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From a pediatric clinic to a global healthcare brand, Haley and Goly Abivardi are rewriting the rules of dentistry with drill-free innovation.

They were never destined for the ordinary.

Swiss dentists and sisters Haley and Goly Abivardi have spent their careers asking why dentistry should look and feel the same as it did a generation ago. The answer? It shouldn’t. From running a pediatric clinic in rural Switzerland to pioneering Europe’s first fear-free DSO, their path has always led toward a bigger idea: that oral health is inseparable from overall health, and that care should be non-invasive, patient-friendly, and accessible.

Today, through their company vVARDIS and its breakthrough treatment Curodont^TM, the Abivardis are pushing dentistry into a future of non-invasive care, inspired by nature. Stylish, uncompromising, and deeply human, their story blends science with innovation, patient compassion with commercial success. What they are building isn’t just a company—it’s a movement.

The Abivardis’ story is proof that big visions can upend old systems. Case in point: Their non-invasive early caries treatment was being used by two DSOs serving 250 offices, but 18 months later, it had reached 13% of U.S. dental offices—a rapid leap in influence and impact.

Curodont^TM, vVARDIS’ proprietary, biomimetic solution, treats early-stage caries through hydroxyapatite generation, offering the opportunity to preserve the natural tooth structure without the need for drilling, injections, or artificial filling materials.

The Abivardi sisters fuse cutting-edge science with a deeply human mission: to improve oral health for better overall health—and make it available to everyone.

In this Q&A, they open up about their journey, the lessons that shaped them, and why they believe dentistry is on the verge of a revolution.

Origins & Influences

What sparked your journey into dentistry, and how did your early influences shape your vision?

Dr. Haley: Powerful role models deeply influenced our upbringing. Our mother, an entrepreneur, showed us the possibility of balancing a career with being a dedicated mother. What we hold most dear about her is her commitment to making a positive impact on people’s lives and her determination to pursue one’s goals.

Dr. Goly: Absolutely. She instilled in us the belief that the most beautiful achievement is bringing happiness to others. On the other hand, our father, a natural scientist, was a pioneer in sustainability, having written his thesis on the subject 60 years ago. He taught us the invaluable lesson Mother Nature always knows best.

How did your journey in dentistry begin, and what inspired your first steps?

Dr. Haley: After studying medicine and dentistry as DMDs, knowing how important oral health is, we wanted to treat children to make an impact on their overall health.

Dr. Goly: Having the same mission, we decided to work together as sisters and to run a public pediatric dental office in the rural areas of Switzerland, linked to elementary schools with the focus on prevention and early intervention. As healthcare professionals and mothers, it was heartbreaking to witness our patients suffering and to observe the impact of poor oral health on their physical and psychological well-being, mainly due to a lack of knowledge, awareness, or often anxiety associated with dental visits.

Most of the patients missed their appointments or came too late. Those early experiences inspired us to seek positive patient experiences and to elevate patient care, specifically to ease the anxiety associated with delaying dental visits. Ultimately, this led us to develop a new concept of a fear-free dental clinic, and that is how we opened our first clinic.

At that time, we were young—driven by vision yet facing the challenge of having no patients in a city with the highest number of dentists in the world, and only modest savings to rely on. Despite initial skepticism, our clinic proved remarkably successful, capturing 14% of the market within three years.

Encouraged by our success, we expanded by opening new clinics in Switzerland and Europe, founding the first Swiss DSO, the first European fear-free DSO, and expanding the brand worldwide.

How did you transform the traditional dental clinic into a fear-free, patient-first experience?

Dr. Goly: We founded our DSO over 20 years ago with an entirely new approach. This innovative concept combined state-of-the-art technologies and techniques with an unprecedented level of comfort and well-being for patients. For the first time, all specialists could be found under one roof with extended opening hours, until 9 p.m., seven days a week, with a walk-in concept.

We created a unique experience, maintaining consistent identity and design across all clinics. We even had our own music and fragrance. Unlike traditional clinics, we reimagined the entire patient experience, putting the emphasis on overall health and wellness and delivering a spa-like atmosphere, as opposed to one of a dental room.

The Breakthrough

Why has Curodont taken off so quickly—and what makes it a win for dentists and patients alike?

Dr. Haley: Because it is a win-win for everyone. For clinicians there is finally a drill-free solution for early-stage carious lesions and you can treat them in as little as three minutes during the same appointment. Patients are motivated to return because the treatment is completely drill-free. When the dentist performs a recall after six months, any new lesions can again be treated without drilling. This not only encourages repeat visits but also helps dentists save valuable chair time for more complex procedures.

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When did you realize Curodont could upend traditional dentistry and why was it a game-changer?

Dr. Goly: We founded vVARDIS around four years ago, but the groundwork for our vision started almost two decades back with the pediatric dental clinic. Those experiences deeply influenced us. That is why our vision has consistently revolved around practicing minimally invasive, early intervention care rather than relying on reparative dentistry.

In addition to our clinics, we led our own dental hygienist school, complete with a research center, facilitating various clinical studies. It was during this time, over 10 years ago, that we came across groundbreaking technology offering a non-invasive treatment for early decay, without the need for a needle or a drill.

For decades, we’d been scouting for a solution and finally one day, we found it! The proprietary formulation disperses throughout the depth of the lesion and treats the early-stage caries by restoring the lost or damaged hydroxyapatite crystals with minerals from saliva.

As daughters of a natural scientist, we were fascinated by this innovation. Despite years of trying everything possible to improve our patients’ oral health, we felt that something was still missing.

Tooth decay remains the number one disease in the world. Despite significant improvements in oral health and dietary habits over the past 50+ years, around 95% of the global population is still affected. More common than heart disease, diabetes, or even cancer, tooth decay impacts millions—especially vulnerable populations. Until now, there has been no satisfactory solution for treating the early stages of the disease.

