When I opened my first practice, I was convinced that no one would care as much as I did. No one else would pay attention to the details like I did—from the seemingly trivial like ensuring every surface, visible to patients or not, was spotless, to the mildly eccentric/obsessive like insisting every instrument was perfectly presented on the tray, all while prioritizing the important focus on building strong relationships with referring doctors. Fresh off making the biggest financial investment of my life, I was determined to do whatever it took to make my practice thrive—even if that meant doing everything myself. My guiding principle was simple: define and provide exceptional patient care, always do what’s right, and everything else would fall into place.
For the first few years, it was just me and a few dedicated employees, all of whom are still part of my life or my team today. But as the practice grew, it became clear that success wasn’t something I could achieve alone. Growth I could be proud of (not growth for growth’s sake alone) meant hiring more people, and suddenly, I wasn’t just focused on the delivery of care and patient experience; I had to become proficient at identifying and attracting individuals who aligned with our practice’s values.
Like any growing business, delegation became essential. Sustainable success wasn’t just about finding skilled employees; it was about creating an environment where they could thrive. Through the experience of expanding to 10 Riverside Oral Surgery practices and eventually launching MAX, I learned invaluable lessons about attracting and retaining top talent in all facets of a scaling organization, many through trial and error.
At the core of it all is a simple truth: a successful practice isn’t just built on delivering the best patient experience—actually, it is, but at the core of that is providing the best employee experience. And that starts with a strategic approach to culture, hiring, collaboration, and leadership. The following five strategies have been key to identifying, recruiting, and, most importantly, retaining top talent while ensuring our primary focus remains on the patient experience.
Define your mission
When I built my first practice, a singular vision guided every decision: optimal patient experience. By consistently making decisions through this lens and reinforcing this mission, we naturally attracted employees who shared the same values. Our marketing, day-to-day operations, and company ethos all reflected and continue to exude a commitment to always doing the right thing for anyone with whom we interact—patients, referring clinicians, vendors, and the communities we are fortunate enough to serve. By clearly articulating this vision from the start, we’ve been fortunate to build a team of like-minded individuals who align with our purpose and drive our success forward.
Team-based hiring
Over the years, I’ve learned that hiring isn’t a solo decision—it’s a team effort. By trusting my employees and key team members, we’ve built an inclusive and thoughtful hiring process that ensures the right fit for our practice. Involving multiple team members creates a system of checks and balances, helping us assess how prospective candidates align with our values and team dynamics. This collaborative approach not only helps us identify top talent but also instills a shared sense of responsibility in shaping the future of our team.
Train and develop leaders
As our group has expanded and MAX has evolved, we’ve focused on empowering leaders and identifying the natural teachers within our practice. Many of the leaders in our organization started their professional journeys with one of our partner practices, some as dental assistants, others in reception and patient coordination roles, and still others as clerks and the like. This is kind of our secret sauce when we think about the difficulty of scaling culture in a growing organization.
Developing these individuals not only reinforces our commitment to continuous learning but also instills confidence in them as mentors. From training sessions to immersive workshops and the latest resources, we ensure that our team stays at the forefront of our field, ready to lead and teach. By leading with courage, compassion, and kindness, we’re not just strengthening our practices—we’re shaping the next generation of professionals who will carry our values forward.
Building a strong culture
In today’s health-care environment, the culture of a practice is crucial for attracting the right talent. With seismic shifts in workplace dynamics over the past few years, it’s essential to create an atmosphere where employees feel seen, heard, and valued. At our practice, we’ve worked to foster a culture of inclusivity, accountability, and integrity, where these values guide every interaction. When employees feel heard and understood, it not only contributes to their success but also plays a key role in the success of our practice and the people we bring on board.
Adapt and thrive
As times evolve, so do our employees, and it’s important to consistently align their strengths with the changing needs of the practice. Every employee is multifaceted, and their wants and needs may shift over time. That’s why it’s crucial to always listen to them, decide on new roles or responsibilities as necessary, and execute effectively by matching their skills with the practice’s evolving needs. This approach ensures that both our employees and our practice continue to thrive and succeed together.
Building a successful practice isn’t just about clinical excellence—it’s about creating a system where your team, culture, and vision align seamlessly. Over the years, I’ve learned that sustainable growth comes from not only attracting top talent but also fostering an environment where they can contribute, grow, and thrive. As you continue to expand your own practice, remember that success isn’t a fixed outcome—it’s an ongoing process of evolving, refining your approach, and investing in the people who make it all possible. The most valuable lesson I’ve learned isn’t just how to scale a business—it’s how to scale a culture, and that’s what drives long-term success.
Editor's note: This article appeared in the April 2025 print edition of Dental Economics magazine. Dentists in North America are eligible for a complimentary print subscription. Sign up here.
