C-Suite

Behind the Numbers

03/05/2025

17 min. to read

Insights from Female CFOs in Dentistry

In the dynamic world of DSOs, financial leadership has never been more critical. CFOs stand at the intersection of strategy, operations, and care, tasked with steering organizations through an intricate maze of challenges—rising costs, shifting patient demographics, and the pressure to innovate. As the financial stewards of their organizations, they manage budgets, navigate economic uncertainties, and champion long-term sustainability. But the role of a CFO extends far beyond crunching numbers. It demands a delicate balance between fiscal responsibility and strategic foresight.

Today’s CFOs are not only focused on financial health but also on fostering collaboration, driving innovation, and ensuring that financial strategies align seamlessly with clinical priorities. Their work shapes how care is delivered and how businesses grow.

To better understand the complexities of this role, we interviewed four accomplished CFOS — Crissy Fiscus from PepperPointe, Karen Friar from Benco Dental, Victoria Garcia from Dental Care Alliance and Marie-Claude Tardif from iFinance. We covered everything from navigating workforce challenges to the latest books of interest. Each perspective offers invaluable insights. Here’s what they had to say.

Victoria Garcia

Chief Financial Officer Dental Care Alliance

What are the most significant financial challenges facing DSOs in your region? How are you addressing them?

I believe the most significant financial challenge facing DSOs continues to be elevated interest rates. It is imperative to properly forecast cash flow and only invest in projects that generate positive cash flow after accounting for debt.

What approach do you use to balance cost management with maintaining high-quality patient care?

AT DCA patient care always comes first. We pride ourselves in delivering high quality care. We look for ways to create efficiencies using technology and process improvement to manage costs, while maintaining high quality care.

How do you collaborate with the clinical leadership to ensure financial decisions align with patient care priorities?

I see myself as a highly operations-focused CFO. I partner closely with the CCO and COO to gain clear understanding of clinical
and operational priorities before making any significant financial decisions. I get deeply involved in the operational strategy of the company to ensure financial strategy is aligned and complementary.

What trends are you observing in patient demographics and behavior? How are DSOs adapting to meet these trends?

Rising inflation and increasing cost of living have made access to care more challenging. We partner with organizations that help patients with their financing needs to be able to afford the care that they need.

What challenges do you face in communicating the financial story to investors and leaders in your company?

Investors and Leaders in the company have varying levels of financial expertise or depth of knowledge of our business and industry. Simplifying complex financial data and providing enough detail to instill confidence is key in communicating the financial story.

What advice can you offer to leaders on managing workforce challenges?

Managing workforce in DSOs is paramount, especially with today’s clinician shortages and wage pressures. It is important to invest resources in Strategic Workforce Planning that is multifaceted and focuses on employee development, communication and culture.

What key financial metrics do you prioritize to gauge health of an organization?

CFOs are responsible for managing a wide range of financial metrics. I would say the ones that I focus on the most in our current environment are Cash Flow and EBITDA growth.

What significant challenges do you face as a CFO?

The most significant challenge that I face as a CFO is finding a balance between communicating urgency and financial responsibility,
while still instilling confidence and excitement across varying stakeholders of the organization.

What’s a book, article, or podcast that has recently influenced or inspired you?

EPIC! The Women’s Power Play Book

Karen Friar

Chief Financial Officer Benco Dental

What challenges do you face in communicating the financial story to investors and leaders in your company?

One of the biggest challenges I face is ensuring that everyone, regardless of their background, understands not just the numbers, but the ‘why’ behind them. Financial data is often complex and filled with technical terms, so I focus on simplifying it, using clear visuals, and avoiding unnecessary jargon to ensure the message resonates with different audiences. I carefully tie every financial update back to our strategic goals, providing a clear view not only of our current performance but also of where we’re headed.

Additionally, I prioritize open, two-way conversations to address questions, clarify uncertainties, and build trust and alignment across all stakeholders. My ultimate goal is to make financial information easy to understand and directly connected to our broader strategic objectives. In the end, I want every stakeholder to feel informed, confident, and aligned with our financial direction.

What advice can you offer to leaders on managing workforce challenges?

One of the most important lessons I’ve learned in managing workforce challenges is the power of active listening and adaptability. Listening isn’t just about hearing words, it’s about truly understanding concerns, acknowledging unspoken challenges, and showing genuine
care for your team’s input. Leaders who listen create trust, foster transparency, and build a culture where employees feel valued and empowered to contribute. At the same time, adaptability has become non-negotiable. Whether it’s adjusting to remote work, embracing evolving technologies, or responding to shifting employee expectations, leaders must remain flexible and open to change. This balance of listening and adapting helps address challenges proactively rather than reactively.

Equally important is clear and transparent communication, especially when every suggestion or idea can’t be implemented. Explaining the why behind decisions helps employees feel respected and reduces feelings of dismissal, even if they disagree.

Beyond that, investing in employee well-being, offering growth opportunities, and fostering an environment of trust and accountability ensure teams remain engaged and aligned with the organization’s goals. At the end of the day, successful workforce management isn’t about having all the answers, it’s about creating a culture where people feel heard, valued, and motivated to contribute to a shared purpose.

Crissy Fiscus, CPA

Chief Financial Officer PepperPointe Partnerships

What are the most significant financial challenges facing DSOs in your region? How are you addressing them?

Managing several different issues that can negatively impact profitability is our most significant financial challenge:

Managing and controlling overhead costs, which includes staff salaries, supplies, equipment costs, etc. The recent rise in inflation has resulted in an increase in all business costs. As with any other business, it is a challenge to manage costs in this environment and maintain our profit margin. There are two specific areas that have impacted our business costs the most – staff salaries and interest.

Staff salaries have increased significantly in the past 3-4 years. The increase in salaries is also coupled with a labor shortage. This
has created a perfect storm of staffing in the dental industry. We are investing in technology to assist our current administrative staff with their duties. By investing in technology and training our people to use these technologies, we are seeing increased efficiency with our teams. Investments in technology will be a continued focus for us.

Rising interest rates impact so many different areas of our business, our cost of capital has increased, and our suppliers’ costs have also increased, which then gets passed on to us. Again, everyone in business is feeling the impact of rising interest rates. We are not as impacted as a lot of businesses, but it still definitely has an impact.

Rising inflation impacts our patients’ discretionary income, which impacts their ability to accept treatment. If patients cannot pay for treatment, that is a problem on many levels. Therefore, we are working to offer more ways to break down financial barriers for patients to accept treatment – offering more financing options, etc.

What approach do you use to balance cost management with maintaining high-quality patient care?

Staff Training – We are putting additional emphasis on staff training, which includes clinical and nonclinical staff in all our practices, as well as staff at the PepperPointe office. Highly trained staff create a better patient experience and a more efficient practice. The same goes for the team at PepperPointe, if the PepperPointe team is highly trained we can provide better, more efficient support for our practices.

Data Analytics – The PepperPointe data analytics team is focused on providing data that can be used by the PepperPointe team, our doctors and our practice level staff to provide insights into their business. We have recently implemented several different dashboards to assist our staff in effectively managing their practices. Using data to monitor financial performance, practice efficiency, and patient outcomes allows us to make real time adjustments to create better outcomes for our patients and the financial performance of our practices.

Patient Payment Options – To improve patient access to care while managing our cash flow, we are utilizing more payment options for our patients. These options include various third-party financing options. We are also using technology such as text to pay to make it as easy as possible for patients to pay.

Staying competitive: Evaluating UCR and Fee Negotiations in Dental Practices – We regularly evaluate our practice’s usual, customary and reasonable fees, as that is crucial to ensure alignment with industry standards and competitiveness within our local market. This strikes a balance between offering a competitive rate that attracts patients and maintaining profitability, which is a vital aspect of practice management.

Fee negotiations with third-party payers are equally important. We focus these discussions on optimizing contracts to benefit both the
practice and the payer. Building and maintaining strong relationships with key third-party payers can open opportunities to reduce administrative burdens and create mutually beneficial solutions.

How do you collaborate with the clinical leadership to ensure financial decisions align with patient care priorities?

Collaborative Budgeting and Planning – The PepperPointe team works closely with the clinical leadership to develop the budget and operational plan for the upcoming year. The financial budget is coupled with a business development roadmap (BDR) developed for each practice. The key performance indicators (KPIs) are outlined in the BDR. The KPIs are both financial and operational. Through this collaborative effort a plan that addresses patient care and financial success is developed.

Shared Data – The financial and nonfinancial KPIs are developed and shared with the clinical leadership. They contributed to the development of the BDR and they also share in the performance against the goals of the BDR throughout the year.

Financial Training for Clinical Leadership – We also invest in financial training for the clinical leadership. The BDR and budgeting process provides the opportunity for clinical leadership to develop their financial skills as well.

What trends are you observing in patient demographics and behavior? How are DSOs adapting to meet these trends?

Digital Health Engagement – Patients are looking for more digital options – online scheduling, text communications, etc. More importantly, they are excited about digital treatment options, especially in orthodontics, where the physical patient visits can be reduced by using technology to send pictures to the orthodontist for review.

Flexible payment options – patients want and need various ways to pay to allow them to get the treatment that they need, this includes payment plans and third-party financing options.

What key financial metrics do you prioritize to gauge the health of an organization?

This varies based on specialty, but these are some of the metrics that we are looking at daily for all specialties:
Days sales outstanding
Over the counter collections
Staffing costs as a percentage of revenue
Supply costs as a percentage of revenue

What’s a book, article, or podcast that has recently influenced or inspired you?

The 100-Year Life: Living and Working in an Age of Longevity

There are several, but I am currently reading a book titled The 100 Year Life – Living and Working in the Age of Longevity by Lynda Gratton and Andrew Scott. It discusses how having a longer life span is changing (and will continue to change) the way people live. Life will no longer be in 3 big buckets – education, work and retirement. The longer life span will have a significant impact on every aspect of our lives – work, financial, social, healthcare.

What key financial metrics do you prioritize to gauge health of an organization?

When assessing the financial health of an organization, I prioritize a balanced set of key financial and non-financial metrics that provide both a snapshot of current performance and insight into long-term sustainability. While we consider many metrics, we emphasize revenue growth, market share, EBITDA margins, free cash flow, and customer and associate satisfaction scores. Each of these metrics is important individually, but their full value is realized when analyzed together as part of a broader performance perspective.

Financial health isn’t just about numbers, it’s also about building trust and loyalty with customers and associates. High satisfaction scores indicate repeat business, brand advocacy, and long-term customer retention. Likewise, engaged and satisfied employees are the driving force behind operational excellence and innovation, offering insights into organizational culture and long-term productivity.

What is a significant challenge you faced as a CFO and the lessons it taught you?

One of the most significant challenges I faced was of course navigating the CV19 pandemic. Practically overnight, we were faced with disruptions in operations, supply chains, and customer demand. During those moments, two key lessons stood out: the importance of resilience and the power of proactive communication. We focused on optimizing cash flow without compromising long-term goals and supporting our teams with clarity and transparency. At the same time, we doubled down on serving our customers, ensuring they had the resources needed to weather the crisis.

Perhaps the most important takeaway was that during times of uncertainty, financial leadership isn’t just about spreadsheets and forecasts, it’s about trust, adaptability, and courage. By staying focused on our core strengths and maintaining open communication across all levels, we emerged from the pandemic not just stable but in a position to grow and invest in the businesses. CV19 reinforced that true financial health isn’t established during periods of stability, it’s revealed and tested by how you navigate the most challenging moments.

What’s a book, article, or podcast that has influenced or inspired you?

A book that shaped how we hold our organization accountable ‘Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs’.

A classic book that has influenced me early in my executive career is ‘Lean In: Women, Work, and the Will to Lead’.

My go-to podcast is ‘CFO Thought Leader’ because it shares real-world stories from finance leaders, offering valuable insights on resilience, strategic decision-making, and driving meaningful change within organizations. I love listening and learning from many amazing leaders, gaining fresh perspectives, and finding inspiration to enhance my own approach.

The 100-Year Life: Living and Working in an Age of Longevity

CFO THOUGHT LEADER Podcast

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

Marie–Claude Tardif, CPA

Chief Financial Officer Iceberg Financial | iFinance

What challenges do you face in communicating the financial story to investors and leaders in your company?