Dr. Haley: We see early-stage lesions in nearly 80% of our patients, but most leave the office untreated, with dentists putting a “watch” on it without having a suitable solution available. However, patients may not return for a follow-up appointment, which exposes them to the risk of cavity progression and potential severe secondary diseases.

Dr. Goly: Motivated by the aspiration to make this groundbreaking innovation accessible to everyone, we decided to sell our dental clinics and reinvest everything into the creation of vVARDIS.

How is vVARDIS pushing the boundaries of dentistry—and inspiring change beyond the dental chair?

Dr. Haley: Now that Curodont is available in over 13% of U.S. dental offices, an increasing number of dental professionals—or “Curodontists”—are embracing our treatment and giving patients access to this revolutionary solution with fast adoption rates. It demonstrates the demand dental professionals have for a solution capable of treating tooth decay at an early stage.

Dr. Goly: We are thrilled to witness a ground-breaking transformation in dentistry similar to the advancements that medicine embraced years ago toward non-invasive, early intervention approaches. In the same way, Curodont is helping to elevate the standard of care for the early treatment of tooth decay.

CAVITIES ARE THE WORLD’S NUMBER ONE DISEASE—AFFECTING 95% OF PEOPLE.

Sisterhood & Vision

How do sisters turn shared vision into a powerhouse partnership and make it last 25 years?

Dr. Haley: People often ask us why and how it’s been possible. We challenge each other, yes—but our shared mission of improving lives through better oral health keeps us aligned.

Dr. Goly: We have such a strong bond that we’ve cultivated over the years. This deep connection has enabled us to discover the most effective ways to complement each other.

When did you see that dentistry can transform not just health—but someone’s entire future?

Dr. Haley: Looking back, we see countless experiences that shaped us into who we are today, but the most impactful experience was when we decided to give back to our community and provide free dental treatment to the homeless in our clinics. After restoring their smiles with implants and crowns, many patients regained employment and reestablished connections with their loved ones. This was the exact moment where we saw the impact a healthy smile can have on others.

Dr. Goly: This was a very moving experience and reinforced our belief in the idea that proper dental care can change lives. We learned that if everyone has access to dental care, not only will their mental and physical health benefit, but their overall quality of life will as well.

What advice would you give to anyone chasing a bold vision, even when the path feels impossible?

Dr. Haley: The same advice that we received from our parents that helped us become who we are today: “If you have a vision, go for it. ‘It doesn’t work’ doesn’t exist.”

For Haley and Goly, vVARDIS is more than just a company—it embodies a mission to make non-invasive dentistry and early caries treatment accessible to all, creating a meaningful impact on people’s lives, especially underserved communities.

IF YOU HAVE A VISION, GO FOR IT. ‘IT DOESN’T WORK’ DOESN’T EXIST.

Leading with Empathy and Innovation in Dentistry

By Sonia Williams
Senior Vice President, General Manager of Dental at Synchrony

When my son needed braces, I did what many parents do: I nodded through the orthodontist’s explanation, asked the right questions, and tried not to flinch at the cost.

I was fortunate—only one of my two sons needed braces, and I had great dental insurance. Still, it was a moment of reflection not just about the cost, but about how many families face that same scenario without access to resources or flexibility.

What happens when a parent doesn’t have flexibility? What does it mean when dental care, something so vital to a child’s confidence and health, is out of reach?

Care can’t wait, and cost shouldn’t be the reason people walk away from what they need most.

Those questions never left me. Now, as the Senior Vice President and General Manager of the dental business at Synchrony, I lead with that perspective every day.

As one of Synchrony’s top 50 executives, I have the opportunity and responsibility to shape how innovation in dental care reaches millions. It’s a responsibility I don’t take lightly, especially when I know the decisions we make can change what care looks and feels like for patients, providers, and entire practices.

Dental care impacts how children learn, how adults show up at work, and how seniors eat, speak, and stay connected to others. I spend time volunteering with senior citizens, many of whom live on fixed incomes and haven’t seen a dentist in years. I hear their stories. I see how dignity is tied to oral health. Yet too often, cost becomes the barrier no one talks about.

More than 90% of people said they would consider holding off on general dental care because of cost, according to Synchrony’s Dental Lifetime of Care study. Care can’t wait, and cost shouldn’t be the reason people walk away from what they need most.

I carry those stories with me into every strategy meeting, every product launch, every partnership. This work matters to me.

It’s not enough to recognize the challenges. We must build smarter systems around them. That’s why I lead with empathy first: Because innovation should solve real-world problems and meet patients where they are, financially and emotionally.

Innovation That Feels Human
At Synchrony, I lead the dental business with a clear mission: to make care more accessible for patients and reduce barriers for practitioners to provide that care. It’s interesting because my background is not in healthcare but rather in retail strategy, helping brands grow by solving problems that matter to real people. It’s exciting to bring that same focus to dental financing.

This isn’t about selling more services; it’s about saying yes to care when it matters most. Being on the front line of innovation in this space gives me professional and personal fulfillment.

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In response to Synchrony’s study which found that 58% of adults believed that oral care was not affordable, I am proud that our team created innovative solutions. Synchrony features a behind-the-scenes integration that enables providers to offer payment solutions directly within the systems they already use. No separate logins. No added friction. Practices can check eligibility, offer financing, and complete transactions quickly so that cost conversations are simplified, not avoided.

It removes barriers to care—and, most importantly—help. And it works. When patients understand what’s possible, they’re more likely to say yes to everything—from braces, to cleanings, to the kind of preventive care that improves lives.

My goal is to help redefine what modern dental care looks like, where financial conversations are seamless, where providers feel supported by smart tools, and where no patient delays care because of cost. By aligning technology with human-centered design, we’re not just improving transactions; we’re reimagining the way care is delivered.

