Category Archives: Consulting

If you’ve been in dentistry long enough, you’ve probably heard this as a benchmark of success:

“We’re booked out weeks in advance.”

For years, longer wait times were seen as a sign of a healthy, in-demand practice.

But in today’s market, that assumption deserves a closer look.

Recent data shows that appointment wait times for new patients have decreased, dropping to an average of about 12.4 days and trending downward over the past two years.

At first glance, that might seem like a positive.

But like many of the trends we’ve discussed so far, the reality is more nuanced.

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Why Wait Times Matter More Than You Think

Wait time is one of the clearest indicators of:

• Practice demand

• Scheduling efficiency

• Capacity utilization

It’s not just an operational metric—it’s a signal.

But the meaning of that signal depends entirely on context.

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When Shorter Wait Times Are a Positive

In some cases, reduced wait times can be a sign of improvement.

1. Increased Efficiency

Practices that have:

• Improved scheduling systems

• Optimized hygiene flow

• Reduced bottlenecks

may be able to see patients faster without sacrificing production.

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2. Expanded Capacity

Adding:

• Additional clinical days

• More hygiene hours

• Associate coverage

can open up availability and reduce backlog.

In these cases, shorter wait times reflect growth and scalability.

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3. Better Patient Experience

From a patient perspective:

• Faster access to care

• Less delay for treatment

can improve satisfaction and retention.

That’s a real competitive advantage in many markets.

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When Shorter Wait Times Are a Warning Sign

On the flip side, decreasing wait times can also signal underlying issues.

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1. Declining Demand

If a practice historically had:

• A 3–4 week wait for new patients

and now has:

• Open availability within days

that could indicate:

• Reduced new patient flow

• Lower referral volume

• Weakening marketing performance

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2. Lower Case Acceptance

Even with steady patient flow, practices may experience:

• More patients delaying treatment

• Smaller case sizes

• Fewer comprehensive treatment plans

This can create:

The appearance of availability—even when chairs are full.

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3. Underutilized Capacity

In some cases, the issue isn’t demand—it’s execution.

Examples include:

• Unfilled hygiene schedules

• Gaps in the doctor’s column

• Inefficient use of chair time

These are often fixable problems, but they still impact performance.

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How This Connects to the Bigger Trends

This ties directly into what we’ve discussed over the past few weeks:

• Spending is up—but not evenly distributed

• Demand exists—but isn’t always captured

• Practices are feeling pressure—even when busy

Shorter wait times are often a symptom of these broader dynamics.

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What This Means for Sellers

If you’re preparing to sell, your wait time data tells a story—whether you realize it or not.

Buyers may interpret shorter wait times as:

• A sign of opportunity (room to grow)

• Or a sign of concern (declining demand)

The difference comes down to context.

A strong seller position includes:

• Clear explanation of scheduling patterns

• Evidence of patient demand

• Identification of growth opportunities

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What This Means for Buyers

For buyers, this is where analysis becomes critical.

A practice with short wait times could represent:

• Immediate growth potential

• Untapped capacity

• A chance to increase production quickly

But it could also indicate:

• Weak new patient flow

• Poor case acceptance

• Structural inefficiencies

The key question is:

Why are the wait times short?

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The Bigger Insight

In today’s market, fewer days on the schedule doesn’t automatically mean:

“Less demand”

And longer wait times don’t automatically mean:

“Better practice”

Instead:

Wait time is a signal—but it needs to be interpreted correctly.

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Looking Ahead

Next week, we’ll dive into one of the most important forces shaping the dental market right now:

  > The “fiscal squeeze” on dental practices—and why it’s changing everything.

If you’re evaluating a practice—or preparing your own for sale—understanding operational signals like wait times can make a significant difference in how value is perceived.

That’s where careful analysis matters.

For years, the narrative in dentistry has been simple:

“There’s more demand than dentists.”

And in many ways, that’s still true.

But recent data reveals a surprising shift:

     > Approximately one-third of dentists report they are not busy enough and could be seeing more patients 

At the same time:

• Dental spending is increasing

• Patient demand still exists

• The long-term outlook for dentistry remains strong

So how can all of these things be true at once?

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The New Reality: Demand ≠ Utilization

This is one of the most important concepts to understand in today’s market:

Just because demand exists doesn’t mean it’s being captured.

In other words:

• Patients may need care

• But that doesn’t guarantee they’re walking into your office

This gap between demand and actual production is where many practices are struggling—and where opportunity exists.

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What’s Causing the Disconnect?

There isn’t a single answer. Instead, it’s a combination of factors that are reshaping how practices operate.

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1. Patient Behavior Has Changed

Today’s patients are more:

• Cost-conscious

• Selective about treatment

• Likely to delay non-urgent care

Even when they visit the office, they may:

• Decline treatment

• Postpone larger cases

• Focus only on immediate needs

The result:

Full schedules don’t always translate into full production.

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2. Marketing and New Patient Flow Matter More Than Ever

In the past, many practices relied heavily on:

• Word-of-mouth

• Long-standing patient bases

That still works—but not always at the same level.

Practices that are not actively:

• Attracting new patients

• Managing online presence

• Tracking referral sources

may find themselves slowly losing momentum—even in strong markets.

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3. Capacity Isn’t Fully Utilized

Some practices are simply not operating at full capacity.

Common constraints include:

• Limited hygiene availability

• Reduced hours or days

• Inefficient scheduling

In many cases, the demand is there—but the structure of the practice prevents it from being captured.

