modern realities

And solving it requires more than just:

“Paying more”

It requires:

Thinking differently about how a practice operates.

---

Looking Ahead

Next week, we’ll bring everything together:

> How to position your practice for growth—or sale—in today’s evolving market.

If you’re evaluating how staffing, compensation, and practice performance all connect, that’s where a more strategic perspective can make a meaningful difference.

At this point, most dentists agree on the problem:

Hiring and retaining staff—especially hygienists—is one of the biggest challenges in dentistry today.

So naturally, the next question becomes:

Can better pay and benefits solve it?

The answer is:

Yes… but not entirely.

Compensation is a critical piece of the puzzle—but it’s only part of a much larger shift in how dental teams think about work.

---

What the Data Shows About Benefits

Across dental practices, certain benefits are widely offered:

• Paid vacation and holidays

• Dental benefits

• Retirement savings options

In fact, a large majority of practices provide these core offerings 

However:

• Fewer than half offer health insurance

• Even fewer provide broader benefits like paid leave or professional development support

There’s also a clear pattern:

Practices with adequate staffing tend to offer more comprehensive benefits.

This suggests that benefits do play a role in attracting and retaining staff—but they’re not the only factor.

---

Why Compensation Alone Isn’t Enough

If higher pay were the full solution, the problem would already be solved.

But despite rising wages:

• Hiring remains difficult

• Turnover continues

• Many positions remain unfilled

So what’s missing?

---

1. Changing Workforce Expectations

Today’s workforce is prioritizing more than just pay.

Many dental professionals are looking for:

• Flexibility in scheduling

• Work-life balance

• Positive workplace culture

• Predictable hours

In some cases:

These factors matter as much as—or more than—compensation.

---

2. The Economics Don’t Always Work

There’s also a structural challenge.

As we’ve discussed:

• Reimbursement rates are not keeping pace with rising costs

That means:

Practices can’t always raise wages indefinitely without impacting profitability.

This creates a tension between:

• What employees expect

• What practices can sustainably afford

---

3. Competition Is Increasing

Practices are no longer just competing with:

• Other private offices

They’re also competing with:

• DSOs

• Temp agencies

• Alternative work arrangements

Some of these options offer:

• Higher pay

• More flexibility

• Different benefit structures

---

What Successful Practices Are Doing Differently

The practices that are navigating this environment most effectively are taking a broader approach.

---

1. Thinking Beyond Salary

Instead of focusing only on hourly pay, they’re considering:

• Flexible scheduling

• Part-time options

• Creative compensation structures

---

2. Investing in Culture and Retention

Retention is becoming just as important as recruitment.

This includes:

• Building a positive work environment

• Supporting team development

• Creating clear expectations and communication

---

3. Aligning Compensation with Strategy

Rather than reacting to the market, successful practices are:

• Evaluating what they can afford

• Aligning compensation with production goals

• Structuring roles in a way that supports profitability

---

What This Means for Sellers

If you’re preparing to sell, your approach to staffing—and compensation—is part of your story.

Buyers will evaluate:

• How your team is structured

• What benefits you offer

• Whether your model is sustainable

A practice that demonstrates:

• Stability

• Thoughtful management

• A balanced approach to compensation

will be viewed more favorably.

---

What This Means for Buyers

For buyers, this is an area that requires careful planning.

Post-acquisition, you’ll need to:

• Retain existing staff

• Potentially recruit new team members

• Balance compensation with profitability

Understanding:

• Local market expectations

• Competitive pressures

• Practice economics

is critical to making this work.

---

The Bigger Insight

The staffing challenge isn’t just about compensation.

It’s about alignment:

• Between employer and employee expectations

• Between costs and revenue

• Between traditional models and modern realities

And solving it requires more than just:

“Paying more”

It requires:

Thinking differently about how a practice operates.

---

Looking Ahead

Next week, we’ll bring everything together:

> How to position your practice for growth—or sale—in today’s evolving market.