It’s not enough to recognize the challenges. We must build smarter systems around them.

Designing with Empathy, Delivering with Impact
For dental professionals, especially within growing DSOs, the business of care has become increasingly complex. Teams are stretched thin, administrative burdens are rising, and patient expectations are evolving.

According to the American Dental Association, some dentists’ confidence in economic success has waned in the first quarter of 2025. My goal isn’t just to simplify financing for patients; it’s to empower providers to deliver care more confidently and efficiently while optimizing their financial management.

Synchrony’s CareCredit partners with the industry’s most trusted platforms to ensure providers can simplify the patient experience, from scheduling and reminders to payments. These tools reduce the burden on staff, support clearer communication, and help teams
focus on what matters: care.

By integrating our solutions directly into their workflows, we’re helping practices improve case acceptance, reduce staff stress, and elevate the patient experience. This kind of innovation gives practitioners the freedom to focus on care while giving patients more reasons to say yes to it.

Dental care is a gateway to overall wellness, and everyone deserves the chance to say yes to it.

Why I Lead
I know how rare it is to bring empathy into innovation, but I believe it’s the only way forward. Technology should feel seamless. Practitioners should be able to focus on delivering the best care. Financing should feel supportive. Every patient should feel seen.

I lead this work not just because I can, but because I must. Because too many families still wonder if they can afford care. Because too many providers feel stuck. And because I understand that tension.

Dental care is a gateway to overall wellness, and everyone—regardless of income, age, or background— deserves the chance to say yes to it. Innovating in this space isn’t just business. It’s personal.

Learn quick insights and success strategies from Women in DSO members shaping the future of dentistry. Gain wisdom, inspiration and practical guidance.

Learn from Women in DSO^® members shaping the future of dentistry. Gain wisdom, inspiration, and practical guidance from these quick insights and success strategies.

Across Amy McCarthy’s professional journey, her passion for innovation and entrepreneurial spirit have been driving forces behind her success. They have defined her career and are now shaping the future of Envista. As the newly appointed leader of Envista’s DSO initiative, she is spearheading a transformation designed to elevate how DSOs operate, scale, and deliver exceptional patient care.

Building a Foundation

Amy’s entrepreneurial journey began early. At 17 years old, she founded a mail courier service in Everett, Washington, which served over half of the local medical community. Her innovative service cut delivery times for medical records in half, streamlining workflows for countless healthcare providers.

“I was creating solutions that added value. I didn’t realize it then, but that experience taught me the importance of identifying pain points,” Amy shares. Over the next decade, she grew this business while pursuing a college degree, a career, and later an MBA. This hands-on experience laid the foundation for professional work in the pharmaceutical industry where she quickly made her mark. At 25 years old, Amy became one of the youngest district sales managers in the company’s history.

“I focused on understanding my customers’ goals and needs. By aligning my efforts with their objectives, I was able to build trust and long-lasting relationships. That approach has been a cornerstone of my leadership philosophy,” she explains.

But Amy’s career trajectory shifted when she chose to leave her high-pressure role to focus on raising her two young children.

“On my youngest child’s first birthday, I quit my role as Regional Sales Manager at Sanofi-Aventis Oncology. I was traveling constantly and felt like I wasn’t doing anything well — being a mom or a manager. No matter what adjustments I tried, I couldn’t find balance or happiness. It was one of the hardest decisions I’ve ever made. I loved my career, but I felt a lot of pressure—and pull—to be with my kids. My family always valued stay-at-home parenting, so I decided to give it a try,” Amy recalls.

Yet even during this work hiatus, Amy’s entrepreneurial drive could not be stopped. She soon launched a photography business, a passion project that allowed her to balance motherhood with work through a creative outlet.

“It filled my constant need to learn and improve. I built a custom website, grew a thriving client base, and enjoyed the flexibility. But after a few years, I found myself wanting more,” Amy reflects.

That desire led her to consulting, where she advised small businesses on strategic planning, operations, and marketing. Consulting ultimately connected her to Premier Periodontics, a Seattle-based DSO who brought Amy on to scale operations. Amy was pivotal to the organization’s success.

“I started as Director of Operations and moved into marketing, and eventually I became COO. During my time there, we expanded Premier to eight locations and helped launch Evident Alliance, a 25-location multi-specialty DSO,” Amy explains.

She credits much of her success to the trust her colleagues placed in her.

“They let me make decisions and run with them, which is how I work best. Dr. Will Fernyhough and Dr. Issa Dkeidek remain great friends to this day,” she adds.

Joining Envista

In 2021, Amy joined Envista, drawn by the opportunity to combine her expertise in innovation and healthcare.

“Envista’s portfolio is unmatched. I knew that it would be an opportunity to grow personally and offer endless opportunity to innovate and create value for customers,” Amy says.

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Amy shared her vision for the future of Envista’s place with DSOs last spring with CEO Paul Keel. Paul saw the importance, shared Amy’s excitement for the opportunity and added DSO to the strategic planning process. As a result, extensive voice of customer interviews were completed, new resources allocated, and restructuring occurred to suit the needs of these very important customers. All focused on leveraging Envista’s vast customer-centric solutions and portfolio.”

The Secret Sauce

Envista’s success with DSOs boils down to three key elements: solutions, simplicity, and scale.

Envista’s portfolio includes best-in-class solutions, products and technologies across categories: diagnostics/imaging, implants, consumables, and ortho. What sets the company apart, however, is its ability to integrate these offerings into tailored solutions for DSOs.

“We’re not just selling products. We’re partnering with DSOs to help them operationalize and scale their businesses. This means creating training programs, offering fleet management tools, and collaborating on innovations that improve efficiency and patient care,” Amy explains.