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4. Staffing Challenges Are Limiting Growth

This is a major factor.

Even when a practice wants to grow:

• They may not have enough hygienists

• They may be short on assistants

• They may be hesitant to expand due to staffing uncertainty

So instead of pushing for growth, they:

Maintain the status quo—even if it means leaving opportunity on the table.

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5. Insurance Participation and Case Mix

Practices heavily reliant on certain insurance plans may experience:

• Lower reimbursement

• Higher patient sensitivity to cost

• Reduced case acceptance

This can lead to:

• Lower production per patient

• More “maintenance-only” visits

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What This Means for Sellers

If you’re preparing to sell, this trend is important—but not necessarily negative.

In fact, it often becomes part of the story.

Buyers will look at a practice that is:

• Not fully utilized

• Not maximizing capacity

and see:

Opportunity for growth

The key is how that opportunity is presented.

A well-positioned practice will clearly show:

• Where additional production can come from

• What constraints exist today

• How a new owner could unlock that potential

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What This Means for Buyers

This is where the market becomes especially attractive for buyers.

A practice that is “not busy enough” may actually represent:

• Untapped demand

• Expansion potential

• A faster path to growth

Examples of opportunity:

• Adding hygiene days

• Extending hours

• Improving case acceptance

• Enhancing marketing efforts

The important distinction is this:

Is the practice lacking demand—or just not capturing it?

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The Bigger Takeaway

The idea that “dentistry is always busy” is no longer universally true.

Instead, we’re seeing a shift toward:

Practices that are busy because they are well-run—not just because they exist.

That’s a big change.

And it’s one that’s reshaping how practices are valued, how buyers evaluate opportunities, and how sellers prepare for transition.

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Looking Ahead

Next week, we’ll explore another important signal:

> Shorter wait times—what they really mean, and why they matter more than you might think.

If you’re evaluating a practice and trying to determine whether it has real growth potential—or if you’re preparing your own practice for sale—the key is understanding where opportunity exists and how to clearly communicate it.

That’s where the right guidance can make a significant difference.

The dental economy in 2026 can best be described in one word: stable—but shifting.

At a high level, the data tells a reassuring story. Demand for dental care remains strong, consumer spending is increasing, and dentists continue to express confidence in their practices. But when you look beneath the surface, a more complex picture begins to emerge—one that has important implications for both buyers and sellers of dental practices.

If you’re considering a transition in the next 1–3 years, understanding these trends is critical.

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A Stable Market… on the Surface

Recent data shows that dentists’ confidence in their own practices and in the dental sector has remained steady over the past year, even as broader economic uncertainty persists  .

That stability is not surprising. Dentistry has always been a resilient profession:

• Patients continue to need care regardless of economic cycles

• Practices benefit from recurring revenue through hygiene and ongoing treatment

• Many markets still experience strong patient demand

In short, the fundamentals of dentistry remain intact.

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But the Underlying Trends Are Changing

While the overall outlook is steady, several important shifts are happening at the practice level.

1. Demand Isn’t Translating the Way It Used To

Consumer dental spending has increased modestly—up about 4% over the past year and continuing a gradual upward trend  .

However, that growth hasn’t translated evenly across practices.

In fact, approximately one-third of dentists report they are not busy enough and could be seeing more patients  .

This creates an unusual dynamic:

• Demand exists

• But utilization is inconsistent

For buyers, this often signals opportunity.

For sellers, it highlights the importance of practice positioning and systems.

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2. Profitability Is Under Pressure

One of the most important trends shaping the market right now is what many are calling a “fiscal squeeze.”

• Costs for supplies, equipment, and staffing continue to rise

• Insurance reimbursement rates are not keeping pace

Over time, this gap puts pressure on margins—even in practices that appear busy on the surface  .

This is a critical shift.

Historically, buyers could rely on stable margins in well-run practices. Today, profitability depends more on management, efficiency, and strategy than ever before.

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3. Staffing Remains a Major Constraint

Staffing challenges—particularly for dental hygienists—continue to impact practices nationwide.

Many offices are:

• Unable to fully staff hygiene schedules

• Paying higher wages to attract and retain talent

• Adjusting hours or production capacity as a result

This directly affects both revenue potential and practice value.

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What This Means for Sellers

If you’re thinking about selling, this market still offers strong opportunities—but expectations need to be grounded in current realities.

Today’s buyers are looking closely at:

• Profitability (not just collections)

• Staffing stability

• Growth potential within the practice

Practices that are well-organized, properly staffed, and operationally efficient continue to perform very well in the market.

Those with challenges can still sell—but the conversation often shifts toward opportunity and upside, rather than pure historical performance.

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What This Means for Buyers

For buyers, this is one of the more interesting markets we’ve seen in years.

While there are challenges, there is also significant upside potential:

• Underutilized practices

• Opportunities to expand services or hours

• Efficiency improvements that can drive profitability

The key is knowing how to identify and evaluate those opportunities correctly.

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The Bottom Line

The dental economy in 2026 is not declining—but it is evolving.

• Demand remains strong

• Confidence is stable

• But operational and financial pressures are increasing

For both buyers and sellers, success in this market comes down to understanding what’s really driving performance beneath the surface.

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Looking Ahead

In the coming weeks, we’ll break down these trends in more detail, including:

• Why some practices are busier than others

• How insurance and reimbursement are reshaping the market

• What buyers should be looking for—and what sellers should be doing now

If you’re considering buying or selling a dental practice and want to better understand how these trends apply to your situation, I’m always happy to have a conversation.