If you’re evaluating how staffing, compensation, and practice performance all connect, that’s where a more strategic perspective can make a meaningful difference.

By now, it’s clear that staffing is one of the biggest challenges facing dental practices today.

But not all staffing challenges are created equal.

If you take a closer look, an important distinction emerges:

The hiring market looks very different depending on the role.

Understanding those differences is critical for:

• Practice owners trying to build a team

• Buyers evaluating opportunities

• Sellers positioning their practice for transition

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Not All Positions Are Equally Difficult to Fill

While hiring is challenging across the board, the level of difficulty varies significantly.

At a high level:

• Dental hygienists → Extremely difficult to recruit

• Dental assistants → Challenging, but improving slightly

• Administrative staff → Less difficult, but still competitive

This layered reality is important—and often overlooked.

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Dental Hygienists: Still the Biggest Challenge

As we discussed last week, hygienists remain the most difficult position to fill.

• The majority of dentists trying to hire hygienists report that it is very or extremely challenging 

• A significant percentage of practices report they do not have enough hygienists 

This is driven by:

• Limited supply

• High demand

• Changing work preferences

For most practices:

This is the primary constraint on growth.

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Dental Assistants: Still Challenging, But More Manageable

Dental assistants present a different picture.

• A similar percentage of practices are actively recruiting assistants

• However, the perceived difficulty of hiring assistants is lower than for hygienists and has been trending downward over time 

That said, challenges still exist:

• Candidate quality can vary

• Reliability and experience are concerns

• Wage expectations are increasing

The key difference is:

There are generally more applicants available—just not always the right fit.

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Administrative Staff: Easiest of the Three—But Not Easy

Administrative roles are typically the least difficult to fill—but still not without challenges.

More than half of dentists who have tried to recruit administrative staff report that it is very or extremely challenging 

Common issues include:

• Turnover

• Training requirements

• Fit with the practice culture

While the pool is larger, the role is critical—so finding the right person still matters.

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What This Means for Practice Operations

These differences create an interesting dynamic inside practices.

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1. Growth Is Limited by the Hardest Role to Fill

In most cases:

The entire practice is constrained by hygiene availability

Even if:

• The doctor has open time

• Assistants are available

• Front desk is staffed

Without hygienists:

• Fewer patients enter the system

• Production opportunities decrease

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2. Staffing Strategy Needs to Be Role-Specific

A one-size-fits-all approach to hiring no longer works.

Practices need to:

• Take a more aggressive approach for hygienists

• Focus on training and fit for assistants

• Emphasize retention for administrative roles

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3. Team Structure Is Evolving

Some practices are adapting by:

• Cross-training team members

• Adjusting scheduling models

• Rethinking how care is delivered

This reflects a broader shift:

Staffing is no longer static—it’s strategic.

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What This Means for Sellers

If you’re preparing to sell, buyers will evaluate your staffing through this lens.

They’ll want to understand:

• Which roles are fully staffed

• Where the gaps are

• How those gaps impact production

A practice that:

• Is fully staffed across all roles

• Has a stable, experienced team

will be viewed as:

More predictable and lower risk

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What This Means for Buyers

For buyers, this breakdown provides valuable insight.

A practice with:

• Strong hygiene coverage → Immediate production potential

• Assistant gaps → Operational improvement opportunity

• Administrative turnover → Management challenge

Understanding where the pressure points are allows buyers to:

• Assess risk more accurately

• Identify areas for improvement

• Plan for post-acquisition success

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The Bigger Insight

The staffing conversation in dentistry is becoming more nuanced.

It’s no longer just:

“Can we hire?”

It’s:

“Who can we hire—and how does that impact the business?”

And in today’s market:

• The answer varies significantly by role

---

Looking Ahead

Next week, we’ll explore one of the most important levers practices are using to address these challenges:

> Are better benefits and compensation the key to solving staffing issues?