Simplification without oversimplifying! One of the main challenges is translating complex financial data into clear, concise, and accessible narratives. Financial topics often involve intricate details—such as the underperformance of a project or deteriorating relationships with external partners—that require careful explanation. However, investors and leaders typically seek a high-level understanding rather than a deep dive into every detail. Striking the right balance between clarity and comprehensiveness is crucial and a daily challenge for CFOs. Another challenge is prioritizing key insights, by determining which elements are most critical to highlight. Investors and executives are primarily interested in the facts that impact the organization’s overall performance and long-term strategy. For example, when explaining why a project underperformed, it’s essential to not only share the contributing factors but also connect these to the broader financial impact and lessons learned. In other words: audience adaptation is key: tailoring the message to the audience’s role and perspective. Leaders focus on strategic decisions, while finance teams handle day-to-day operational details. Recognizing this distinction and adapting the narrative to ensure that messages are both impactful and aligned with the audience’s strategic priorities.

What advice can you offer to leaders on managing workforce challenges?

Listen actively: The first and most essential piece of advice is to truly listen to your employees. Make time to understand their concerns, ideas, and feedback. Active listening fosters trust, encourages open communication, and helps leaders stay connected to the pulse of their workforce. After, balance employee needs with organizational goals. A key challenge in leadership is finding the right balance between prioritizing the well-being of employees and achieving the company’s objectives. These two priorities can sometimes feel at odds, but they are not mutually exclusive. A great leader listens to and values their team while making decisions that align with both the team’s needs and the organization’s strategic goals, and they are also skilled at clearly communicating the bigger picture to their team, ensuring everyone is aligned and onboard. To achieve this, make sure to foster a shared vision. A leader must clearly communicate the company’s vision and how individual and team efforts contribute to achieving it. This alignment helps employees understand the bigger picture and the rationale behind decisions, especially when those decisions are difficult. A leader who can inspire their team while staying transparent about challenges is more likely to maintain morale and engagement.

What key financial metrics do you prioritize to gauge health of an organization?

The metrics I prioritize depend on the nature of the business, as every organization has unique key performance indicators (KPIs). However, there are three broad areas I consistently focus on:

Liquidity and financial stability : The ability to quickly access funds, whether through cash reserves or credit lines, is essential for responding to unexpected challenges or seizing opportunities, but most importantly, I also evaluate relationships with financial partners: strong relationships with lenders and investors provide not only access to capital but also insights into how the organization’s financial health is perceived externally. Financial partners are often well-informed, and their perspectives can serve as a valuable indicator of overall stability.
Employee retention and organizational culture: Employees are a company’s most valuable asset, and their retention is a strong indicator of internal health. High turnover rates can reflect deeper cultural or operational issues, while stable retention suggests a positive work environment. Employee satisfaction and engagement also serve as a barometer of organizational culture, which is directly tied to long-term success.
Strategic vision and alignment: A company’s strategic vision and its execution are key to its long-term viability. To assess this, I look at:
- Clarity of Vision: Is there a well-defined strategic direction?
- Resource Allocation: Are resources being deployed effectively to achieve this vision?
- ashboards and Metrics: How well does leadership track progress toward strategic goals? Dashboards that monitor KPIs aligned with the vision are critical for ensuring accountability and adjusting courses when necessary.

What is a significant challenge you faced as a CFO and the lessons it taught you?

One significant challenge faced as a CFO was effectively sharing the enthusiasm of the management team with external financial partners—particularly when presenting a new project or expansion plan. While the benefits of such initiatives might seem obvious to those deeply involved, communicating this vision in a way that resonates with external stakeholders requires a different skill set. As CFOs, we are often more accustomed to analyzing and presenting data than crafting narratives. However, I learned that storytelling is just as crucial as the numbers themselves. It’s not enough to simply present financial projections; you must create a compelling narrative that explains the broader impact of the project on the organization—both financially and strategically. This experience taught me three key lessons: master the art of communication, focusing on tailored messaging and bridge passion with data! Enthusiasm alone isn’t enough; it needs to be backed by solid numbers.

What’s a book, article, or podcast that has recently influenced or inspired you?

ACQUIRED Podcast

I am particularly drawn to stories, whether they are about companies or inspiring individuals. That’s why I enjoy immersing myself in the episodes of the podcast Acquired.

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Leaders

Leading Change

03/06/2025

6 min. to read

With a unique background in healthcare and medical technology, Kristin Dietzler takes on her role as president of Patterson Dental with a clear vision and the drive to deliver transformative change. Having recently stepped into her position, her insights and aspirations reflect her unique background.

Kristin has deep Midwestern roots and values. Born and raised in Minnesota, she began her career in the state working as a sales representative for a small medical device firm. She was quickly promoted to regional management, then national account management, and ultimately executive leadership roles. She has held positions such as zone vice president and vice president of sales. Later, Kristin worked for Carestream — not in its dental division but in medical imaging — where she ran operations for the Americas.

Patterson’s mission aligned perfectly with Kristin’s background, offering her the chance to leverage her expertise to address the complexities of dentistry.

As Patterson prides itself on having a multi-segment approach to the dental market, bringing technology and business services to the different customers they serve, from single location to multi-location organizations of all sizes, they are also excited to utilize Kristen’s vast experience leading multi-faceted sales organizations.

Reflecting on her approach to leadership, Kristin says, “The people around me are the most important thing when you’re driving a business. Trust and collaboration with the team are crucial.”

“Trust and collaboration are the cornerstones of effective leadership”

Her vision for Patterson centers on this principle: fostering collaboration and building meaningful relationships within the team to drive the company forward.

In her first weeks at Patterson, Kristin met with over 30 customers in person and spent time in the field with technicians and sales representatives. This hands-on approach was more than just an introduction — it was her way of uncovering both the challenges and the opportunities directly from the source.

“I’m very inquisitive,” she explains.

“I’m asking questions to understand where there are opportunities for improvement.”

This focus on understanding has already begun shaping her leadership strategy at Patterson.

Kristin’s early interactions revealed a strong desire for change within the industry.

“I’ve been humbled by how much people want to embrace change,” she says.

“They all see there’s a need for it, but nobody quite knows how to get there yet. The greatest part is that everybody wants to participate and provide ideas. It’s so encouraging and energizing.”

Kristin’s experience in healthcare gives her a refreshing perspective on the dental industry’s current state. She is able to see clear
opportunities to help Patterson bridge the gap between dentistry and other industries. She is determined to position Patterson as a leader in driving these advancements.

Kristin envisions Patterson as a driving force in streamlining operations to help private practices and DSOs build, grow, optimize, and sustain their practices. By tackling challenges like hiring and training staff and navigating reimbursement complexities, she believes the company can equip dentists with the resources they need to focus entirely on their patients and deliver the exceptional care possible.

Patterson is proud to partner with teams to offer guidance and support on how to improve productivity and efficiencies with an eye towards improving overall operations. “We want to streamline a lot of back-office components to help teams and DSO’s thrive,” she explains.

While Patterson has traditionally been a distributor, she envisions the company expanding its portfolio to include innovative tools and
services that address broader industry needs. Their role is to deliver trusted expertise and unrivaled support, transcending products and pricing.

“We are curating a portfolio of innovative products that tell a whole story.”

Kristin Dietzler
President of Patterson Dental

Kristin is determined to elevate Patterson’s offerings with innovations that redefine patient care. One standout example is the Solea All-Tissue Laser by Convergent Dental, a cutting-edge technology designed for anesthesia-, blood-, and pain-free procedures in hard and soft tissue. Solea elevates the patient experience for all ages and also provides practices opportunities to expand into new procedures. By introducing advanced technologies such as this, she aims not just to improve care but to revolutionize how dentists approach their practice, ensuring patients experience better and more effective treatments.

“We want to partner with DSO leaders by showing them solutions to improve their lives, their practices and their patients’ lives — we will provide tools that modernize what they are already doing.”

She also sees potential for Patterson to play a role in addressing some of the dental industry’s most pressing challenges, such as the shortage of hygienists and the need for greater public understanding of oral health’s impact on overall health.

“Even if the percentage of people in the U.S. regularly seeing a dentist rises from 40% to 60%, we still wouldn’t have enough people to meet that demand,” she explains. “How do we get more people involved in this crucial industry to supply necessary care?”

To get there, Kristin believes trust and collaboration are the cornerstones of effective leadership, and it is how she’s building her team. She wants her team to feel empowered to take calculated risks, deliver bold solutions, and encourage innovation to advance the dental industry.

This openness to experimentation has already sparked conversations with manufacturers about new approaches to address shared challenges.

“When you have that type of open conversation with people as a leader, there is no limit,” she remarks.

Kristin is setting an ambitious course for Patterson, driving a new go-to-market strategy that sharpens its competitive edge. She is assembling specialized teams to deliver tailored support for dentists and harnessing the power of data and artificial intelligence to revolutionize decision-making across the organization and in the dental industry.

Kristin’s approach to leadership reflects her drive to inspire others and make a tangible impact. In particular, for women and aspiring leaders, she emphasizes the importance of seizing opportunities without waiting for everything to be perfectly in place. Be ready to try new things and stretch ourselves.

“Years ago, I had a job opening for a VP of marketing, I knew exactly who I wanted for the job,” she recalls.

“But that person didn’t apply because she didn’t think she met every requirement. So, I walked down to her office and said, ‘Why aren’t you applying?’”

“No one gets a job and knows everything about it. That’s not how it works,” she says. “You learn in jobs. Anytime you can do something outside your comfort zone to get exposure and experience, do it.”

Kristin encourages others to take on challenges outside their comfort zones and seek mentorship and growth opportunities.

As Kristin settles into her role at Patterson, her vision and determination are evident. She is on the ground, embracing the opportunities and challenges ahead. Her hands-on approach, forward-thinking vision, and focus on collaboration position her to drive meaningful change at Patterson, for DSOs, and in the dental industry at large.

“At the end of the day, my strongest motivation is to see the people around me succeed. I love a team that sees the vision and knows exactly what we’re doing and why we’re doing it. That’s how you build success.”

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C-Suite

Authentic Leadership

03/06/2025

7 min. to read

How Truth and Trust Drive Organizational Success

By Dr. Greg White
CEO, PepperPointe Partnerships

Speaking the truth is not always easy, yet embracing the truth fully can lead to unexpected and extraordinary adventures. While the outcome may be uncertain, letting go of the need to control outcomes allows for the opportunity to experience life’s greatest adventures in full form.

This principle of embracing truth, letting go of the desire for predictable outcomes, and trusting the process has, in many ways, shaped my approach to business. Whether consciously or not, I have adopted this ethos as a cornerstone of my leadership philosophy: tell the truth, trust in the adventure, and have faith that everything will work out as it should.

For me, this goes beyond mere optimism. It is a belief in the power of transparency and authenticity to guide organizations toward meaningful progress. When applied to leadership, the practice of telling the truth and embracing the unknown can radically transform the trajectory of a company while simultaneously empowering and retaining the right people on the team.

The Foundation of Organizational Culture: The People

Before delving into the transformative power of truth in leadership, let’s first recognize where organizational culture begins — within the people themselves. It is an obvious truth, yet it deserves constant reaffirmation. The individuals who make up a team are the heartbeat of the organization’s culture. They are the architects of its development, the stewards of its maintenance, and the ones who bring the ethos of the company to life daily. They all have one thing in common: they share core values!

No amount of strategy or planning can replace the need for the right people in the right roles. Cultivating a culture that is not only aligned with the company’s purpose but also fosters collaboration, trust, and innovation is a direct result of the individuals who embody those values and principles.

The Continuity of Culture: Shared Purpose

At its core, organizational culture is not defined by what you do, it is defined by who you are as an organization. Understanding this distinction is crucial to building a resilient culture. The question you must ask is not just, “What products or services do we offer?” but also, “What does our organization stand for?” and, “How does what we stand for resonate with our customers?”

This clarity of purpose needs to be communicated clearly and consistently with team members. It is a leader’s responsibility to be transparent about where the company currently stands and where it is headed. Without this clarity, the absence of a clear direction breeds anxiety and confusion among teams. When people do not understand the destination or how to get there, progress stalls.

While your core values and the essence of an organization’s purpose should remain unchanged, the specific goals and strategies adapted to achieve them must evolve. The marketplace, technologies, and societal needs will always shift, and companies risk stagnation by failing to adapt. A testament to a successful leader is one that is flexible, willing to pivot when necessary, and open to refining strategies to continue pushing the organization forward.