Envista offers simplicity for DSO partners. The advantages of working with one manufacturing partner for multiple solutions / across multiple categories is enormous. Having a single point of contact, one contract, a partner who knows your goals and paint points and who is proactively working on your behalf to help you grow, across initiatives, is invaluable. The time savings and peace of mind are invaluable. Envista has the resources, expertise and experience to help our DSO partners and scale.

“Amy has a deep understanding of market dynamics, coupled with an innovative approach to partnership development. Her ability to identify new opportunities, negotiate mutually beneficial agreements, and align partnerships with the company’s broader objectives has directly resulted in significant achievements for Heartland. Her leadership has had a profound impact on DSOs,” adds Dr. Anna Singh, Senior Vice President of Clinical Operations at Heartland Dental.

I saw a chance to apply everything I’ve learned to an organization with incredible potential. Envista’s portfolio is unmatched, and I knew that by bringing everything together strategically, we could create a new kind of value for our customers.

A Vision for the Future

Amy envisions continued growth and innovation for Envista. A significant focus is on advanced training and education, with customized programs for partners like Heartland Dental and Smile Brands to help providers grow their implant practices.

“Envista has been a great partner to Smile Brands for many years and has evolved with our changing needs, always with long-term success in mind for our providers, their patients, and us as an organization. We look forward to continuing this journey together,” shares Steve Bilt, CEO of Smile Brands.

Fleet management technology is another area of focus. Envista’s suite of tools helps DSOs track and optimize equipment usage, improving efficiency and effectiveness. The DTX Studio Imaging Suite is also revolutionizing workflows by integrating diagnostics, imaging, and treatment planning into a seamless experience.

“It’s changing the way dental offices operate. The best part is, it’s an open platform that works with any existing technology, making DSOs more agile and effective,” Amy says.

For Amy, Envista’s success is about more than business — it’s about solving problems and growing relationships.

“I’m never satisfied with the status quo. There’s always room to grow, innovate, and improve. That’s what keeps me going,” she says.

Under Amy’s leadership, Envista is setting a new standard for partnership in the dental industry — offering DSOs not just the tools
to succeed but a vision for growth, innovation, and meaningful collaboration that drives long- term impact.

An Interview with Five Prominent CTOs Shaping What’s Next

Growth doesn’t happen by accident—it’s built. From the systems that power smarter operations to the tools that elevate patient and user experience, the CTOs featured in this issue are designing the frameworks that help their companies scale, adapt, and lead.

Whether inside a fast-growing DSO or at the helm of technology serving the industry, each leader brings a distinct perspective on how innovation actually happens—what to invest in, what to ignore, and how to stay focused when the noise gets loud.

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Meet five visionary technology leaders who are reshaping what it means to be a CTO in the dental industry. Their responses are equal parts strategic and personal. You’ll find insight into long-term tech bets, practical approaches to productivity, and the mindset required to align complexity with clarity. And yes, even what keeps them up at night.

This is growth by design—and the executives behind it.

Carol Juel

Executive Vice President, Chief Technology and Operating Officer

Synchrony

What’s one technology decision you’ve made in the last year that will shape your company for the next five?
Our goal is to connect patients with financing options at the moments that make the biggest impact for them—and technology is an increasingly vital piece of that equation. We’ve been deeply embedded in the dental space for more than 35 years. During that time, we’ve prioritized partnerships that allow us to reach patients where they are with payment choices that fit their budget and lifestyle.

One way we’ve been doing this through the years is by partnering with independent software vendors (ISVs). Synchrony’s extensive partnerships with many of the leading healthcare ISVs make it possible for practices to seamlessly integrate customized technology into their existing systems. These partnerships ultimately allow us to extend financing offerings that boost treatment acceptance from patients, supporting dental providers by ensuring their patients can continue seeking care.

In your view, what role should the CTO play in shaping the user experience?
Customer experience is at the heart of everything we do. I have a unique role overseeing both our technology and operations organizations, including our contact center teams. Bringing these organizations together has enabled more transparency, closer collaboration, and a sharper focus on CX across channels—ensuring a positive and consistent experience, no matter how patients engage with us.

Of course, this extends to our providers as well. We recognize that handling healthcare payments can be complicated, even on a good day. Streamlining that process starts with making our solutions as seamless and easy to use as possible.

All to say—technology plays an essential role today in shaping the user experience, and it’s only becoming increasingly critical. I think CTOs who embrace this role and develop a real passion for the customer experience will be best positioned to influence and drive growth for their organizations.

What keeps you up at night— cybersecurity, interoperability, or something else entirely?
I truly believe we have the industry’s best talent. Our teams are experts in the sectors we serve and bring incredible passion for driving innovation and results for our partners. Especially within technology, I know there’s always competition to attract and retain high-performing employees. That’s why, as a company, we have prioritized creating an outstanding employee experience and culture for our Synchrony teams.

Our approach centers on employee listening. I travel to each of our team’s Synchrony hubs to hear directly from employees. Then we act on their feedback. This has led to quick tech fixes, process overhauls, new employee benefits, career development programs, and much more. Most importantly, it creates a culture of trust, where great talent can do great work.

What’s one piece of non-tech advice that made you a better technology leader?
The best advice I’ve received is to stay curious. Sometimes it can be hard to set egos aside and admit that you aren’t the expert in every discussion, which is why real curiosity takes courage. It means surrounding yourself with smart people with different life experiences and being unafraid to ask a question that exposes that you don’t have all the answers.

Whether you’re a new leader or a veteran member of the team—ask the questions. It shows you want to learn more and grow with your team. If you’re not having those conversations, you can’t learn, you can’t improve, and your business won’t advance.

