Learn quick insights and success strategies from Women in DSO members shaping the future of dentistry. Gain wisdom, inspiration and practical guidance.
Leaders
Category: Leaders
Inspiring stories of leadership and trail-blazing.
Inspiring stories of leadership and trail-blazing.
Learn quick insights and success strategies from Women in DSO members shaping the future of dentistry. Gain wisdom, inspiration and practical guidance.
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.
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.
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.
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.”
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.
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.
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.”
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.
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.
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.
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.
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?
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.”
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?
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?
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?
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?
BY DR. BRETT KESSLER,
PRESIDENT OF AMERICAN DENTAL ASSOCIATION
In October 2024, when I begin my term as the president of the American Dental Association (ADA), I’ll carry with me the goal of making sure that every dentist — no matter where they are in their career or how they serve our profession — feels supported and valued. I want to foster a sense of community where we look out for each other and where the well-being of dental professionals is prioritized. The idea of fostering a welcoming, supportive community of dentists who are their healthiest selves is informed by my own personal journey. In 1998, as a third-year dentist, I found myself at rock bottom. Struggling with addiction, I felt my life spinning wildly out of control, despite appearing that I had it all together. A desperate call to the Michigan Dental Association’s wellness program ultimately saved my life. That call marked the beginning of my recovery and a journey that would change not just my life but the lives of many others around me.
My path to this profession — and to leadership in organized dentistry — was anything but straightforward. But looking back, I can see how the dots have connected through each chapter of my life and career.
Growing up, I was always fascinated by science and the intricate workings of the human body. My parents encouraged my curiosity, often finding me engrossed in books about biology and anatomy. Originally a biomedical engineering student at the University of Iowa, I planned to attend medical school. A pivotal moment came when I found myself tearing up my MCAT application, realizing that facing a future in medicine was not my true calling. At a friend’s suggestion, I considered dentistry, attracted by its blend of scientific engineering and hands-on patient care.
Dentistry has allowed me to combine my scientific background with a creative touch, designing smiles while restoring health and function to the mouth. Every patient presents a unique opportunity to apply evidence-based care and creativity. But more importantly, dentistry has provided a way to connect with people and improve their lives, offering the profound satisfaction of alleviating pain and restoring confidence. I’ve come to realize that it’s these human connections that give meaning to our work.
I have experienced the power of having a professional community that rallied around me in a time of need. But some years later, after relocating to Colorado, I was placed on probation by the Colorado Dental Association once they learned I’d previously sought help for my addiction. I thought I had done the right thing and was well into my sobriety (earlier this year, I celebrated 26 years of sobriety). The experience of being penalized for seeking assistance ignited my desire to drive change. By joining the Colorado Dental Association Sunset Review Committee. I worked to reform the punitive measures against dentists seeking help, resulting in significant changes within the Colorado dental community and setting the stage for broader leadership roles.
One of the most profound experiences in my career was during a community service project in 2007. I had the opportunity to provide dental treatment to people experiencing homelessness in Denver. The scars of addiction were still fresh on their faces, and I could relate in a way that went beyond dentistry. This was a full circle moment for me.
In partnering with a local treatment center, I provided free oral health care to those who were in recovery. It was here that I saw the true power of dentistry — not just in restoring smiles but in restoring dignity and hope. This experience reminded me that our role as dentists goes beyond the technical. We have the privilege and responsibility to be a source of healing and renewal for those we serve.
This led me to become more involved in advocating for awareness around the dental effects of methamphetamine use. I initially hesitated to do so. I did not want to become the face of this issue. But I realized that if I could help even one person by sharing my story and raising awareness, it was worth it.
I’ve since embraced this role, not because I sought it out, but because it allows me to contribute to making things better for others. It is a humbling experience to realize that our personal struggles can be transformed into powerful tools for change when shared openly and honestly.
Over the past 20 years, I have diligently built a practice philosophy that starts with people. Building meaningful relationships with patients has become a cornerstone of my practice. This approach has enabled me to advocate more effectively for my colleagues, mentor young dentists, and lead initiatives that prioritize the well-being of dental professionals and their patients.
As I prepare to lead the American Dental Association, part of my leadership platform will include a focus on wellness that is not just for patients, but for dentists, too. The health of our profession depends on the health of the people within it. I believe that wellness is multi-dimensional — it is physical, emotional, mental, spiritual, and social.
These aspects are all interconnected, and I try to practice what I preach. My morning routine of meditation and journaling helps me start each day with a clear mind and a sense of purpose. It’s not about perfection but about showing up as the best version of myself for the people I serve. I have come to understand that being a good leader isn’t about having all the answers but about being present, listening, and making space for others to thrive.