Trust: The Bedrock of Momentum

Trust, in my experience, is not something that can be demanded — it is something that must be earned, day by day, through consistency, honesty, transparency, and reliability. It is the foundation upon which all productive and meaningful relationships are built.

When trust is established within a team, it creates an energy that propels everyone toward achieving shared goals. People are more likely to invest time, effort, and passion into something they believe in and trust. This trust fuels momentum, turning ambitious goals into tangible accomplishments. But for trust to flourish, leaders must demonstrate a consistent commitment to doing the right thing — especially in times of uncertainty or difficulty.

Tips for Building Trust

→ Communicate transparently.
→ Act consistently.
→ Do what you say.
→ Foster collaboration and relationships.
→ Acknowledge contributions.
→ Provide timely and constructive feedback.

The Path to Innovation: Structure and Flexibility

Innovation thrives in environments where ideas can be freely shared and explored, but ideas alone are not enough. To transform an idea into a breakthrough product, service, or process, it must be integrated into a well-defined structure that enables its practical implementation.

The true challenge lies in the intersection of creativity and efficiency: structuring innovation so that it is both inspiring and achievable. While the possibilities are endless, it is essential to focus on ideas that are not only compelling but also realistic.
Ideas that inspire action and are within the realm of possibility. This is where a team’s creativity and technical acumen come into play. By establishing a system that can produce, refine, and implement those ideas, leaders build a culture of innovation that has the potential to change the trajectory of the entire organization.

Moreover, maintaining flexibility and clarity are the keys to sustaining innovation. The business world is constantly evolving, and staying
attuned to industry trends, customer feedback, and technological advancements is crucial for adapting and evolving ideas.

A Culture of Accountability and Adaptability

Accountability is a central tenet of a high-performing team. It begins with leaders who hold themselves accountable first, leading by example in every decision, choice, and action. Once leaders demonstrate this commitment, they can foster a culture where team members feel empowered to hold themselves and each other accountable as well. This isn’t about enforcing rules but instead about creating a shared sense of responsibility for success. If done well, leaders manage the process, not people.

Accountability and adaptability are especially critical in industries that are prone to disruption and rapid change. In such environments, sticking to old strategies simply because they were once effective is a recipe for failure. Instead, leaders must be willing to adapt, shift strategies, and reassess goals in response to external changes.

Being flexible doesn’t mean abandoning principles. Sometimes, it means being willing to evolve tactics and find new ways of achieving the same long-term vision. In fact, innovation often stems from the willingness to take risks, experiment with new ideas, and continuously adapt.

Building a Strong Team: The BHAGs

At the heart of any thriving organization is a team that is united by a bold, shared vision. This vision, often articulated through Big Hairy Audacious Goals (BHAGs), provides a compelling sense of direction and purpose. These goals should be ambitious, challenging, and inspiring — just enough to motivate a team to push boundaries and dream big.

When building a team, look for individuals who are not only seeking a paycheck but also deeply invested in the company’s mission and vision. Seek out individuals who are passionate about making a tangible difference, who believe in the core values that guide the organization, and who are committed to the shared journey toward achieving BHAGs.

Building a team like this requires cultivating an environment where each individual feels valued, supported, and empowered to contribute their best work. Whether through pilot programs, ongoing professional development, or fostering a spirit of collaboration, leaders must ensure that they are investing in the growth and well-being of their team, which will further their attachment to not only the company, but its mission.

Conclusion: Lead Through Truth and Trust

To lead effectively, leaders must embrace the truth — both the successes and the failures — and trust that it will guide teams through the unknown. Leadership is not about controlling the outcome but empowering the team to navigate the journey together. By building a culture of trust, accountability, and innovation, and by maintaining a deep commitment to an organization’s core values and purpose, leaders can set companies on a path toward sustainable growth and success.

In the end, when you lead with authenticity and a shared sense of purpose, teams will not only follow, but you will also inspire them to embark on the greatest adventure of their careers. And together, there is no limit to what can be achieved.

Dr. Greg White

Dr. Greg White serves as the president and CEO of PepperPointe Partnerships, and is one of the founding partners of White, Greer and Maggard Orthodontics (WGM). WGM formed in 1991, and is currently par of one of the largest, privately-owned pediatric and orthodontic group practices in the country. Prior to leading PepperPointe’s significant growth, he actively practiced orthodontics for more than 25 years.

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C-Suite

Embracing the Evolution

10/17/2024

12 min. to read

Critical Traits of Today’s Chief Marketing Officers for Tomorrow’s DSOs

Chief Marketing Officers (CMOs) are the driving force behind a company’s brand, strategy, and customer engagement. As the role continues to expand and adapt to digital demands, certain traits have become indispensable for today’s CMOs.

Empathy
Understanding and connecting with customers on a deeper level goes beyond demographic data – it requires a genuine sense of their needs, desires, and pain points. In any relationship, empathy builds trust and loyalty. By fostering empathy within their teams, CMOs can cultivate a culture of people-centered business. Ultimately, an empathetic CMO can anticipate and address customer concerns sincerely, crafting campaigns and drafting messaging that resonate authentically. As CMOs often serve as the bridge between a company and its customers, empathy is a necessity.

Data-Driven Decision Making
In the era of big data, successful CMOs can utilize the vast amounts of information available to make highly informed decisions. By analyzing customer insights, market trends, and campaign performance metrics, they fine-tune strategies for maximum impact. Data-driven decision-making enables CMOs to allocate resources effectively, optimize marketing ROI, and customize experiences that better resonate with target audiences.

Digital Savvy
CMOs today must be proficient in digital marketing, digital analytics, and emerging technologies such as generative AI and machine learning. A strong understanding of social media, content marketing, and SEO is essential, as well as the digital tools that power these strategies. Strategic CMOs leverage their digital expertise to identify growth opportunities, anticipate market trends, and effectively allocate resources to achieve long-term objectives. It can also empower CMOs to assess competitive threats and market dynamics, allowing them to position the brand for success in a rapidly changing dental landscape.

Creative Vision
To differentiate one’s brands and engage audiences in a crowded marketplace, having a vision and being creative are both musts. On a daily basis, a creative vision guides CMOs in conceptualizing bold ideas, refining messaging, and visualizing the brand’s identity across various touchpoints. It also helps to ensure that every piece of content and every interaction, aligns with the brand’s core values while speaking directly to the consumer’s needs and desires. It’s about pushing boundaries and experimenting. Often, the best breakthrough ideas emerge when teams are not confined but are given the creative freedom to explore and experiment. By maintaining a strong creative vision, CMOs can inspire their teams to think outside the box, iterate and innovate, and create brand experiences that capture attention but also build lasting relationships with consumers.

Growth Mindset
A growth mindset is absolutely critical for modern CMOs. It’s how leaders are able to view challenges as opportunities for learning and development rather than setbacks. By fostering a culture of continuous experimentation and improvement, CMOs can also drive innovation within their teams.

Leadership
Exceptional CMOs are not just leaders within their marketing departments but are also influential across the entire organization. They know how to inspire their teams, creating an environment where creativity and strategic thinking can thrive. The best CMOs know how to collaborate seamlessly with other departments such as sales, product, customer service, and engineering. They understand that successful marketing is a cross-functional effort, and they work tirelessly to align goals, share insights, and drive a unified strategy across the organization. By inspiring and engaging these various teams, CMO leadership helps to ensure that the company’s vision is consistently executed and that all departments work together to achieve common objectives.

If the best CMOs embody change as a catalyst for opportunity for excellent innovation, bold creativity, and direct results, how do they translate these critical traits into real-world success? To gain deeper insights, we turn to three industry leaders who exemplify what it means to be a forward-thinking CMO. Mehmet Dogan of Planet DDS, Ash ElDifrawi of The Aspen Group, and Diane Vaccaro of 42 North Dental share their perspectives on the challenges and opportunities facing today’s marketing leaders and how they are preparing their organizations for the future.

Meet Ash ElDifrawi

Chief Commercial and Brand Officer, The Aspen Group

Officer at The Aspen Group (TAG), with over 25 years of experience in driving growth across industries. At TAG, Ash led the development of a digital platform supporting 2,000 locations with advanced analytics/CRM and content and rebuilt the marketing, product, and UX functions. A licensed Clinical Psychologist, Ash holds a Ph.D. in Clinical Psychology from the Chicago School of Psychology and has published The Ten Worlds: The New Psychology of Happiness. He also co-hosts the podcast Hold Me Back with his son.

As the head of marketing, what do you view as your priority?
“The number one priority for me is to get the winning team on the field. In other words, to assemble a high-performance modern marketing organization. Like any sports franchise, it’s much harder than people think. Winning teams today look very different than 5 or 10 years ago, and CMOs are still figuring that out. I’m finding that more and more, marketing is becoming less of a ‘functional’ aspect of the business and more of the business driver. It’s becoming the engine of the business, which means the talent I find and hire goes beyond the traditional functional elements of marketing.

Marketing is about growth, and growth is harder than it’s ever been. It’s about the customer experience, which is changing faster than it ever has. It’s about technology enabling every aspect of what we do. It’s about forgetting all the things you learned about best practices in brand marketing and realizing there are no more rules on how to build brands or win customers. Just like in sports, winning teams require the combination of world-class athletes and industry-leading specialists.” – Ash ElDifrawi

What has been the biggest shift in marketing in the last three years (since COVID)?
“More than ever, consumers truly own our brands. The power has shifted fully to consumers in terms of their ability to influence the success and failure of brands. We’ve always known that social media is relevant and all that comes with it, but now more than ever, due to the way the media landscape has evolved, consumers have significantly more power thanks to the proliferation of these platforms. As a result, we must be highly focused on things like reviews and being part of conversations happening on social media. A close second, which is related, is the nearly infinite places that you can engage consumers. Not long ago, a marketer could capture 75% of the market in 3-4 channels. Today, finding a channel that grabs just 10% of the market is almost impossible. This massive explosion of content on various platforms and the way consumers engage with them is forcing marketers to try to figure out how to stay relevant or how to diversify their media mix in a way that captures a significant part of the audience. It’s become quite a challenge. Lastly, I’d be remiss not to mention AI. The challenge here is not about marketers spending disproportionate time trying to fully understand all AI can do, but rather it’s about understanding how their key partners and platforms are using it or being influenced by it.” -Ash ElDifrawi.

Marketers can’t just be thinking about how they want to use Gen AI to optimize and become more efficient, but they also should be asking how AI is changing the way key platforms are producing winners and losers on their platforms.

– by Ash ElDifrawi

Meet Diane Vaccaro

Chief Marketing Office, 42 North

Diane Vaccaro is the Chief Marketing Officer at 42 North Dental, where she leads efforts to differentiate the organization with a focus on quality patient care. With a background in marketing for top designers like Liz Claiborne and Calvin Klein, she also led Kmart Apparel marketing for several years. Diane was previously the CMO at MyEyeDr., where she helped triple the company’s size. A former instructor at Baruch College, she taught marketing and consumer behavior. Once AI makes her job obsolete, Diane looks forward to retiring to the beach with her books, crafts, and dogs.

Curiosity. Linking problems to solutions with a sense for simplicity. An ability to distill a message to the core. Storytelling and an appreciation for the basic tenets of messaging.

– by Diane Vaccaro

How do you identify and evaluate new tech and trends to integrate into your strategies?
“I find myself on Reddit boards a lot. I read articles. I rarely respond to vendor outreach. I understand the limitations of the organization and team, and, even more importantly, the sequencing of new initiatives. I try to keep in mind the novelty isn’t the thing. What problem am I trying to solve, and where is it in terms of contribution to the organization?” -Diane Vaccaro

In your opinion, what skills will be most crucial for marketing professionals to thrive in the future landscape?
“Curiosity. Linking problems to solutions with a sense for simplicity. An ability to distill a message to the core. Storytelling and an appreciation for the basic tenets of messaging.” – Diane Vaccaro

What is the key to effectively leading marketing?
“A handful of items…
1. Patient centricity: making sure that the voice of the patient has a seat at the table when we are making decisions as an organization.
2. Deep understanding of your audience.
3. Identifying and discerning priorities to gauge ROI and resource planning.
4. Rely on subject matter experts (you can’t be an expert in everything!).
5. Remain purpose-driven.” -Diane Vaccaro

How do you ensure your team stays equipped and skilled to stay competitive?
“We attend the Hubspot conference (locally run). I think of it as CE for marketers. We get multiple folks involved in vendor pitches, as it always resonates differently among team members. We also carve out time for thinking and research. -Diane Vaccaro

Meet Mehmet Dogan

Vice President, Marketing at Planet DDS

Mehmet Dogan is the Vice President of Marketing at Planet DDS, with 25 years of experience across the US, Canada, and UAE. He has worked with brands like Overjet, Jarvis Analytics, and twofour54, contributing to projects such as The Dental Economist Show and campaigns like Star Wars: The Force Awakens amd Sesame Street Middle East. At Planet DDS, Mehmet leads a team driving marketing efforts for DentalOS, helping dental support organizations enhance efficiency and growth. An author of three books, Mehmet also runs an award-winning marketing blog, Alti Ustu Tasarim. He lives in Halifax, Nova Scotia, with his family.