What emerging tech trend is overhyped—and which one isn’t getting enough attention?
In many ways, I believe the generative AI discussion is both oversaturated and often misunderstood. Gen AI has incredible potential and will undoubtedly change the ways many of us work but can exist as a tool that supports human-centered work, rather than threatening it.

We view AI as a partner at Synchrony, not a replacement for human expertise. Gen AI can help get certain tasks done more efficiently, but a human must always be in the loop. We’ve introduced a variety of use cases across our business over the past two years, and they have one thing in common—they reduce friction in employees’ day-to-day work. In many cases, gen AI has reduced or removed tedious manual tasks, helping employees to focus on the more fulfilling and engaging parts of their jobs.

I believe this approach has also led to enthusiastic—and responsible—exploration of gen AI-powered tools at Synchrony.

What is a recent book or podcast that you recommend?
A good friend and long-time mentor recommended The Rose Code by Kate Quinn. It’s historical fiction that takes place during World War II, telling the story of three female “code breakers”—people who were charged with decoding and breaking German military codes. The three main characters all come from various walks of life and are brought together by their wit and the intense circumstances of their duties.

We know that so many women were involved in important projects like code breaking throughout history, but often their firsthand accounts are scattered or lost because women’s stories weren’t deemed important enough to tell at the time, let alone recorded or preserved for future generations. Although this book is fiction, it reminded me of the importance of shining a light on women’s stories and valuable contributions.

Dev Ashish

Chief Technology and Center Operations Officer

ClearChoice Management Services

What keeps you up at night—cybersecurity, interoperability, or something else entirely?
What keeps me up at night isn’t just one thing—it’s the pace of change and how we adapt while continuing to enable the business to grow securely and efficiently. Cybersecurity remains a constant concern, especially with healthcare data being a high-value target. But just as critical is interoperability. Even with intentional system design, ensuring seamless integration across clinical, operational, and financial platforms can be complex and resource-intensive.

I also think about how to evolve our technology function from a traditional support role into a true strategic partner by leveraging data, automation, and cutting-edge digital tools to improve patient care, enhance the provider experience, and drive operational efficiency. My goal is always to stay aligned with business objectives, anticipating needs and delivering scalable, sustainable solutions that help the organization thrive.

What’s one recent tech tool you personally can’t live without?
One tech tool I have personally incorporated into personal and professional life is generative AI. I use it regularly to accelerate research, draft communications, refine ideas, explore new ways to solve problems, and even create itineraries for family vacations. It has become a powerful thinking partner, helping me move faster without sacrificing depth.

Beyond personal productivity, we are actively exploring how AI can be responsibly leveraged across the organization. From automating routine documentation to enhancing data analysis and improving patient communication, the opportunities are vast. What excites me most is how AI can reduce the administrative burden for clinicians and enable more focus on patient care. We approach it thoughtfully, with a focus on transparency, safety, and alignment with our clinical and operational goals. AI is a strategic capability that has the potential to reshape how we work and serve patients.

How are you leveraging tech to improve clinician productivity without adding complexity to their workflow?
We focus on supporting clinician productivity by making technology feel almost invisible. Our approach starts with understanding where clinicians actually work—whether that is in the practice management system, the operatory, or on mobile tools. We design around those touchpoints to meet them where they are, rather than forcing them into new systems or steps.

One major area of focus is connecting across platforms to reduce redundant data entry. When systems can talk to each other, clinicians spend less time inputting the same information and more time focused on patient care. We also prioritize automation and real-time data access to support faster, more informed decision-making without adding clicks or complexity. Every solution is evaluated not just for functionality but for how seamlessly it fits into the daily workflow. Our goal is to remove friction, not add it—and that starts by listening closely to our users.

What’s been the biggest challenge in unifying data across multiple practices or platforms—and how are you addressing it?
The biggest challenge in unifying data across multiple practices is inconsistency. That can show up in processes, system usage, data capture, labeling, and interpretation at the local level.

Since we have grown through de novo, we have had the advantage of choosing our platforms from the start. However, even with that consistency, variations in workflows and user behavior can still lead to fragmented or incomplete data. To address this, we have made data governance a top priority. This includes establishing clear data standards, ownership, and validation processes to ensure accuracy and usability across the organization.

We are also investing in centralized integrations and APIs that allow for secure, real-time data flow between systems. More than just a technical task, unifying the data requires ongoing collaboration across marketing, clinical, operational, and technology teams to ensure that data supports both frontline needs and strategic decision-making.

What is a recent book or podcast that you recommend?
Two recent reads that I have enjoyed immensely and am working to incorporate into my leadership approach are Multipliers by Liz Wiseman and To Sell Is Human by Daniel Pink.

Multipliers reframed how I think about leadership. It emphasizes that the most effective leaders are not those with all the answers but those who create space for others to think, contribute, and grow. That insight has shaped how I build teams, run meetings, and approach problem-solving—always looking for ways to amplify the intelligence around me rather than directing from the top down.

Daniel Pink’s To Sell Is Human complements that idea by exploring how influence and persuasion show up in everyday leadership. Whether I am advocating for a technology investment or aligning stakeholders around a shared vision, the ability to move people with clarity and purpose is critical. Together, these books reinforce the human side of leadership—developing talent, building trust, and inspiring action.

Cindy Klein

Chief Administrative Officer

Affordable Dentures & Implants

What’s one technology decision you’ve made in the last year that will shape your company for the next five?
There have been significant advancements in AI for dentistry, and over the next five years, AI will transform the dental office and patient experience. The decision to focus on finding the right AI solution to support our clinical quality and patient experience programs will transform how we view clinical quality from reactive to proactive. AI-powered tools will enable us to personalize care and build better relationships with patients.

