Category Archives: Strategies

Many dental practices are busy.

Full schedules. Long days. Production numbers that look solid on paper.

But when buyers describe a practice as “turnkey,” they’re not talking about how hard the current owner works. They’re talking about how smoothly the practice runs without them.

And those two things aren’t always the same.

Busy Doesn’t Mean Transferable

A practice can produce very well, and still feel risky to a buyer.

Why? Because buyers aren’t purchasing your effort. They’re purchasing a business they need to step into and operate immediately. If success depends on the selling doctor holding everything together, buyers notice.

Common signs a practice is busy but not turnkey:

• The doctor personally handles scheduling issues, staffing gaps, or billing problems

• Key processes aren’t documented because “everyone knows how it works”

• Production drops off quickly when the doctor is out

None of these are unusual; but they do affect how a buyer evaluates the transition.

Turnkey Means Predictable

From a buyer’s perspective, a turnkey practice is one where the day-to-day operation is consistent and understandable.

That usually includes:

• Stable scheduling patterns

• A hygiene department that runs independently

• Clear roles and accountability within the team

• Systems that function the same way every day

Predictability reduces risk. Risk affects price, terms, and buyer confidence.

High Production Can Mask Operational Gaps

Strong collections can sometimes hide inefficiencies:

• Backlogged schedules covering up poor recall systems

• Long hours compensating for weak delegation

• Referrals increasing because certain procedures no longer fit the doctor’s schedule

Buyers and lenders look past surface-level performance to see whether the practice can sustain itself under new ownership.

What Buyers Ask Themselves

When evaluating a practice, buyers are quietly asking:

• Can I step in without disrupting patients or staff?

• Can I maintain production while learning the systems?

• What breaks first if something changes?

If the answers aren’t clear, buyers slow down, or adjust their expectations.

Why This Matters for Sellers

Being “not turnkey” isn’t a failure. It’s a snapshot in time.

The good news is that many of the things buyers look for are fixable with planning:

• Documenting workflows

• Adjusting scheduling structures

• Strengthening the hygiene department

• Reducing single-person dependencies

Understanding the difference between busy and turnkey—before going to market—gives sellers the ability to improve how their practice is perceived, not just how it performs.

A practice doesn’t need to be perfect to be attractive. It does need to feel transferable.

Many dentists assume that preparing to sell a practice starts when they’re ready to list it. In reality, some of the most important work happens quietly, soften months or years before a practice ever goes on the market.

January is one of the most valuable times of the year for practice owners to focus on positioning, not selling.

Why January Is So Important for Sellers

Coming off a full calendar year gives you a clean snapshot of how your practice is actually performing. That makes January the ideal time to identify opportunities to strengthen value while you still have time to act on them.

Early planning allows you to:

• Address issues before buyers see them

• Improve profitability trends rather than explain declines

• Control the story your financials tell

Even small improvements made early can have an outsized impact on valuation.

Start With a Financial Reality Check

Before thinking about an asking price, sellers should focus on understanding their numbers.

Key areas to review include:

• Profit and loss statements, with an eye toward discretionary and one-time expenses

• Hygiene production and reappointment rates

• Provider mix and associate compensation

• Staffing costs and overtime trends

Clean, well-organized financials not only support a stronger valuation, they also reduce friction during buyer due diligence.

Identify and Address “Value Leaks”

Many practices have hidden issues that suppress value but are relatively straightforward to fix if identified early.

Common examples include:

• Underperforming hygiene schedules

• Outdated or inconsistent fee schedules

• Insurance participation that no longer makes financial sense

• Deferred maintenance or equipment concerns that affect buyer perception

January gives you the runway to correct these issues gradually rather than rushing to explain them later.

Clarify Your Transition Goals

Value is not just about numbers, it’s also about structure and expectations.

Ask yourself:

• Do I want to stay on after the sale, and if so, for how long?

• Am I open to seller financing or flexible transition terms?

• What does a “successful” exit look like for me personally?

Having clarity around these questions early helps shape a transaction that fits your goals, not just the highest headline price.

Final Thought

You don’t need to be ready to sell this year for January planning to matter. In fact, sellers who start early often enjoy smoother transitions, stronger buyer interest, and better overall outcomes.

If selling your practice is a possibility in the next one to three years, January is the best time to start maximizing its value.  Contact us today for a free consultation!