What is the key to effectively leading marketing?
“The key to effective marketing leadership is to challenge the status quo. Of course,fostering collaboration, consistency, and building a strong team is important – but these are table stakes and baseline expectations for a leader. Real leadership in marketing is about pushing boundaries, encouraging new ideas, and not being afraid to disrupt the market. It’s about creating an environment where failure is seen as a stepping-stone to innovation.” -Mehmet Dogan

Are there any innovations or practices you’re seeing marketers do in other industries that you think could be transformative for dentistry?
“The famous marketing saying ‘50% of marketing is waste, but you don’t know which 50%’ is still painfully true in dentistry. While other industries have advanced in tracking and optimizing their marketing spend based on insight and data, dental marketing often remains in the dark. Many dental groups can’t even trace a click-to-chair patient journey with a high confidence rate. There are sophisticated tools (like Legwork) available that can track marketing spend by channel and its impact on production, yet they remain Underutilized. Personalized marketing at scale is another practice that could be transformative. By leveraging advanced data analytics, patient data/insights (demographic, family, insurance, treatment plan), and AI, dental marketers can create highly tailored campaigns and experiences for their patients. This approach, common in retail and tech, can lead to significantly improved patient engagement and outcomes in dentistry, which is the ultimate goal. Brand work is also crucial. In a sea of similar dental practices, what makes yours stand out is the question dental marketers must ask themselves. Tend, MiNT Dentistry, and DECA Dental are prime examples of groups that have successfully differentiated themselves through great branding and fantastic customer experience. Adopting these tactics and strategies might not revolutionize dental marketing, but it will undoubtedly enhance its effectiveness and return.”-Mehmet Dogan

Brand work is also crucial. In a sea of similar dental practices, what makes yours stand out is the question dental marketers must ask themselves.

– by Mehmet Dogan

In your opinion, what skills will be most crucial for marketing professionals to thrive in the future landscape?
Ruthless consistency is paramount for future marketers. This doesn’t get enough credit, but sticking to your strategy and executing it flawlessly, day in and day out, truly makes a difference. I do like creative marketers who try new things every day/week, but I LOVE ruthlessly consistent ones (as the famous Bruce Lee saying goes, “I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times”). Following that is curiosity, the drive to continuously learn and innovate. – Mehmet Dogan

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C-Suite

3 Questions Every CEO Should Be Asking

10/17/2024

13 min. to read

Safeguarding the Modern DSO from Ongoing Cyber Threats

The dental industry is currently at a unique inflection point. There is increased demand for data, increased cybercrime, and ongoing privacy concerns, which together challenge practices — and their brands — like never before. The transition to digital has improved the ability to collect and process data and empowers dental practices to provide a better experience for their patients, employees, and partners. However, it has also created new vulnerabilities that can significantly impact EBITDA and the “brand trust” they work so hard to create.

Data has never been more important. The role of data — its quality and security — is instrumental to fueling technology, running operations, automating processes, enhancing experience, and improving decision-making. Data is, indeed, the linchpin for innovation in the industry.

Unfortunately, this data is of value to both your organization and to outside threats. Healthcare organizations store immense patient data, making them attractive targets for cybercriminals. Cyberattacks, data breaches, and ransomware represent real threats to your data and business. Ransomware attacks alone have tripled (246%) in volume over the past five years and top the list of biggest perceived security threats. Needless to say a breach can lead to severe financial and reputational damage to a DSO, regardless of size.

Gary Salman, CEO of Black Talon Security, emphasizes the importance of cybersecurity for DSOs. “Protecting your investments and critical patient data is paramount. Cybersecurity is not just about safeguarding sensitive information but also about preserving the trust and integrity that are fundamental to patient care. A robust cybersecurity strategy ensures that DSOs can operate securely and confidently in a landscape where data breaches and cyber threats are increasingly prevalent.”

The often uncomfortable conversations about cybersecurity can no longer be ignored. It is no longer just about meeting compliance, but it is about safeguarding the lifeblood of your organization and demands attention and engagement from the highest levels of corporate leadership. When it comes to cybersecurity, there are three big questions every C-Level leader should feel comfortable answering. Leaders, it is time to get informed of the risks and equip yourselves with the right questions and tactics to disarm cyber threats.

Effective cybersecurity is required for all businesses in the healthcare space. As a holding company, we need to be great partners and find and recommend great strategies for the 100+ small businesses who we are partnered with. The tools that my third-party security provider has deployed on our systems give me much greater visibility than I had before. I can actually track and keep a tally of attacks that were launched against some of our businesses. If even one of those attacks were successful, it would have cost our organization more money than we will ever spend on preventative security. That fact alone makes it easier for me to justify what I ask for when submitting my IT/security budget. I can emphatically state that I sleep better at night after partnering with a third-party cybersecurity provider.

– by Andy Taylor, Senior Director of IT for Dentive

What’s at risk if I don’t invest in cybersecurity?

Your patient’s financial and medical data is at risk.
Patient records, including personal and medical information, are among healthcare organizations’ most valuable assets. Healthcare data is attractive to cyber criminals because it contains financial and personal data, can be used for blackmail, is ideal for fraudulent billing, and is regulated by HIPPA law.

Your brand reputation is at risk.
Building a positive brand image is a gradual task that takes years. Within days, a cybersecurity breach can undo brand perception, severely damage an organization’s reputation, and erode patient trust. While security starts with internal commitments and discipline, to the outside world, security plays a significant role in achieving customer satisfaction — infusing trust into each interaction with your brand.

You risk regulatory fines and legal action.
With the increasing number of data privacy regulations, compliance has become a significant concern for all healthcare leaders. Implementing a strong cybersecurity strategy is not only a best practice but also a legal necessity to avoid the possibility of hefty fines and legal repercussions.

You risk significant financial loss.
Cyberattacks can have devastating financial consequences. The impact ranges from large ransom payments and business disruption to costs for remediation, legal fees, possible regulatory fines, and potential class action lawsuits. Revenue cycle is impacted often creating difficulty making payroll and paying expenses. A 2020 estimate from IBM placed the average monetary cost of a data breach in a company with fewer than 500 employees at $2.64 million.

CASE STUDY

A hard-hitting example of what’s at risk:

In mid-October 2023, a multi-specialty DSO with 15 locations running a Cloud-based EMR system was the victim of a significant ransomware attack.

The first indications of the event were ransom notes and encrypted files on almost all of their 400+ computers, which employees discovered upon arriving at their desks. Internal IT was immediately contacted, and the ransom notes and encrypted files were quickly confirmed as real. The hackers accessed their data and downloaded patient records via workstations within the DSO. The hackers also installed screen-sharing applications on the computers, providing them persistent access to the network.

After a week, a difficult recovery process began. Since each machine was impacted, all workstations and servers needed to be rebuilt from scratch. The rebuilding process took two weeks due to the size of the organization.

The ransom demand was more than $2,000,000, and the hackers provided a detailed list of all the patient records and files they stole. The DSO chose to negotiate and pay the ransom in order to get the decryption code to unlock their data. This also mitigated the chances of the hackers publishing and selling the stolen patient and operational data. The hackers agreed to accept $1,400,000, utilizing Bitcoin (BTC).

After four weeks, the DSO had exhausted its $3,000,000 cyber insurance policy. It was paying out of pocket an average of $250,000 per day for mitigation and recovery while generating $0 in revenue due to closed offices. This DSO experienced a total loss of over $5,000,000 from
operational outages due to the inability to see and treat patients, collect accounts receivable, office closures, legal fees, restoration expenses, and the ransom payment.

The IT department was not necessarily negligent; they were simply unaware of the sophistication of modern-day ransomware attacks and missed critical components of a robust security stack. A comprehensive offensive and defensive security stack could have prevented the intrusion and exploitation of the network.

This real-life example is not an outlier. Unfortunately, it is all too typical. Operational shutdown is a likely and immediate consequence for DSOs with more than five locations — lasting 7-10 business days. Generally, every workstation and server are impacted and requires a replacement or rebuild. Also, nearly all healthcare breaches involve patient data theft which requires forensic investigation. Painfully, no data can be moved or accessed until the investigation concludes. Engaging a cybersecurity firm for threat negotiations and forensic investigation is crucial and expensive. Ransoms for large dental organizations start at around $1 million.

Beyond the immediate aftermath, recovery is lengthy and expensive. DSOs can potentially be required to notify patients of the breach, offer ID monitoring, be subject to compliance fines, and possibly class-action lawsuits due to data theft and exposure. Often, the reputational harm of the events presents PR nightmares and the possibility of patient attrition when not handled properly.

Are we equipped to handle a cyberattack?

As a C-suite executive, you may not be a cybersecurity expert but it’s crucial for you to understand your organization’s cybersecurity
posture and potential vulnerabilities. To ensure that your organization is adequately protected, begin by asking your IT resources the following questions:

Where is our organization most vulnerable to cyberattacks?
When was our last vulnerability scan and what action was taken with these results?
Do we have continuous, 24/7/365 monitoring of our network and data?
Do we have a complete inventory of our data locations and the assurance that it is protected everywhere?
What is the status of our cybersecurity awareness training at all levels of the organization?
When was our last third-party security risk assessment conducted?
Do we have a comprehensive response plan and protocol for handling a cyber intrusion?
When was our last penetration test performed?
Do we have a data map showing where all our data is stored?
Do we have KPIs and Business Intelligence showing us trends in our security risk?

The answers to these questions will provide valuable insights into your organization’s security posture and help to highlight areas that may require immediate attention.

After our IT provider fell victim to a ransomware attack across all of our dental locations in Maryland, we turned to Black Talon on our insurance company’s recommendation. Their team was not only able to negotiate the ransom down by 25% but also managed the entire decryption process swiftly and effectively. Throughout the ordeal, they communicated clearly and patiently, guiding us through each step in a way that was easy to understand, even for someone not versed in IT. Their professionalism and support were invaluable during what was undoubtedly the biggest crisis of my 20-year career. I highly recommend Black Talon for their expertise, prompt response, and unwavering dedication.

– by Dr. T

What is our approach to preventing security threats?

Consult with experts and take a proactive, data-driven approach to prepare for the unexpected. An excellent place to start is a conversation with your IT resources and cybersecurity provider to assess gaps, prioritize focus areas, and implement changes accordingly. Meanwhile, there are also several proactive steps to consider. Start on these sooner rather than later.

It’s essential to distinguish the difference between IT resources and dedicated cybersecurity firms. IT companies concentrate on managing and maintaining your overall infrastructure, which includes tasks like managing firewalls, traditional antivirus protection, maintaining hardware, software updates, and backups. In contrast, cybersecurity companies go beyond traditional IT measures and specialize in safeguarding your data against threats and breaches. They employ highly credentialed security engineers who utilize advanced security measures such as intrusion detection, encryption, and conduct regular security audits, penetration testing, and vulnerability assessments to ensure comprehensive protection.

Empower employees
Foster a security-conscious culture within the organization where every employee understands their role in protecting its information assets. Educate them on the latest cybersecurity threats and train them to thwart cyber risks, social engineering, and other common threats. Conduct regular simulated security and phishing tests to reinforce this training measure performance.

Conduct vulnerability scans
Exploiting technical vulnerabilities is the second most common way hackers successfully target healthcare organizations. Vulnerability scans are a way to be aware of your wide-open “doors and windows” on your network before a hacker finds them. Using continuous vulnerability scanning tools helps identify weaknesses before hackers can exploit them. Vulnerability scans should be performed daily against your entire IT infrastructure, including all workstations, servers, and firewalls.