Being thoughtful in the approach to AI is critical to building confidence in the tools and creating a roadmap to a long-term solution that clinicians and patients can trust. By understanding the role of AI in enhancing human ability and making sure we use automation for efficiency, we can place focus on making human interactions more caring and empathetic.

In your view, what role should the CTO play in shaping patient experience?
In building a roadmap that elevates the patient experience, technology leaders are critical thought partners. Collaboration creates a shared vision for a comprehensive end-to-end patient journey that can be supported by automation and integration. The technology leader plays a pivotal role in aligning technology throughout the organization and must understand how technology can improve the patient experience and seamlessly integrate with other technologies and workflows.

A technology leader who understands processes and pain points in workflows and experiences will be better equipped to create technology that works for the patient and the practice. When technology is built and supported from an automation standpoint, the human element can be lost; the partnership between operations, clinical, and technology creates an open dialogue to build a patient experience that allows people, all along the journey, to be caring humans augmented by great technology.

What does your ideal “deep work” day look like, and how often does it happen?
My best deep workday includes a thinking walk. Walking allows me to clear my mind and focus. I shut off distractions and let my mind wander and explore ideas or creative solutions that I may not see when I am in hectic workday mode. The rhythm of walking can help calm my busy brain and bring clarity of thought. Stepping away into a new environment helps me see things from a different perspective.

I am at my best and most creative self when I have a thinking walk daily, which only happens when I make it a priority and put it on my schedule. My focus is on taking a walk to think, not counting steps. I count my thinking walks as a vital leadership skill to continuously keep me balanced.

What’s been the biggest challenge in unifying data across multiple practices or platforms—and how are you addressing it?
While we have a data warehouse that helps us bridge the gap between disparate systems, changes made within those systems can be a challenge. Governance and change control are critical to ensure data is mapped and maintained for consistency across systems.

Limiting security access to make system changes helps support the change control process, but system owners need to attend governance and change control meetings, where the impacts of decisions are discussed, understood, and then communicated. Master data management used consistently across systems and departments is a good foundation and an important part of the governance and change control process.

What is a recent book or podcast that you recommend?
Co-Intelligence: Living and Working with AI by Ethan Mollick is a good book for anyone who wants a basic, not-so-technical understanding of AI. The book offers some sensible advice on interacting with AI. The title says this so well: AI isn’t human, but collaboratively working together. AI can make us better humans. It reminds you to be the human in the loop and keep human control over AI applications.

The book stresses the importance of not losing our critical thinking and problem-solving skills but learning to partner with AI to enhance human potential. The most critical human in the AI loop is the person who reviews, judges, and analyzes the data AI provides. We are all curious, excited, and a bit wary of AI, so it was nice to find a book that offers some advice on being more prepared for the massive changes ahead in a rapidly changing field.

What do you prioritize or make time for that replenishes you?
I love the water—just being near water replenishes my joy well. Knowing my paddleboard is in my car, waiting to hit the water after a long day, keeps a smile on my face. I started cold-water swimming and have learned to love that moment when you have to make the decision to just jump in—and once you get past the initial shock, you are refreshed and exhilarated. When facing a difficult decision or task, I think of that moment when I jump in, and I’m reminded to stop overthinking and take the leap.

Jeff Forbes

Chief Technology Officer

Dentalcorp

In your view, what role should the CTO play in shaping patient experience?
There is a reason some organizations choose to have a C-level IT leader, and that choice comes down to an awareness that technology is at the center of how every business is evolving. In terms of patient experience, we’ve seen a huge transformation over the past few years, whether it be the shiny new AI radiography solutions, patient engagement tools like MaxAssist, digital scanning technology, or AI agents answering phone calls.

The role of the CTO is to be a partner to help vet these solutions out, understand who the pretenders are and only implement the real deal, and use the experience technologists have around systems implementations. This ensures we get the change management right for the clinic so that they’re ready to adopt these solutions properly and provide a frictionless experience to the patient.

What keeps you up at night—cybersecurity, interoperability, or something else entirely?
Anybody who has cybersecurity as a mandate will always be kept up by it, no matter how well prepared. While we’ve done a lot of great work to strengthen the resilience of our network and our clinics, risk is always present. Dentistry is a highly attacked industry and we’re seeing further tailoring of attacks towards our dental clinics like phishing emails masked as patient referrals, and therefore preparing our administrative teams on phishing and usage of MFA have been critical. These are fairly new measures in our industry, but they’re foundational and critical to adopt. I encourage anyone outside of our network to also make these important investments in training and cybersecurity as this is an area where we’re better off as an entire industry when everyone is secure to ensure dentistry isn’t perceived as a soft target.

What’s one piece of non-tech advice that made you a better technology leader?
Leading with empathy and being and having a servant-based leadership philosophy. This generally surprises a lot of people, as the stereotype of a tech executive is that we’re very input and output focused and don’t focus on the human side. Given that technology wears multiple hats (not only implementing new technology but supporting current technology), managing risk and security can lead to teams being overwhelmed and burnt out. Unless you’re equipped to support your team as people, you’re not going to be successful in creating an environment where you can balance all these demands and keep your head above water and your teams engaged.

What’s one technology decision you’ve made in the last year that will shape your company for the next five?
The biggest technology decision in the past year was landing on VideaHealth as our partner for AI radiography. Given this technology has been around dentistry for the past few years, the first part of this critical decision is knowing when the right time was to fully commit. We were intentional in having early pilots across all the major vendors and watching the technology closely, and we felt this was the right time. These solutions have evolved to a place where while they’re not accurate enough to replace a clinician’s judgment, they’re additive to the clinical and patient experience where prior iterations were far too “noisy” with false positives to be effective.