Furthermore, my recovery journey has given me a unique perspective on the importance of wellness, both personally and professionally. As a leader, I passionately advocate for resources and support systems to help dentists maintain their health and well-being. From regular exercise and healthy eating to mental stimulation and supportive relationships, my holistic view on wellness is something I look forward to actively promoting within the ADA. I’ve seen firsthand how focusing on wellness can transform not just individual lives, but entire communities.
We are our own most valuable asset, and so taking care of ourselves is essential to providing the best care to our patients. I aim to ensure that every dentist — regardless of where or how they practice — has the support they need to succeed, aligning with the ADA’s mission to serve dentists and advance public health. Unifying our voices can significantly impact the health of our communities, and this collective effort is vital for the future of our profession. I believe that when we work together, sharing our experiences and supporting one another, we can create a stronger, more resilient profession.
As ADA president, I also seek to be a strong advocate for mentorship, especially for new dentists navigating the early stages of their careers. I’m impressed with the organization’s various programs to support professional growth. My personal experiences underscore the value of having mentors and coaches. The way I see it, if the best athletes in the world have coaches, why can’t the best dentists? Mentorship to me isn’t just about sharing knowledge. It is about creating a network of support that helps individuals grow and flourish in their careers.
In this new role, I am met with a tremendous sense of both responsibility and hope. I believe that together we can build a more unified, inclusive, and healthy dental community. Dentistry, to me, is about more than just technical skills. It’s about being part of a community and giving back. I’ve always believed that by serving others, we not only help those in need, but we also strengthen the bonds within our communities. This is a big part of what drives me to continue pushing for positive change within our profession. It’s my hope that through these efforts, we can create a profession that is not only strong in skill but also rich in compassion and service.
The dental profession is also evolving. As greater integration between primary care and dental care takes center stage, dentists have a renewed opportunity to take a major stand for both oral and overall health, and help their patients become their healthiest selves as well. To achieve this, we must rethink the dental care model, which currently separates dental and medical care despite clear evidence linking poor oral health with systemic health issues.
I see opportunity here as well. Dentistry can play a vital role in primary care by expanding screening to include DNA and bacterial testing, diabetes testing, and even vaccine administration. The growing body of scientific evidence supporting the oral-systemic connection compels us to advocate for expansion of benefits to better serve patients. This is where the power of advocacy comes in.
The ADA is at the forefront of dental benefits reform ensuring that public and private programs enable patients to access quality oral health care as part of essential health care. To further this effort, the ADA continues to collaborate with multiple stakeholders to improve access to care for vulnerable populations. We also hope to work alongside other dental organizations to drive this important work forward for our profession and the communities we serve.
I am honored to serve at the ADA as we evolve to meet the diverse needs of today’s practitioners. I will strive to ensure that the ADA’s initiatives are inclusive and supportive of all dentists. It is important to me that every voice is heard, and that the ADA remains a place where all dentists feel they belong.
My story is just one of many, but it serves as a reminder that with determination, support, and a willingness to grow, we can overcome obstacles and make a real difference. And perhaps most importantly, it reminds us that we are never truly alone in our journeys. There is always someone who understands, who cares, and who is willing to help us along the way. And, for dental professionals, especially the more than 159,000 ADA member dentists across the nation and beyond, that includes the American Dental Association.
Dr. Marion Bergman and Stanley Bergman offer a moving reflection on their journey spanning over 50 years. They emphasize the power of steadfast support and collaboration in their personal and professional endeavors.
Marion and Stanley: More than 50 years ago, we met as students at The University of the Witwatersrand (Wits) in Johannesburg, South Africa. In those five decades, we finished our undergraduate education, married, left our home country for the United Kingdom, resettled in the United States, raised two sons, welcomed two terrific daughters-in-law and their families who in turn expanded our family with five grandchildren, and along the way built two satisfying professional careers. Navigating the paths of our lives was only possible through a strong allyship and partnership that encouraged and supported our individual and shared dreams.
Marion: My life began in Johannesburg at a time when the government’s policies treated people differently, and women’s roles within society were narrowly viewed. Though I was raised in a Jewish home, I attended an all-girls Catholic school where humility was drilled into us. We were not encouraged to speak up or to speak out – only to listen. I listened when my teachers spoke but did not necessarily agree with their advice. My family always encouraged me to question what I heard, to do my best, and follow my dreams. I was fortunate to have been empowered by my parents, particularly my father. My early experiences taught me that we must create our own journey. Each person knows what is best for us individually, and we should follow what we know in our heart is right. People will try to tell us what we should or should not do, or what we can and cannot be – especially if one is a woman.
I had no perfect female role model, but I idolized my father and a male cousin who was a medical student, and I wanted to follow in his footsteps. I told my father that, if I were a boy, I would apply to medical school. Without hesitating, my father encouraged me to apply. My father believed in my sister and me and motivated us to strive for any goals without restriction. He was confident in my potential and proud of my academic achievements.
