Quick Stats

"Brokers should have been doing this the entire time! This is going to work really well for what I want to do in dentistry" - Doc

Challenge

A Houston based Orthodontist had been spending months looking for the perfect practice to purchase. The problem he was facing was twofold. 1) He didn't want to purchase a specialty only practice as he would be reliant only on his own production (He didn't want to buy a job). And, 2) he didn't want to practice General Dentistry, and stick to what he knew best. This buyer had reviewed multiple practice sales documents and gave us the opportunity to help him decide between 3 practices.

The buyer's goals created a unique acquisition challenge:

1. Avoid buying a specialty-only practice that relied entirely on

   his own production.

2. Stay within his clinical comfort zone---he did not want to take

   on general dentistry procedures or manage them personally.

3. Build long-term enterprise value, ideally through

   associate-driven revenue and a patient base conducive to ortho treatment.

DPC Solution

At DPC we like to start with the data itself. After signing an NDA with the practices, we were able to get access to their QuickBooks Online and PMS systems through read only accounts. We created dashboards for the companies similar to how we would on an individual basis.

DPC applied its AI-powered benchmarking and valuation platform to analyze each target practice across production profiles, patient demographics, operational efficiency, and growth potential.

We broke down each practice in terms of:

• Production Mix: Restorative, hygiene, surgical, ortho, and

  cosmetic procedures as a percentage of revenue.

• Provider Reliance: % of production generated by owner-doctor vs.

  associates/hygienists.

• Patient Demographics: Age ranges, especially % of active

  patients aged 8--18 and 25--40 (key ortho brackets).

• Hygiene Program Health: Recalls, reappointment rates, and

  hygiene-to-doctor referral activity.Practice Scalability: Number of ops, associate potential, and excess capacity.

Insights and Actions

Pulling the data showed that there were a few different areas of focus that the practice needed to find a solution for. During a post valuation call with the doctor, these three KPIs and improvement strategies were discussed in detail

Based on this analysis, the buyer ruled out Practice B, concerned about surgical case reliance and poor hygiene metrics. Practices A and C were both viable---but in different ways. A offered immediate production stability but limited ortho alignment, while C had a more scalable infrastructure and ideal patient demographics for future orthodontic integration.

Results

The buyer chose Practice C and structured a post-acquisition plan to introduce ortho services, retain general associates, and strengthen hygiene referrals.

• Retained 2 general dentistry associates, allowing the owner to

  remain focused on ortho

• Launched ortho service line within 90 days, based on demographic

  modeling

• Added 6 ortho cases/month by month 6 through targeted treatment

  planning

• Improved hygiene reappointment rate from 64% to 78% with

  follow-through from front desk KPIs

• 12-month EBITDA run rate increased by $132K through procedure mix

  shift and ortho starts

Many buyers focus solely on the financials---but understanding who the patients are, how production is generated, and what kind of care model fits your strengths is just as important.

By leveraging DPC's analytics platform, this Houston orthodontist turned a complex decision into a confident move that aligned with his clinical vision, business strategy, and long-term financial upside.