Implement advanced XDR and MDR anti-virus technology
Traditional anti-virus (AV) software has been a great tool for the past 30 years to defend organizations; however, it is not designed to protect DSOs from modern-day cyberattacks. Criminal groups that target healthcare organizations are well-funded, sophisticated, tech-savvy gangs of cyber criminals. They own most of the AV programs on the market and know how to re-engineer their malicious code to become invisible to traditional AV.

Upgrading your defense to Extended Detection and Response (XDR), or Managed Detection and Response (MDR) can significantly increase your chances of fending off an attack. XDR and MDR uses advanced analytics, machine learning algorithms and threat intelligence feeds to detect and prioritize security threats, isolate endpoints and notify who is responsible for network monitoring. An effective MDR solution should include 24/7 monitoring by a human security professional.

Conduct security risk assessments (SRAs)
Engage with a third-party expert to perform a SRA against your DSO. This assessment should involve a thorough analysis of your organization’s security posture, including identifying threats, vulnerabilities, operational risks, and lack of controls and SOPs. The third-party will provide you with a risk register, how to prioritize risks based on their potential impact, and recommend appropriate mitigation strategies and controls to address the identified risks. Commit to annual assessments and consider increasing their frequency after major changes such as mergers, technology integrations, and changes in the threat landscape. It’s especially crucial during the due diligence process to complete a comprehensive SRA before proceeding with an acquisition, as you don’t want to inherit any security breaches (or “buy a breach”).

Develop an incident response plan
The time to plan for a cyber incident is not in the middle of the crisis. It is critical to have a plan in place before an incident occurs. Develop a detailed incident response plan highlighting the steps for detecting, responding to, and recovering from different types of cyberattacks. Ensure that everyone in your organization is aware of their roles and responsibilities during a security incident.

Commit to implementing and validating
Once you’ve committed to implementing these top strategies, develop a way to track and verify that the money you are spending for protection is being used effectively. Modern security professionals are looking at ways of reducing redundant toolsets, increasing visibility into their blind spots and monitoring from a “single pane of glass.”

Develop security metrics
Security metrics allow you to base decisions on actionable data. Executive teams often make cyber decisions based upon “feelings” instead of developing a way to quantify risks and impacts. Cyber resilient DSOs monitor and track:

Real-time security metrics through actionable dashboards that ingest data from all your computers, servers, firewalls, anti-virus, and people. This provides organizations with a clear picture of where you have security risks so you can either accept or remediate them.
Current and historical data so leadership can ensure their IT and cybersecurity investments produce results.
A cybersecurity risk score based on vulnerabilities from computers and firewalls, threats stopped, cybersecurity training, simulated phishing, open ports on firewalls, and more. This risk score helps non-technical leaders grasp the overall risk and helps them align budgets to address it or ask more follow-up questions.

Today’s prevention secures tomorrow’s future
As stewards of the organization, executives set the tone for their organization to follow. Incorporate cybersecurity and risk management into your strategic planning. The outlook may seem bleak, but attacks are preventable. Implementing robust preventative measures will significantly reduce your risk. In these changing times, reevaluate your cybersecurity strategy to safeguard your revenue cycle, EBITDA, and growth plans against the consequences of inaction or outdated security practices.

This article is sponsored by Black Talon Security, the recognized cybersecurity leader in the dental/DSO industry. With deep roots within the dental and dental specialty segments, Black Talon understands the unique needs that DSOs and dental groups have when it comes to securing patient and other sensitive data from hackers. Black Talon’s mission is to protect all businesses from the devastating effects caused by cyberattacks—and that begins with a robust cyber risk mitigation strategy.

To evaluate your group’s current security posture visit www.blacktalonsecurity.com.

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Leaders

The Next Big Thing

10/17/2024

15 min. to read

Insights from CEOs on How to Stay Ahead

Staying ahead of the curve is essential for unlocking growth and seizing new opportunities in the dental industry. The LEAD sat down with six visionary CEOs who are shaping their organizations and the future of dentistry. We explore what’s next from their unique perspectives, learn how they remain at the forefront of change, and gain practical tips that can be applied right away.

Dr. Sulman Ahmed of DECA Dental Group, Pete Bridgman of Affordable Care, Sarah Chavarria of Delta Dental Insurance Company, Bob Fontana of The Aspen Group, Chris King of Henry Schein One, and Dr. Saam Zarrabi of Rodeo Dental share their strategies for leveraging AI, integrating innovative technologies, and fostering a culture of continuous learning that drives growth and improves patient outcomes.

Read on to learn from these leading CEOs.

Meet Bob Fontana

The Aspen Group

Bob Fontana is the founder and CEO of Aspen Dental and Chairman of TAG – The Aspen Group, which supports over 1,450 health and wellness offices across dental care, urgent care, medical aesthetics, and veterinary medicine. Since founding Aspen Dental in 1998, Bob has been a pioneer in creating a patient-centered operating model that improves access, choice, and value in healthcare. His leadership has made TAG one of the largest and fastest-growing healthcare support organizations in the United States. Bob is a founding member of the Association of Dental Support Organizations and has over 25 years of healthcare leadership experience. Bob currently serves on the boards of both SimonMed and Hopscotch Primary Care, and previously served on the boards of the National Veterinary Association and MedExpress Urgent Care.

How are you integrating new technology into your operations?
“We’re always trying to find ways to leverage technology to better support offices and doctors, and it really does come down to our ability to use data, information, and insights to make things better for patients and providers. We’re constantly asking ourselves how we can use that data to make the in-office experience better, from developing a smarter approach to scheduling that enables those patients with the greatest need to be seen soonest to creating the right digital workflows to make the experience in the practice as efficient as possible for the providers and teams we support. Post-visit, we’re continuing to get better and better at personalizing the communication to patients to ensure that they are receiving the right message in the right channel at the right time as they go through the dental care journey, from the initial procedure through the healing process and all the way through treatment completion. We’ve made big investments in digital technology over the past few years, and by using data from across our network of nearly 1,500 offices across the entire TAG enterprise, we can make smart decisions that no one else can, giving us a unique edge in providing exceptional support to our teams.”

In your opinion, what skills will be most crucial for your employees in the next 2-5 years?
“The first thing is patient centricity and truly putting the patient at the heart of everything we do. It’s about more than just good clinical outcomes—it’s also understanding patient needs, preferences, and concerns and making sure our decisions reflect that understanding. Whether it’s how we communicate, the services we offer, or the way we design our processes, being truly patient-focused will set us apart and build stronger, more trusting relationships with those we serve. To do that, we need to have a culture of continuous learning, where everyone from the dentist to the lab technician wants to grow, develop, and flex their skills. And while it’s not a ‘traditional’ skill, I think we also need to keep that founder’s mentality front and center. Things like having an owner’s mindset and being obsessed with what’s happening on the frontlines never go out of style. These traits, combined with the new skills we’re focusing on, will set us all up for success as we move forward together.”

What is the biggest blind spot in dentistry right now?
“I think that one of the biggest blind spots in dentistry is the M&A model. A lot of companies came in as consolidators for a quick financial win. But they weren’t true operators, and so now that the financial environment has changed, they’re under a ton of pressure because you can’t sustain those strong results without a clear understanding of why you exist or how you’re creating value. It’s not enough to bring together these disparate practices — you need that strong, shared foundation and a mission that drives the business forward. So, as the industry evolves, it’s going to be interesting to see where all of that shakes out. And I think another issue is the rising cost of education for new dentists. It’s becoming almost untenable, and it’s really impacting the choices graduates have. Dentists are coming out of school with so much debt that they have to make hard decisions just to service that debt and still earn a good income. The cost of a good education can’t keep outpacing the ability to provide care forever. We need to address this before it becomes a bigger problem that affects access to care and the future of the profession.”

What’s a book, article, or podcast that has recently influenced your thinking about innovation and leadership?

The Founder’s Mentality

Recommended by Bob Fontana

Meet Sarah Chavarria

Delta Dental Insurance Company

Sarah Chavarria is the Chief Executive Officer and President of Delta Dental Insurance Company, serving over 31 million customers across 15 states, Washington, D.C., Puerto Rico, and other U.S. territories. Appointed CEO in early 2024, Sarah is leading Delta Dental’s transformation from a dental insurance provider to a leader in oral healthcare. Her strategic focus includes addressing the senior oral health crisis, strengthening partnerships with providers, and driving innovation across the company. Sarah has received numerous accolades, including being named among the 100 Most Influential Women in Business by the San Francisco Business Times and Women Worth Watching in Leadership by Profiles in Diversity Journal.

Talk about the future… what’s around the corner?
“Our leadership team’s priority is to strengthen and future-proof our foundational technology and create efficiencies to enhance the patient-provider experience. For example, a responsible approach to AI can significantly improve experiences for both patients and providers by enhancing diagnostic accuracy while offloading excessive administrative burdens on physicians. This allows providers
more time to focus on patient care.”

What practical tips do you have on fostering innovation and adaptability?
“There is healthy disruption happening in our industry around how we think about healthcare access and patient wellness. Innovation begins with a strong company culture. Traditional legacy companies like Delta Dental have an imminent opportunity to expand upon what they’ve already done successfully for a long time. Our ongoing transformation requires a clear vision and alignment across leadership to create a strong roadmap for the future and ensure that we not only bring our employees along but invest in them and get them excited about the future.”

What excites you the most when you think about the next three years?
“I’m excited for what’s ahead for our organization because we’re well on our way to transforming into a modern healthcare company. With a focus on innovation, we are leveraging technology and partnerships to create a solid foundation that expands access to quality oral healthcare for all. An estimated 27 million patients see their dentist twice a year but forgo visiting other primary care physicians.
One of our primary goals is to reframe those two dental appointments as preventative health care touchpoints that could point to other systemic health issues, like cardiovascular disease or diabetes.”

Meet Dr. Sulman Ahmed

DECA Dental Group

Dr. Sulman Ahmed is the Founder, Chairman, and CEO of DECA Dental Group, the parent company of Ideal Dental. Since opening his first office in 2008, Dr. Ahmed has grown DECA to nearly 200 locations across nine states, serving 3,000 patients daily. Known for his patient-centered approach, he has led DECA to become one of the industry’s fastest-growing and most respected organizations, earning numerous accolades. He earned his Doctor of Dental Medicine degree from the Tufts University School of Dental Medicine, where he now serves as the Chair of the Board of Advisors as of 2024. He also serves as President of the Association of Dental Support Organizations (ADSO), the premier association for businesses in the dental industry.

As a CEO, what’s your priority?
“As a clinician-founded and led organization, we are uniquely positioned to understand and meet the intricate needs of our patients, bridging the gap between clinical excellence and compassionate service. My focus is on fostering a culture that shapes both our strategy and our commitment to innovation, empathy, and professional growth. This empowers our team members to thrive and drives our continued expansion. By aligning our culture and strategy, we ensure we maintain the high standards that distinguish us while scaling our impact across a growing network of offices.”

In your opinion, what skills will be most crucial for your employees in the next 2-5 years?
“In the next few years, the most crucial skills for our employees will be the ability to connect with patients on a personal level while becoming proficient with advancements in technology like artificial intelligence (AI). As we integrate AI and other technologies into our practice, our team members must understand how to use them effectively. Equally important are empathy and strong communication skills, enabling our staff to educate patients about the broader implications of their dental health and its impact on overall wellness. This combination of compassion, expertise, and technological proficiency will set us apart as a leader in the industry.”

What excites you the most when you think about the next three years?
“I believe that practices from the retail industry, particularly around customer experience, could be transformative for dentistry. At DECA, our foundation is built upon retail healthcare models, drawing inspiration from giants like CVS and Starbucks. Much like CVS has become a trusted, comprehensive destination for health essentials in convenient, retail-centric locations, we aim to offer a similar experience in dentistry—providing convenience, comfort, and personalized care, all under one roof. By adopting a more holistic approach, where dental care is seen as a crucial component of overall health management, we ensure our patients receive comprehensive, reliable, and effective care with the same level of accessibility they expect from leading retail brands.”

What’s a book, article, or podcast that has recently influenced your thinking about innovation and leadership?

Make Them Smile

Recommended by Dr. Sulman Ahmed

Meet Christine King

Henry Schein One

Christine “Chris” King is the world’s first female CEO of a semiconductor company, AMI Semiconductor. She spent 25+ years at IBM, eventually becoming the VP of Semiconductor Solutions. Her other roles include President and CEO of Standard Microsystems, Executive Chairman of QLogic Corporation, and she is currently CEO of Henry Schein One and Board of Directors Member of Skyworks. Outside of the world of technology, Chris has tackled the worlds of dairy farming and the equestrian sport of cow cutting with equal vigor. Never one to go into something halfheartedly, Chris has achieved championship status in both dairy cow showmanship and cow-cutting competitions. She resides in Scottsdale, Arizona.