If you’re evaluating a practice—or preparing your own for sale—understanding how different staffing roles impact performance and value is essential.

That’s where a more detailed analysis can make a meaningful difference.

By now, most dentists agree on one thing:

“It’s hard to hire hygienists.”

But the more important question is:

Why is it so hard—and what does that mean going forward?

Understanding the why behind today’s hiring challenges is critical, because it shapes:

• How practices operate

• How buyers evaluate opportunities

• And how sellers position their practices

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The Reality: This Isn’t Just a Tight Labor Market

Nearly 2 out of 5 dentists report actively recruiting hygienists, and among them, over 90% say it is very or extremely challenging 

That level of difficulty isn’t typical—and it suggests something deeper than a temporary hiring cycle.

This is not just a shortage.

It’s a structural shift in the labor market.

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What’s Actually Driving the Hiring Challenge

Let’s break down the key forces behind it.

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1. There Simply Aren’t Enough Candidates

The most commonly cited issue is straightforward:

• There are not enough applicants

In many areas:

• Practices report receiving few—or even no—qualified applications

• Competing practices are all trying to hire from the same limited pool

This creates a situation where:

Demand far exceeds supply

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2. Wage Expectations Are Rising

Among available candidates, compensation expectations have increased significantly.

Practices are facing:

• Higher hourly wage demands

• Increased expectations for benefits

• Competition from other practices and corporate groups

At the same time:

• Insurance reimbursement has not kept pace

This creates a difficult balancing act:

Pay more to hire—or protect already tight margins

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3. Work Preferences Are Changing

Many hygienists are no longer looking for:

• Traditional full-time roles

• Fixed schedules

Instead, they may prefer:

• Part-time work

• Flexible hours

• Temporary or contract positions

This shift reduces:

• Full-time availability

• Long-term staffing stability

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4. Qualification and Fit Issues

Even when candidates apply, practices often report challenges with:

• Experience level

• Clinical skill

• Reliability

In some cases:

• The candidate pool is large—but not well-aligned with what practices need

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5. Mismatch Between Economics and Expectations

This is one of the more subtle—but important—factors.

There’s a growing mismatch between:

• What hygienists expect to be paid

• What practices can sustainably afford

Especially in practices heavily tied to insurance:

The math doesn’t always work.

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What This Means for Practice Owners

This environment requires a different approach to hiring.

It’s no longer just about:

• Posting a job

• Waiting for applicants

Owners need to think more strategically about:

• Compensation structures

• Work environment

• Scheduling flexibility

• Retention, not just recruitment

---

What This Means for Sellers

If you’re preparing to sell, buyers will look closely at:

• Your current staffing situation

• Your ability to maintain the team

• Your approach to hiring and retention

Even if hiring is difficult:

A clear, realistic plan matters.

Sellers who can demonstrate:

• Stability

• Thoughtful management

• Awareness of the issue

tend to instill more confidence.

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What This Means for Buyers

For buyers, this is one of the most important risks to evaluate.

Key questions include:

• How difficult is hiring in this specific market?

• What is the current team situation?

• What would it take to recruit and retain staff?

At the same time, this challenge can create opportunity.

A buyer who can:

• Build a strong team

• Offer the right structure

• Adapt to changing expectations

may be able to:

Unlock production that the current owner couldn’t.

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The Bigger Insight

The hygienist shortage isn’t just about hiring—it’s about alignment.

• Between wages and reimbursement

• Between employer expectations and employee preferences

• Between traditional models and current realities

And until those align more closely:

This challenge is likely to persist.

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Looking Ahead

Next week, we’ll broaden the lens:

> How hiring challenges differ between hygienists, assistants, and administrative staff—and where the market may be easing.

If you’re navigating hiring challenges—or evaluating how staffing impacts your practice or a potential acquisition—understanding these dynamics is critical.

That’s where a thoughtful, strategic approach makes all the difference.