The second part of this critical decision was picking the right partner, balancing clinical feedback with the ability to execute a rollout at scale, along with commercial considerations. We also wanted to bet on a partner we felt would be around for the long haul. As we’re now well into our rollout of VideaHealth’s clinical AI solution, I can see how this will shape our patient experience and standard of care for years to come, and our dentists and teams really like the solution.

How are you leveraging tech to improve clinician productivity without adding complexity to their workflow?
It’s more about the workflow and how a clinic adopts technology rather than the technology itself. If we take VideaHealth’s clinical AI solution for radiography as an example, one of our best doctors who uses it freely admits that when he first implemented the technology, it slowed him down.

What changed after a few weeks was he thought about the workflow—as an example, ensuring his staff already has the application open in the operatory when he comes in. He also changed over time viewing the annotated view before the unannotated view so that he still used his own clinical judgment for the final say but understood where the AI was drawing his attention first to evaluate those findings before doing a final check of everything else in the field of view.

Very few technologies will improve clinician or staff productivity on their own. It’s about how these technologies are implemented and adopted that will ultimately lead to the right outcomes.

How do you prioritize tech investments across clinical, operational, and patient-facing initiatives?
I’m very thankful that given the size of Dentalcorp, if it’s the right investment to make, and if it will drive the right outcome, the capital will be there. This is an advantage we have that may not be true of many smaller DSOs or independent operators.

The other side of that coin is when you do want to invest and implement something, you have more than 570+ clinics to roll out, which requires significant planning and effort. We’re very intentional with our prioritization; we don’t chase shiny objects or the latest features. We look at what is foundational (like PMS consolidation, cybersecurity, and data) and how we can execute on those foundational things across a large network to then act as a springboard for flashier investments that we’ll be able to implement more broadly because the foundation is there to integrate with.

These foundational pieces are sometimes multiyear strategies that require very intentional planning and investment but are absolutely necessary for the long-term success and scalability of our network.

What is a recent book or podcast that you recommend?
I am going to shamelessly plug for our very own Dentalcorp podcast DNTL Talk hosted by our Chief Dental Officer Dr. Gary Glassman. We have two episodes on AI in dentistry I highly recommend, and there is a lot of other great content there too.

Navin Narayanan

Chief Technology Officer

DentalXChange

What’s one technology decision you’ve made in the last year that will shape your company for the next five?
Over the last two years we have built and deployed API infrastructure that enables DSOs and Practice Management Software to create intelligent workflows within their applications. This shifts old-school clearinghouse models that were slow and had no real-time feedback within the workflow for the user. We now leverage this stack to provide intelligence for patient eligibility and payment reconciliation in detail that was never available to dental practices.

How do you balance the need to push forward while aligning legacy systems and workflows?
With over 20 years of experience, DentalXChange has cultivated its knowledge of Practice Management Software and transaction data to develop solutions that help bridge gaps in legacy workflows. This knowledge helped us understand the variances that exist within these systems, enabling us to build an API infrastructure that normalizes these variances. We are now actively working with every Practice Management Software in dental to utilize our API stack to upgrade these workflows.

What keeps you up at night— cybersecurity, interoperability, or something else entirely?
While cybersecurity is number one, the next most important problem is automating treatment planning to payer payment life cycle within the dental office. We have created purpose-built solutions, like Eligibility AI, to provide data that helps dental offices get accurate pricing for patients at the time of service, creating a more efficient RCM life cycle from claims to payments. We are now working on a similar solution to reconcile payments from insurance companies through automation. I am always thinking about ways to innovate and modernize these actions into the user workflow within the Practice Management Software so the front office can focus on patient care.

In your view, what role should the CTO play in shaping user experience?
While UX is typically seen as the domain of design and product, the reality is that technology defines the boundaries of what is possible. I see it as my responsibility to ensure our tech strategy enables exceptional user experiences. That means collaborating closely with design and product early in the process, making intentional trade-offs and advocating for things like real-time responsiveness. It’s not about dictating UI decisions, but about creating the conditions where great UX can thrive—through scalable platforms, clean APIs, fast feedback loops, and a culture that values user empathy.

What’s one piece of non-tech advice that made you a better technology leader?
When approaching a solution to a problem, we always go in with the “How can I solve this problem?” mindset. Early in my career, I was quick to jump in with solutions, especially in technical conversations. “Listen to the room with the approach that every person in the room is smarter than you” and “Listen to what’s not being said”. These two pieces of advice have reshaped the way I work and lead my team.

What does your ideal “deep work” day look like and how often does it happen?
An ideal deep workday starts early, before the noise kicks in. I like to start two to three hours before my first meeting for the day for uninterrupted work. That time is for strategic thinking, architecture design, digging deep into a complex problem that needs clarity. Realistically, deep workdays happen once, maybe twice a week—and only if I guard the time fiercely. It’s not about volume, it’s about protecting quality thinking time, because that’s where the best decisions are made.

What’s one recent tech tool you personally can’t live without?
My reMarkable tablet has become nonnegotiable for me. It’s where I think. I use it for deep notes during meetings, sketching out architectural designs, and clearing my head when I need to step back from the screen. What I love most is that it’s distraction-free, with no notifications, no browser tabs, just focused thoughts.

What is a recent book, or podcast that you recommend? And Why?
On the podcast front, I’d suggest Acquired. They do deep dives into iconic companies and technologies that are rich with business insight and strategic thinking.

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.

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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.”

Dr. Michael A. Pikos did not set out to change lives or even to be an oral surgeon. Yet, driven by an innate desire to make a difference, his journey has grown into an enduring legacy that spans decades, geographies, and generations of dental professionals.

To fully appreciate today’s impact, let’s rewind to 1990 when Dr. Pikos was a practicing Oral Maxillofacial Surgeon who welcomed eight clinicians into the second floor of his practice in Palm Harbor, Florida. Armed with two projectors and a passion to share his knowledge, Dr. Pikos began teaching others the intricacies of bone grafting and implant dentistry.