Talk about the future… what’s around the corner?
“The exciting thing about the future is making it as easy as possible for dental offices to use technology so they can seamlessly adapt to the newest innovations and improve their office operations and workflows, letting them focus on their patients.”

What practical tips do you have on fostering innovation and adaptability?
“Don’t be afraid of change. Consider how everything can be applied to make our customers’ lives easier.”

Are there any innovations or practices from other industries that you think could be transformative for dentistry?
“AI is certainly one, but the second one is the use of data — how we can use the data in multiple dimensions, from understanding what makes a practice successful through metrics and analytics. And using data to understand what our patients need or want and how to serve them better. I think that other industries have utilized data better than we have in dentistry.

We also have to think about this ease-of-use concept. We know how easy it is, for example, to use our phones or order on Amazon. We haven’t made that leap in dentistry.”

What’s a book, article, or podcast that has recently influenced your thinking about innovation and leadership?

Elon Musk

Recommended by Chris King

Meet Pete Bridgman

Affordable Care

Pete Bridgman is the Chief Executive Officer of Affordable Care, the largest Dental Support Organization (DSO) in the U.S. focused exclusively on tooth replacement services. With nearly 440 clinics in 43 states, primarily branded as Affordable Dentures & Implants, the organization supports over 600 doctors in providing affordable, high-quality care. Pete, who took on the CEO role in 2024, brings extensive experience in consumer healthcare and retail. He previously served as CEO of Visionworks, Chief Network Officer at VSP Vision, and President of Pearle Vision and LensCrafters, both under EssilorLuxottica. His leadership continues to shape Affordable Care’s growth and impact on accessible dental services.

What emerging trend or technology will have the most significant impact on dentistry in the next 2-5 years?
“AI is the next enabler to transformation through people, process, and technology. Across healthcare, I really like how AI is starting to drive evidence-based medicine guidelines that can co-pilot clinicians to ensure the best outcomes and reinforce clinician confidence as medicine is always evolving. Dental, like medical, is a lifetime experience, and AI will enable levels of personalization like nothing we have ever seen before. I am excited about the possibilities, and the focus and discipline it will take to harness this powerful tool to impact the patient experience.”

What is the biggest blind spot in dentistry right now?
“I see a lot of roll-up strategies happening across the dental industry, which is something that I have experienced while leading Pearle Vision, LensCrafters and Visionworks, large consumer retail companies for eye care. Where I am sitting now in dental, I see a tremendous opportunity to really dial our Affordable Dentures & Implants brand into revolutionizing the patient experience through a consistent focus on excellence. I think what many eye care companies have gotten right, from the in-store experience to digital innovation across the patient journey, dentistry is ripe for, through a relentless focus on patient experience.”

What excites you the most when you think about the next three years?
“Significantly improving and obsessing on affordability and lifetime care for our patients, beyond what has been developed over the years. Affordable is in our name and we will obsess on being patient advocates who push to always live up to that. I am also excited about developing standard experiences that are rooted in quality and lifetime support for patients who are brave enough to seek us out for help; patients are in a vulnerable state with tooth loss, and they place their trust in Affordable Dentures & Implants clinicians and we have to maintain and continue to grow that trust. We are also innovating the prosthetics delivered in our affiliated clinics – improving quality, cost and service while modernizing the manufacturing experience for doctors and staff. All very exciting for our future.” – Pete Bridgman, Affordable Care

What’s a book, article, or podcast that has recently influenced your thinking about innovation and leadership?

The Speed of Trust

Recommended by Pete Bridgman

Meet Dr. Saam Zarrabi

Rodeo Dental

Dr. Saam Zarrabi, known as Dr. Z, is the co-founder and CEO of Rodeo Dental & Orthodontics, a B Corp-certified dental group with 45 offices across Texas, Colorado, and Arizona. A visionary leader, Dr. Zarrabi has driven Rodeo Dental’s growth by focusing on community-centered care and high-quality service. Under his leadership, Rodeo Dental has earned numerous accolades, solidifying its place as an industry leader. His leadership philosophy is rooted in empathy, integrity, and collaboration, driving Rodeo Dental’s mission to create healthy, confident smiles while making a lasting impact on the communities it serves.

As a CEO, what’s your priority?
“My job is to set the vision and help support our leadership teams and doctors to best support and put our people in the best position to deliver the highest quality care while ensuring we meet our strategic goals and growth targets.”

How are you integrating new technology into your operations?
“We are integrating advanced patient communication and scheduling tools, enhancing patient experiences both in the lobby and in the chair, utilizing AI-driven diagnostic tools and advanced treatment planning software, and improving back-end integration around revenue cycle management. Staying ahead with the newest clinical advancements ensures our providers can focus on delivering the highest quality care.”

What emerging trend or technology will have the most significant impact on dentistry in the next 2-5 years?
“AI and machine learning will have a profound impact on dentistry, particularly in diagnostics, treatment planning, and revenue cycle management. Additionally, advancements in teledentistry will expand access to care, especially in underserved areas.”

What’s a book, article, or podcast that has recently influenced your thinking about innovation and leadership?

The Lean Startup

Recommended by Dr. Saam Zarrabi

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Leaders

At the Helm

07/09/2024

10 min. to read

Leaders face many challenges daily that demand critical thinking, emotional intelligence, and a commitment to navigating complexities with integrity and resilience. The LEAD sat down with five leading CEOS to gain invaluable insights into their approaches to decision-making, leveraging their collective expertise to empower and inspire industry professionals facing similar challenges.

Pat Bauer of Heartland Dental, Stephenie Goddard at Glidewell, Geoff Ligibel of 42 North, Frank Massino of Darby, and Rahma Samow of Clear Choice stand at the helm of innovation and leadership. Learn from them as they share practical self-care strategies, book recommendations, and other resources. Together, these leaders bring a wealth of experience and wisdom, providing invaluable perspectives, personal stories, and practical advice for anyone who is or aspires to be a leader.

What advice would you offer a CEO new to the role?
“It’s critical first to come in to observe. Talk to as many stakeholders as possible and ask questions, even if they seem obvious.” – Frank Massino

“Becoming a CEO is a significant milestone that comes with substantial responsibilities. When I was first promoted, a good friend recommended that I read The First 90 Days by Michael Watkins. The book serves as a roadmap for leaders in new positions, providing practical strategies and tools to help them navigate the complexities of leadership transitions effectively. Below are a few key pieces from that book that really helped me: Prepare yourself. Secure early wins. Negotiate success. Build your team. Create coalitions. Keep your balance.” – Stephenie Goddard

What is the most challenging task you’ve faced as a CEO?
What, if anything, best prepared you to face it? “Navigating the delicate balance between maintaining current business performance and driving transformative change for future success is indeed a formidable challenge. Equally crucial is instilling a shift in mindset within the organization, transitioning from a status quo mentality to an innovative, insurgent approach. Building conviction in our purpose and rallying the team behind a shared vision are pivotal steps in steering towards our goals and ensuring long-term viability.” – Rahma Samow

“I’d have to say navigating the COVID pandemic and recovery felt like an impossible task at times, as I’d never imagined anything like it. While at times it was difficult to do, I tried to rely on my learned experience to focus on the things we could control we couldn’t. We had to employ that mindset on a daily basis as new challenges presented themselves, and it helped us focus on moving forward and making progress.” – Geoff Ligibel

“By far, COVID was a very difficult time. What prepared me was our mission and core values. We came together as a team and because we were well capitalized, we were able to not knee-jerk. Although that was everyone’s first reaction, we came up with a calm plan to react and then immediately worked on how to come back strong.” – Pat Bauer

How do you communicate tough decisions to your team and stakeholders to ensure alignment and understanding?
“I don’t tend to communicate any differently to my team than I do directly with Jim Glidewell, the founder. First, I try to start by being
clear and honest about the situation. Second, I have found that one can never over-communicate. Next, I think empathy is an underutilized skill. Understanding and acknowledging how my decisions affect team members and stakeholders is key. Openly addressing concerns and emotions can mitigate negative impacts and foster a supportive environment. Then, after communicating the decision, I think it’s important to give others a chance to voice their thoughts and concerns. I know I don’t always have all the answers, and there have been several times when my decisions have been swayed based on input I received from others on my team. It’s important to be open to feedback, and it’s equally important to admit that your decision may have been flawed. Lastly, clarity on what comes next can help align everyone’s efforts and minimize uncertainty.” – Stephenie Goddard

“I’ve found that the best way to ensure alignment is to involve stakeholders early in the process and ensure they feel heard and understood. I see our employees as being stakeholders as well, and it’s essential to clearly articulate the ‘why’ behind tough decisions. This way, even if people don’t agree, they can understand why the decision was made.” – Frank Massino

“No one likes surprises. Mark Greenstein, Heartland Dental’s Chief Growth Officer says, ‘Surprises are for birthdays.’ Be upfront. Have a plan that is well thought out to answer questions. Blaming the economy or the external environment is not a good answer.” – Pat Bauer

Describe a decision that was unpopular at the time but ultimately beneficial for the company’s growth or sustainability.
“At the beginning of 2023, I was faced with the difficult task of letting go of team members who were underperforming. In our fully remote work environment, we recognized the need to evaluate performance differently. It became clear that those consistently underperforming were affecting morale and productivity of our top performers. Although it was a challenge to begin the process, many high performers came back to us with appreciation for keeping the bar set high and as a result, we finished the year incredibly strong, and everyone’s performance has been elevated.”- Frank Massino

“When we were rebounding from the COVID shutdown, we wanted to bring everyone back to the roles they were in previously. In order to do this, since we weren’t sure what patient demand would look like, we changed many people to compensation structures that were more incentive-based. We initially did this as a temporary measure to bring people back to work, but our teams adamantly did not want to switch back when we offered that to our practice leaders. The ultimate impact was that we had incentive-based plans that rewarded our top performers, in many cases allowing them to earn significantly more than market rates. Truly a win for all.” – Geoff Ligibel

What strategies do you employ to stay resilient and maintain composure under pressure? What resources or support systems do you rely on?
“I have to do my leadership homework every day. I need feedback from my customer, the doctor, and my team. I also have a few mentors/coaches who I talk with regularly. They help me bounce my thoughts off of them. They don’t give me answers – they give me the ability to think.” – Pat Bauer

“Staying resilient and maintaining composure under pressure are obviously crucial for effective leadership, especially when faced with tough decisions. To combat these moments, I prioritize self-care through regular physical activity (I’m crazy for Pilates), adequate sleep (I need my eight hours!), and healthy eating. These can all profoundly affect my mental clarity and emotional resilience. I also have an amazing support network of peers, mentors, and advisors who provide me with a sounding board for discussing challenges and gaining perspective. Some in my network are family. Others are current or previous colleagues within my industry. And yet others are completely outside my industry who can give me a different perspective altogether. I regularly practice mindfulness and reflection to calm my mind and focus clearly. I have found that engaging in mindfulness exercises can help me center thoughts and reduce my anxiety around decisions.” – Stephenie Goddard

“I try not to take things personally. I care tremendously about the organization and our reputation, but I recognize that we can never make everybody happy. What we can do is stay true to our mission, putting patients first every single day. As long as we are doing that, it grounds you when something doesn’t go as planned. In terms of resources, I’ve been working with an executive leadership coach for almost ten years. I’ve met some great leaders over the years, and every single one of them has remained committed to improving their leadership skills even when most people would view them as amazing leaders already. I’m constantly looking for ways to become a better leader, and my coach is a great resource for me.” – Geoff Ligibel

Describe the importance of self-care for C-Suite leaders and its impact on making tough decisions. “I know it’s become a cliché, but the airline announcement, ‘If the oxygen masks drop, place your mask on first before helping others,’ very much applies here. Self-care looks different for everyone. Whether you incorporate meditation, exercise or spending time with family and friends, it’s also essential to make time in your self-care routine to think. This is often when great ideas pop up by creating the space you need to consider solutions you may not have thought of before.” – Frank Massino

“One non-negotiable aspect of my routine is dedicating 45 minutes every morning to mindfulness activities like yoga, meditation, exercise, or simply spending time outdoors. This ritual establishes a positive tone for my day and ensures mental clarity for effective decision-making. Its significance cannot be emphasized enough. Additionally, every quarter, I allocate a few days for reflection on accomplishments, areas for growth or adjustment, and to rejuvenate for the upcoming quarter. I highly advocate for these practices for all team members, regardless of their position within the company.” – Rahma Samow

Get to Know Rahma Samow

Rahma is the President and CEO of ClearChoice Dental Implant Centers. She is responsible for the largest dental implant therapy provider in the United States. She has a proven track record of exceeding results, incubating and commercializing innovative solutions, developing talents, and building winning teams. Rahma spent over 14 years with Siemens Healthineers where she served as a senior executive before becoming a member of the executive board and the global head of the dental service organization business unit at Straumann Group, the world leader in implant, restorative, and regenerative dentistry.