With my family’s support, I applied to medical school and was awaiting news of my admission when my father suddenly passed away. Friends and family came over to our house for the week of mourning with us, and it was during that week when I received notification of my acceptance to medical school.
News circulated through the mourning gathering about my medical school admission. A family acquaintance, whom I had never met, told me not to go to medical school because I would be taking the spot of a man who could be a “real doctor.” But with the encouragement of my extended family, I ignored this unsolicited advice, attended medical school, and graduated from the University of Witwatersrand Medical School in 1974.
Stanley: I first saw allyship demonstrated in my parents’ small department store, Eric Stores, in the South End neighborhood of Port Elizabeth, South Africa. South End traced its roots back over a century and a half with people arriving from all over the former British empire and elsewhere. My parents were refugees from Nazi Germany and were welcomed with open arms to South End. No one cared about our family’s background.
My mother and father were a model of allyship and equal partners in ensuring the success of Eric Stores. My father and mother both participated in running the store. My mother was a physically petite woman with a towering personality and key to the fabric of the store, and I learned many lessons from her. One of her most important lessons was, “It’s all about people.” My father was a visionary and community leader. By the late 1960s, South End was one of the few remaining racially integrated communities in apartheid South Africa. Then, apartheid destroyed the vibrant harmony of South End. Neighbors were forced apart, and my parents, friends, and hundreds of small business owners had to relocate to segregated neighborhoods.
My early experiences watching my parents in Eric Stores underscored a second model of allyship in our community, exemplified by the richness of diversity and the fact that one’s life is enhanced by spending time with people of different backgrounds. At a place and time where it would have been easy to follow the well-worn path of white male dominance, I was fortunate to have my parents modeling a more supportive and successful way of life.
Marion and Stanley: We met in 1970, got married in 1972, and decided that although we loved our country, we did not want to build our lives under an apartheid regime. We made the difficult decision to leave our families and everything that was familiar to us, eventually settling in New York in 1976.
Marion: In the United States, I specialized in Internal Medicine followed by a fellowship in Pulmonary Diseases. Our first son, Paul, was born at the end of my internal medicine residency. Two years later, after completing a pulmonary diseases fellowship, I joined a Pulmonary Medicine and Critical Care private practice and gave birth to our second son, Eddie.
I considered taking time off to be with our children, but I also wanted to continue pursuing my own career. Stanley encouraged me to not give up on the fantastic opportunities in front of me, and together we committed to doing what was needed to support our family and careers. Although it was not always easy to balance, we made it work because we knew that our lives would be richer by pursuing these dual paths. We learned the importance of leaning into allies and partners who encourage and support each other’s aspirations, including Linda Greenidge, who helped take care of Paul and Eddie, and later Stan’s parents and Lorena Bloom and the Henry Schein team.
Stanley: At every stage of my professional career, Marion has been there to support and encourage me. And I rely on Marion’s counsel as much as any of my professional mentors over the years.
Marion supported me when I decided to leave a successful consulting practice that was part of a national accounting firm to join Henry Schein, which was then primarily a domestic mail-order dental products distributor. When my mentor, Jay Schein, passed away suddenly in 1989, Marion encouraged me to step in and accept the massive responsibility of becoming its next Chief Executive Officer. Marion shared my vision for what Henry Schein could become and encouraged my passion to take on this role. And although she has never been an official Team Schein Member, Marion’s enthusiasm, commitment, and strong support for my goals and Team Schein’s mission have been instrumental in making Henry Schein the global leader that it is today.
Similarly, when Paul and Eddie were born, I knew Marion’s professional dreams and talents as well as she knew mine. I would never have asked her to sacrifice her career goals and dreams, as I believe that in a healthy relationship, each partner helps to facilitate the other’s vision. Following the partnership path that my parents demonstrated, we found a way to make it all work, together.
Marion: As Stanley and I built our careers, we tried to model allyship to our sons. We instilled core values that we had been taught by our parents and mentors, including hard work, mutual respect, and enduring support as we all pursue our dreams and strive for excellence. Our sons have each followed unique educational and professional paths, but both absorbed those early lessons on allyship and are applying those lessons in their lives today. The shared strength that we see between Paul, Eddie, and their spouses, who have had great success in their professional careers, brings us great joy. Even more gratifying is knowing that the allyship model that our sons and daughters-in-law are setting for our grandchildren will carry on for generations to come.