Over three decades later, what is now known as the Pikos Institute has grown into a hub for dental professionals worldwide focusing on surgical implant and cosmetic dentistry CE courses, with attendees from all 50 states and over 65 countries. At the heart of his story is the remarkable success of the Pikos Institute and the lives he has transformed along the way.

“Honesty and integrity have been my guiding values,” Dr. Pikos shares. “I’ve always believed in showing the good, the bad, and the ugly. I share complications as openly as successes. That transparency builds trust and credibility.”

Over the years, Dr. Pikos has fostered relationships that embody such qualities. He has also mentored more than a hundred promising dentists and has taught more than 6,500 students through the Pikos Institute.

One connection in particular stands out: Dr. Jennifer Doobrow, a nationally recognized periodontist and educator.

Many years ago, Dr. Pikos and Dr. Doobrow met unassumingly at a quaint BioHorizons dinner. Dr. Doobrow, a young periodontist, was placed across the table from Dr. Pikos, a recognized leader in the field with a stellar clinical reputation that she had admired from afar. They connected immediately. For Dr. Pikos, it was Dr. Doobrow’s enthusiasm and passion; for Dr. Doobrow, it was Dr. Pikos’s kindness and curiosity.

Dr. Doobrow’s father, a practicing periodontist and her biggest cheerleader, passed away suddenly during her surgical residency. So, when she met Dr. Pikos, she was still grappling with the unimaginable loss of her father — her role model and trusted mentor.

“I was thrust into managing two periodontal practices while finishing my residency. It was like being thrown into the deep end without knowing how to swim,” Dr. Doobrow recalls.

The two remained in touch, and Dr. Pikos soon became a mentor to Dr. Doobrow. Dr. Pikos’ support helped fill an irreplaceable void left by her father, offering not just practical advice on how to run a practice, but the emotional support needed to navigate the weight of the responsibility.

“When my dad passed, there were so many people who lifted me up. But Dr. Pikos — he carried me,” she shares.

Dr. Pikos’ ability to see not only Dr. Doobrow’s potential but also the struggles she faced made his mentorship so transformative.

“I saw resilience and a deep well of strength in Jennifer. She faced challenges that would break most people, yet she emerged with grace and determination. She reminded me of why I started teaching in the first place,” Dr. Pikos shares.

“The first thing he told me was, ‘Family always comes first.’ That advice shaped how I approach everything — from balancing my roles as a mom and a clinician to how I lead and teach others today,” Dr. Doobrow adds.

Today, Dr. Doobrow carries forward the values instilled in her by both her late father and Dr. Pikos. She has continued her father’s legacy by running his practice while creating her own.

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In addition to her practice and to teaching, Dr. Doobrow is also a leader. As the Immediate Past President of the Southern Academy of Periodontology, she is now President-Elect of the Alabama Dental Assocation. She also serves on the Board of Trustees for the American Academy of Periodontology and chairs BioHorizons’ “WISE” initiative (Women in Implantology Supporting and Empowering).

Her commitment to excellence in each of these roles reflects a deep connection she feels to her roots and the responsibility she carries to inspire others in her profession.

“There isn’t a week that goes by where I don’t see a patient my dad treated. It’s a reminder of the impact we can have — not just in our patients’ lives but in our communities,” she says.

One of the qualities Dr. Pikos admires most about Dr. Doobrow is her ability to connect with others.

“She has this incredible ability to lead with authenticity and compassion. That’s invaluable in our field,” Dr. Pikos adds.

For Dr. Doobrow, these qualities are rooted in gratitude.

“When my dad passed, I told everyone who offered to help that I was a sponge. I soaked up everything. I’ve been carried on the shoulders of giants. Now, I try to pay that forward by extending it to others — offering guidance, mentorship, and support,” Dr. Doobrow shares.

The Pikos Institute itself has evolved to reflect these values. What began as a modest gathering of doctors in a small practice and has grown into an internationally recognized premier provider for oral surgery and implantology focused continuing education institution. Dr. Pikos emphasizes that clinicians are trained in implant surgical technical skills and guided in how to think critically and navigate complex cases confidently. With a strong focus on mentorship, it’s become a unique hub for professional development.

“We demystify implant dentistry. It’s not just about techniques — it’s about fostering a deeper understanding and creating a culture of excellence,” Dr. Pikos shares.

Along with the growth of the Pikos Institute, Dr. Doobrow’s role has also grown. From her early days as one of its first faculty members to her current position as a key leader, she has worked tirelessly to uphold and expand Dr. Pikos’ vision. Her contributions have helped the institute remain at the forefront of dental implant education, particularly in its efforts to elevate women in the field.

“Dr. Pikos has always believed in celebrating everyone. He’s created a space where professionals from all backgrounds feel welcomed and empowered to learn and grow,” Jennifer remarks.

Both Dr. Pikos and Dr. Doobrow agree that the true measure of success lies in their impact on others.

“When you teach one clinician, you’re impacting thousands of patients. As I reflect on the legacy I hope to create, the real reward is knowing that what we’re building here will outlast us,” shares Dr. Pikos.

Dr. Doobrow echoes this sentiment, adding her own perspective shaped by her personal life and professional achievements.

“My dad’s legacy lives on through the patients he treated and through me. And now, through my own work as a clinician, educator, and leader, I am creating my own legacy. At the end of the day, it’s about more than just dentistry — it’s about relationships, resilience, and the courage to keep learning and growing.”

Learn from the Women in DSO® members shaping the future of dentistry and DSOs. Their insights, tools, and secrets to success are yours to discover in Lessons in Leadership. Gain an intimate glimpse into the diverse world of leaders who illuminate the path forward with both inspiration and practical guidance.

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