Get to Know Frank Massino

Frank Massino is the President of Darby Group Companies and serves as the President/CEO of Darby Dental Supply. Prior to Darby, he was the managing partner of a boutique consulting firm in Manhattan specializing in M&A strategy, organizational and leadership development, and change management. His first introduction to Darby Dental Supply was after Darby acquired Becker-Parkin in 2007. One project led to the next and over the span of several years, Frank worked with the Executive Team to transform Darby’s culture and to evolve its inside sales model before he was recruited into the role of Chief Operating Officer.

Get to Know Pat Bauer

Pat is the President and Chief Executive Officer of Heartland Dental. He brings more than 25 years in dental and healthcare operations management to the company. He is responsible for the oversight and management of all company operations and day-to-day functions. Pat has been instrumental to the company’s growth, both organic and through acquisition.

Get to Know Stephenie Goddard

Stephenie is the CEO of Glidewell Dental. She has served in this role since 2022, when she replaced the company’s founder and president. Stephenie has been a part of Glidewell since 2006 when she joined as vice president of human resources, establishing various programs that have contributed to the company’s relentless expansion. Stephenie strives to reinforce Glidewell’s core principles while positioning the company to better achieve them.

Get to Know Geoff Ligibel

Geoff Ligibel is the President and CEO of 42 North Dental. He has been leading 42 North Dental for 10 years and has been working in dentistry for over 20 years. Prior to joining 42 North Dental, he started the dental group at Houlihan Lokey where he executed over 50 transactions in the healthcare space. Before Houlihan Lokey, Geoff was Vice President of the M&A Group at KeyBanc Capital Markets. He is a CFA Charterholder and a CPA (inactive).

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Leaders

Breaking Barriers

10/16/2024

9 min. to read

Rahma Samow’s Trailblazing Journey to CEO.

Rahma Samow’s ascent to CEO of ClearChoice Management Services marks a historic achievement and paves a bright future for the dental healthcare industry.

Rahma Samow’s appointment as CEO of ClearChoice Management Services is a groundbreaking moment in the dental industry. Her ascent, marked by resilience and strategic acumen, is an inspiration to those working to be heard and placed in influential roles. As one of the first black women in such a role, Rahma’s journey reflects a shift in corporate leadership, highlighting the value of diverse perspectives to shape the future of healthcare.

What are you up to these days, Rahma?
I am so proud to be serving as Chief Executive Officer of ClearChoice, a TAG company. We are the largest dental implant therapy provider in the United States specialized in fixed, full arch dental restorations with roughly 2,500 employees. At ClearChoice, we restore hope and confidence in our patients, and ultimately change the course of their lives. I have the privilege and responsibility of sustaining our industry-leading position, expanding into new markets, diversifying treatment services, and advancing the company’s vision as a beacon of hope for the edentulous and those with acute oral disease.

What drew you into the industry, and what motivates you to continue in this field?
Having spent over 14 years with Siemens Healthineers, I gained valuable insights into advanced medical technology, digital health, and breakthrough innovations that save patients’ lives. However, what drew me to the dental industry, particularly my move to Straumann, was the opportunity to get closer to Healthcare consumerism. Straumann Group’s portfolio caters to both providers and consumers, resembling a portion of the healthcare retail business in many aspects—an aspect that intrigued me and expanded my horizons. It offered a unique proximity to the patient, allowing a deeper understanding of their complex needs and challenges. This closeness also enables a direct view of the impact our business has on their lives.

The struggles were profound, but the subsequent personal growth and accomplishments made every ounce of effort undeniably worthwhile.

Joining ClearChoice was motivated by its mission to be a Platform of Hope for edentulous patients and those suffering from acute oral disease. The transformative work carried out in ClearChoice centers across the country is not just changing lives but also restoring their confidence. I find immense reward in being part of an organization with such a meaningful mission, making it an incredibly fulfilling place to continue my journey in the industry. Being part of The Aspen Group means we can serve more patients, more efficiently, ultimately changing more lives through our unique model of care.

Has any event or leader had a profound impact on your career? What did you learn from them and try to model today?
Throughout my career, I’ve had the privilege of encountering many inspiring individuals, but two have left a lasting impact and changed my career trajectory. Arthur Kaindl, President & Head of Varian at Siemens Healthineers, not only entrusted me with significant roles like Global Head of Sales, Digital Health, and later Senior VP overseeing Sales, Marketing, and Communications but also imparted invaluable lessons on effective leadership. Arthur emphasized the importance of people being the cornerstone of success, also positioning oneself in a corporate environment, showcasing successes, and celebrating milestones. His guidance taught me to navigate challenges strategically, maintaining a focus on both accomplishments and solutions. As a woman in business, his insights were particularly empowering, reminding me of the significance of visibility and a seat at the table.

The other leader who significantly shaped my career trajectory is Sabine Kohler, Founder & Managing Partner at Board Boutique GmbH. After dedicating more than 14 years to Siemens and essentially “growing up” within the organization, Sabine presented a pivotal challenge: to reassess my career and embrace the new level of growth that awaited beyond my comfort zone. Leaving the familiar home I had known and cherished throughout my entire career to join Straumann was a daunting prospect. Despite my limited knowledge of the dental industry at the time, thorough research and interactions with Straumann’s leadership revealed a high-performing culture and a compelling market position that captured my admiration. I was and still am impressed with Straumann’s ability to sustain market leadership through innovation and education.

Sabine’s encouragement to step outside my comfort zone and prove myself in unfamiliar territory has been instrumental in shaping my current position. I discovered the value of embracing discomfort and the transformative power it holds for personal and professional growth. I wholeheartedly advocate for others to take bold leaps in their own careers, especially when faced with the prospect of stepping into the unknown.

Share a pivotal moment in your personal life or career that shaped you into the leader you are today.
In 2010, a pivotal chapter of my career unfolded when I embraced the opportunity to represent the medical device & digital health business at Siemens Healthineers in the Middle East and Africa. This role demanded navigating diverse cultures and norms while supporting countries like Saudi Arabia, Pakistan, Iraq, etc. As a woman in a predominantly male field, facing the added challenges of securing a seat at the table, I recognized the profound journey ahead to prove my worth. Navigating the complexities of this role and ensuring success and impact proved immensely challenging. I discovered that nothing truly worthwhile in life comes easily. Through this transformative experience, I cultivated resilience and the tenacity to ardently pursue my goals. The struggles were profound, but the subsequent personal growth and accomplishments made every ounce of effort undeniably worthwhile.

What is the best piece of advice you’ve received? Did you solicit this advice? What were the circumstances when you received it? How has it guided you since?
The best advice I’ve received, growing up in a household surrounded by brothers, came from my mother. This wisdom wasn’t directly sought but emerged from my upbringing. My mother, through various conversations, emphasized the crucial role of personal agency, urging me not to let my brothers control me and to stand up for my rights. She instilled in me the significance of embracing feminism and diversity, highlighting that being different is not a vulnerability but an asset in the complexities of the world.

Since then, this advice has been my guiding light, empowering me to take control of my destiny and resist being confined by societal expectations. In my professional journey, it has emboldened me to seize opportunities, even when I at times felt insecure. I’ve learned to acknowledge and celebrate my achievements, taking the leap with confidence. This invaluable counsel has played a pivotal role in shaping my approach to both personal and professional challenges.

How has your leadership style evolved over the years?
At the core of my leadership philosophy is a commitment to value creation and passion. I guide my team by providing vision, direction, and clarity, fostering a culture of boldness that champions innovative thinking and rewards risk-taking. Understanding the paralyzing impact of the fear of failure and the risks associated with missed opportunities, I emphasize the need to overcome such fears.

While my direct communication style, characterized by tough love, may sometimes be challenging, I’ve evolved my approach to alleviate perceived overwhelm. Breaking down work packages into manageable pieces and introducing guardrails, I aim to create an environment where the team feels comfortable enough to explore their potential freely. My ultimate goal is to empower and support my team in realizing their fullest potential.

How do you keep focus on company culture while dealing with adversity and challenges?
To put it simply, you cannot overcome adversity and challenges in business without having a strong company culture. Building a culture where teams thrive, feel safe taking risks, feel included, and work together toward a common goal should be the highest priority of any business leader. It is critically important for leaders to ensure that teams understand the vision of the company and feel connected to it. Teams must clearly understand how the work they are doing everyday ties to the vision and goals of the company. Without this, you cannot overcome adversity and challenges. I feel very fortunate to lead a company like ClearChoice that has such a strong purpose and vision for being the Platform of Hope for patients suffering from advanced oral disease.

As a minority woman, I also believe strongly in building diverse teams and feel it is the responsibility of every organization to celebrate the many positive changes that have happened to create equality, while committing ourselves more fully to the necessary structural and social changes needed to make full equality of opportunity possible regardless of gender, ethnicity, nationality, religion, sexual orientation, etc.

To be an impactful leader, you must be able to influence positivity and surround yourself with smart and good people.

What advice do you have for those aspiring to be an impactful leader in the industry?I believe the most important qualities of a great leader include integrity, accountability, empathy, humility, resilience, and vision. To be an impactful leader, you must be able to influence positivity and surround yourself with smart and good people. The best advice I can give to someone who aspires to be a leader in this industry is to start by building a culture where teams feel heard and can thrive. Encourage more direct and transparent communication, and better collaboration with every team member in the organization from top to bottom. Take time to listen to team members from all walks of the organization to learn where there are strengths and pain points. From there, focus on those opportunities, embrace change and innovation, and stay positive.

What legacy do you want to leave?
First, a leader who has left no stone unturned to expand access to care to those in need. I have addressed proactively the care gaps throughout my career. At ClearChoice, we have launched the ‘No Patient Left Behind’ initiative to make good on our purpose of being the platform of hope to those in need!

Second, fostering a high-performing culture is indeed at the core of my business philosophy. I firmly believe that without a robust culture of ownership, accountability, empowerment, and transparency resonating with every team member, organizational growth is constrained. The legacy I aim to leave, regardless of my location, is one characterized by a thriving culture where talent flourishes, and teams are empowered to operate at their peak, creating a lasting impact. I aspire to be remembered for cultivating an environment where individuals feel connected, inspired, and capable of making meaningful contributions and creating substantial value to make the world a better place.

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Leaders

Nurturing Growth

10/17/2024

7 min. to read

Picture a sprawling Midwestern farm, where the earth is as generous as the people tending to it – this is where the story of DeAnn McClain, Heartland Dental’s COO, begins. Much like the hearty crops that rise from the Midwest’s soil, DeAnn’s career grew from humble roots into something remarkable. Her journey, intertwined with the growth of Heartland Dental, shows us the beauty of a well-tended life, where dedication and care for oneself and others can cultivate extraordinary success.

The story of Heartland Dental’s female COO is one of a woman from the Midwest who took a chance after college and joined an organization as it embarked on a journey that would lead to decades of exponential growth, continuous improvement, and building industry leaders. DeAnn enjoys gardening and understands the resources and nurturing it takes to grow something magnificent. She applies the same care and attention to detail in leading her team and helping Heartland Dental’s supported doctors in her role as the company’s Executive Vice President and Chief Operating Officer.

Since day one, Heartland Dental and its people have stayed true to Founder, Dr. Rick Workman’s vision to establish a company by doctors, for doctors, to help them focus on what matters most – their patients. One contributing factor to the steady growth and the establishment of a vibrant culture at Heartland Dental can be attributed to the unassuming yet formidable leadership of DeAnn McClain.

DeAnn is known for her sharp insight, adept strategy, and a blend of mental toughness and emotional sincerity. Hailing from a farm in Hidalgo, Illinois, DeAnn imbibed the values of hard work and dedication early in life.

DeAnn’s career journey shifted to a new level fueled by the belief that Pat Bauer and Dr. Rick Workman had in her leadership potential.

After graduating from Eastern Illinois University, her journey led her to Workman Management Group, where a pivotal interview with the CFO paved the way for her role in the accounting department of the soon-to-be Heartland Dental. Unbeknownst to DeAnn, Dr. Workman was assembling a team that would take his group of dental practices to the next level.

“I am blessed that throughout my career, Dr. Workman and Pat believed in me every step of the way. They have invested in me, as a leader and a person.”

In 1997, Dr. Workman hired Pat Bauer, today the company’s President and Chief Executive Officer, as Chief Operating Officer. As DeAnn’s career grew over the years, the unwavering support of Dr. Workman and Pat Bauer played a crucial role ensuring she had a seat at the table. Reflecting on their impact, DeAnn emphasizes the belief they instilled in her, fostering both personal and professional growth.

“I am blessed that throughout my career, Dr. Workman and Pat believed in me every step of the way. They have invested in me, as a leader and a person,” shared DeAnn. “As I grew myself and my career, I never had to think about how being a woman was impacting my success at Heartland. As I have grown my network outside of Heartland, I realized many women did not have such a strong support system.”

One pivotal moment in her career was when DeAnn decided to leave the comfort of the accounting department and make a bold move to Operations, accepting the responsibility of leadership that Pat and Dr. Workman continually reinforced seeing in her. And that one decision took her career on a new and exciting path.

With quiet wisdom and influential leadership, DeAnn’s impact on the growth of others is felt across the Heartland Dental Network.

As an introvert, DeAnn didn’t imagine a career trajectory that would land her in a c-suite role. However, Pat and Dr. Workman’s trust in her and her passion for making a difference for Heartland supported doctors brought her to the Heartland Dental Senior Leadership Team. Over the years, she learned to be more vocal and proactively share her thoughts and ideas, realizing the impact she could have on others. Now, with over 25 years of experience as a leader, DeAnn recognizes that sharing her voice in an authentic way will be something she constantly has to work on, and she is grateful to have the tools to help her do so! Afterall, continuous improvement and education are important aspects of the Heartland Dental culture.

DeAnn notes one of the most impactful investments Pat and Dr. Workman have made in her has been their investment in Bell Leadership. Today, Heartland Dental has provided this leadership development opportunity to thousands of supported doctors, hygiene providers, and team members across the company’s supported network. Through her work with Dr. Gerald Bell, founder of the Bell Leadership Institute, DeAnn has realized the impact she can have on others by focusing on herself first. She ensures that with all of the priorities in front of her, she maintains a focus on investing in her development, listening to feedback, and working to understand how her behaviors influence those around her. DeAnn has also found that being vulnerable is a leadership trait that goes a long way, especially when leading a team of professionals across the nation.

“I learned to be more vocal and proactively share my thoughts and ideas, realizing the impact it had on others.”

It would be easy for DeAnn to appreciate how far she has come and start to relax a bit after over twenty-five years growing with a record-breaking, history-making company. But she remains dedicated to the success of herself, her team, and Heartland Dental’s supported doctors. Regular coaching sessions, completing daily homework focused on self-awareness and self-improvement and reading books (sometimes as a team book club) are all part of DeAnn’s routine to stay sharp and keep the practice of growing herself. Knowledge and understanding of the external environment, or what is happening outside of Heartland Dental and even the dental industry, are also a priority for Founding member of Women in DSO® DeAnn. She studies the external environment and engages in peer-to-peer learning through communities such as World 50 Group, an invite-only community for Boards, Executives, and other leaders to evolve and collaborate alongside each other.

DeAnn’s unassuming yet formidable leadership allows her to connect with others to keep Heartland Dental’s culture filled with nurturing support.

When it comes to the broader Heartland Dental supported community, DeAnn identified the company’s doctor-led support model and culture as the bedrock of its sustained success. As a leader in Operations, DeAnn fiercely believes in upholding this culture. When things get bumpy or there’s a win to celebrate, she knows all eyes turn to her for direction. But DeAnn’s wisdom lies in leaning on the robust systems Heartland Dental has meticulously built.

“Instead of panicking or abandoning the plan, having solid systems to fall back on allows us to navigate uncertainty with clear heads,” DeAnn stated. These systems, which DeAnn herself played a pivotal role in developing, are the lifeblood of delivering world-class support, even when the going gets tough.

DeAnn is the epitome of quiet wisdom, and over the years, DeAnn’s leadership style has evolved, with her demeanor transforming into a powerful force. Her journey, much like a well-tended garden, is a blend of patience, care, and consistent nurturing. Rising through the ranks while staying true to her values, she has become an inspiration for people within and beyond Heartland Dental. Her legacy emphasizes the significance of hard work, passion, continuous personal growth, and the courage to share experiences—a blueprint for making a difference.

DeAnn’s story is more than becoming a COO; it’s how to use your voice and heart to make a difference, proving that when you invest in yourself, you nurture everyone around you.

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Leaders

Breaking Through the Silicon Ceiling

10/17/2024

9 min. to read

How Christine King Became the World’s First Female Semiconductor Company CEO

An uneducated, single mother at 20, Christine King climbed the tech ladder to become the world’s first female CEO of a semiconductor company. Now she’s sharing her hard-won lessons for personal and professional triumph in her own words.

Lesson 1

Without Skills or an Education, You Are Nowhere
We all make questionable decisions in our lives, and one of my earliest was deciding to marry a hippie. He looked great, played a mean guitar, and I just went for that. And then one day, my husband came home and said, “I got to go to California, this marriage thing’s not for me. It’s nothing personal against you. Bye-bye,” and he was gone, leaving me with an 18-month-old son in a run-down trailer park and almost no money.

I quickly realized that without an education or skills, I was nowhere and wasn’t going to get very far in life. I couldn’t do much about being a woman or being a single mom, but I could tackle my lack of education and at least give myself a fighting chance to stand out from the crowd.

I immediately started looking for a job – any job – to fix the increasingly desperate situation we were in, but quickly discovered I was starting with three strikes against me.

I was a woman, with all that meant in the 1970s. One company said they wanted to offer me a clerical job, but they couldn’t because I was “too pretty” and would distract the men on the factory floor.
I was a young, single mom. One bank wouldn’t hire me as a teller because they “couldn’t count on me to show up for my work shift if my son got sick.”
I didn’t have any higher education or marketable skills; I only had a high school diploma. I was just one of millions of unemployed, minimally skilled people in the middle.

Of course, you don’t just snap your fingers and get an education, especially if you’re poor and have a child to take care of. I started by applying for welfare and the financial assistance that would keep us from starving, but I never let our present needs distract me from that longterm goal of getting an education.

Early days, outside her trailer park home.

It wasn’t easy to sell my social worker on letting me use a portion of my welfare check to get an education at a local community college. That monthly stipend was meant to pay for living expenses, not luxuries like a college education. But in my mind, college wasn’t a luxury; it was a necessity. It was the only thing I could think of that would allow me to finally get a job and independently support my family. I remember the exhilaration I felt when I successfully made my case and she finally agreed to let me pay for college.

If you want to be the captain of your fate and transform your potential into your reality, you need a differentiator. In the professional world, that differentiator comes in the form of skills or an education. For me, pursuing an education was the beginning, the catalyst, for an incredibly vibrant and rewarding life. That’s not to say that college is the only path to a successful life. It is to say that building an area of expertise, a foundation of knowledge and skills that differentiates you from others, is essential. Whatever you pursue, strive to learn as much as you can and apply it to the best of your ability to actualize your potential and become the best that you can be. You only get one life, so don’t settle for anything less.

Lesson 2

Don’t Sweat the Small Stuff
Once, in my early days as an engineer, I stood at a copy machine making copies of my latest circuit design, feeling pretty good about myself, and looking forward to its review by my colleagues. I was shocked out of my reverie when a male engineer walked in, assumed that I was a secretary because I was a woman, and ordered me to make his copies for him. As the copier whirred away, I had a moment to decide how to respond to his clueless request. Would correcting the engineer and seeking an apology further my goal of advancing my engineering capabilities and reputation at IBM? What benefit would I gain? The reality was that the only benefit would be to my ego, and it would only be a small momentary victory in the larger war I would fight over the course of my career. Would I allow my ego to control my actions, and by extension, my life, or would I choose to use my ego more productively? I decided to not sweat the small stuff and save my power and energy for the important battles.

Some might view my decision to smile and agree to make the male engineer’s copies and drop them off at his office as “being a doormat,” but there is a difference between acquiescing out of weakness or lack of courage and being confident enough in yourself and your value to keep your ego in check and to pick your battles.

We are living through an era where we have made much progress in the rights of women, people of color, and other marginalized individuals. At the same time, we are more easily offended than at any other time I can remember. Perhaps that’s a sign of how much progress we have
made; we can afford to be incensed by others’ slights.

“I don’t have time to sweat the small stuff. I’m too busy working on the big stuff.”

But I can’t help but think that there is still a long way for us to go and that we need to be wise and stay laser-focused on the larger battle. Until women, people of color, and other marginalized individuals have full equity and access to opportunity, I don’t have time to sweat the small stuff. I’m too busy working on the big stuff. In that war, indignance is a poison that weakens the offended person more than the person causing the offense, while humility and taking the high road is a battlefield advantage worth its weight in gold.

I’m surprised by how often people – men and women – miss this simple principle and can’t rise to the call to set their own egos aside in support of the larger team or mission. I remember helping negotiate the sale of a company once where the CEO of the company being sold wanted a benefit that would likely never be needed. This benefit, if it was ever actually needed, would cost such a small fraction of the deal’s value that it was the equivalent of a rounding error in the calculation. The CEO of the purchasing company, however, was a cost-cutter and was irritated by the request, so a battle of egos emerged. It became so bad that this very large deal would have fallen apart over a relatively
small sum of money if I hadn’t stepped in to personally guarantee the benefit (which was never needed!). That’s what can happen when egos lead the way.

Christine competing in a cow cutting event.

Lesson 3

Success Is a Team Sport
I’ve known many brilliant people in my career, and I’m fairly smart myself, but none of us is as smart or capable as several of us. Teams have the capacity to accomplish far more than individuals by leveraging the broader scope and power of team members’ unique expertise, experience, and perspectives in a concerted effort. It’s the concerted effort that determines how successful a team can be.

We’ve all been part of or seen teams that accomplished far less than expected based on the capabilities and potential of the individual members. Aligning and coordinating those individual capabilities is the secret to team success and to achieving far more than any individual can. This principle applies at all stages in your career – at the beginning when you are a junior member of a team and learning and building your network, and in its later stages when you are the one managing people and working to maximize a team’s impact.

“Once we get beyond ourselves, we can achieve far more personal success.”

When I accepted an offer as a manager in the testing department at IBM, I had big plans. But it was one of those situations where you can’t do it alone. I would never have had the impact I did if I didn’t focus on aligning and motivating my team to work together to achieve the goals. That team included Joe, an engineer who was thoroughly disinclined to work with or even like me, and he was one of those people who carried an outsized impact on the team. If he remained out of alignment, the team would never achieve its potential. Winning Joe over wasn’t easy, and it meant my ego came second occasionally, but if I hadn’t taken the high road with Joe and continuously looked for pathways to connect with him, I never would have achieved what we did and, ultimately, been promoted.

Christine representing Henry Schein at the 2023 Investor Meeting.

The importance of your team to your success was driven further home when I took over managing IBM’s analog semiconductor chips business and was no longer the technical lead or “smartest kid in the room.” At that point, my technological expertise became less important than my people expertise. I stopped operating as “Chris, the sole proprietor,” and started operating as “Chris, the leader of a team of experts and member of something far bigger than herself.” That was the start of a more exciting, enjoyable, and rewarding phase of my career. The interesting irony of life is that once we get beyond ourselves, we can achieve far more personal success.

Christine’s book Breaking Through the Silicon Ceiling follows her path from the trailer park to the boardroom and highlights the 12 essential principles that guided her along the way. Christine’s principles are hard-earned truths that have been proven time and again in her professional, avocational, and personal lives. Breaking Through the Silicon Ceiling is now available for order on Amazon and other leading e-commerce sites.

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