Stanley: I also have seen strong allyship at Henry Schein and have tried to champion this model. Our company was founded in 1932 by Henry and Esther Schein as a pharmacy in Queens. Although the company is only named for Henry, he strongly supported Esther’s leadership position, and the company would never have been the success it is without her. Esther served as “bookkeeper” for the company in an era before computers and worked hard for nearly five decades. Although this may be hyperbole, with only her Waterman pen and on-the-job acquired knowledge of the business, Esther did the work of what would eventually become a team of 20 accountants – including Jim Breslawski, a 44-year Team Schein veteran and now President of Henry Schein, Inc. – and $5 million in computer hardware.
The founders passed the reins of leadership to their sons, Marvin and Jay. We formalized these tenets in the early 1990s as our Team Schein Values.
TEAM SHEIN VALUES
EACH PERSON IS AS
IMPORTANT AS THE NEXT
PEOPLE ARE
OUR GREATEST ASSET
ADVANCE DIVERSITY
AND INCLUSION
RECOGNIZE AND
ENCOURAGE CREATIVITY
COMMUNICATE
OPENLY
ACT ETHICALLY
BEHAVE AS A RESPONSIBLE
CORPORATE CITIZIN
BEHAVE AS A RESPONSIBLE
CORPORATE CITIZIN
These values underscore the strong allyship model within Team Schein and the partnership we feel with our core constituencies – our customers, supplier partners, investors, and society.
At Henry Schein, we have gone even further to establish a strong foundation for support, mentorship, and allyship. In 2017, we launched several Employee Resource Groups, the first of which was our Women’s Leadership Network (WLN). WLN encourages the professional development of women throughout Henry Schein, giving Team Schein Members the opportunity to network, share perspectives, provide mentorship, and develop a new generation of female leaders at our company. WLN membership is not limited to women; in fact, Chris Pendergast, our Chief Technology Officer, serves as an adviser to WLN and has been a member of the Girl Scouts. Chris, the father of one daughter and one son, is eager to be an ally and help women at Henry Schein enhance their professional skills.
Team Schein Members can easily find professional role models who are women on our Board of Directors, our Executive Management Committee, and throughout our senior leadership around the world. We also have a strong mentorship program at Henry Schein, and it is my privilege to have mentored two rising Team Schein stars – Yvonne Smith (Vice President of Global Manufacturing) and Nicole Richards (Vice President of our Global Project Management Office). And we are strong supporters of professional organizations that advance leadership opportunities for women in the dental and medical fields. The road the latest generation of female health care professionals is traveling has been paved by pioneers like Marion and so many others who followed their dreams despite the challenges. Marion has also participated in many WLN meetings.
Marion: As an action-oriented and pragmatic person, leadership to me means understanding what the needs are in various situations, how I might best contribute, and being ready to play a variety of roles to get the job done. Throughout my career, I have played various roles that enabled me to contribute where I saw a need. A modern career path in health care or any other field often resembles a winding road rather than a straight highway. Playing multiple roles makes us better-rounded individuals, builds confidence, and makes life more interesting. We can have many careers within our lifetime if we remain flexible.
With this context, after practicing medicine for 25 years, I wanted to shift career focus from treating individual patients to improving public health in underserved communities on a global scale. After earning my master’s degree in public administration in 2006, I moved into the non-profit field in 2013 on a full-time voluntary basis. I now sit on several boards, including the Bloomberg School of Public Health at Johns Hopkins University and Physicians for Human Rights, and I direct Global Healthcare projects for MCW Global, an NGO co-founded by our son Eddie in 1999. MCW’s work includes leadership training and helping to improve the state of oral health by building the capacity of oral health providers in underserved areas. We primarily do our oral health care work in Tanzania, a country of 55 million people with only one dentist for every 125,000 people. By comparison, in the United States, there are 60 dentists for every 100,000 people. It is especially fulfilling to be involved in this important work with my family and colleagues. And on a personal level, it is wonderful to see that the allyship Eddie provides at home is mirrored throughout MCW. Over the span of my career, it has been heartening to see more and more women taking leadership roles in all aspects of health care, including medicine, dentistry, academia, government, and industry. Women in health care share bonds as women and as members of the healthcare field. We are using our expertise and talents to make important contributions. Whatever path we choose, we should connect, partner, and work together to achieve more than any of us could achieve alone. And we should find strong allies and partners – as I found in Stanley – to support each other’s dreams because that is essential on the path to success.
Dr. Marion Bergman was born and educated in South Africa and practiced Pulmonary Medicine and Critical Care in Patchogue, New York for 33 years. During this time, she directed Brookhaven Memorial Hospital’s Respiratory Care Services and served a term as Medical Staff President. In addition, Marion regularly mentored medical and international students and, along with her family, provided scholarship support for South African Health professionals from underprivileged backgrounds. As an advocate for rural health and development in the developing world, Marion now directs Global Healthcare projects for MCW Global. In this capacity, Marion has played a leadership role in improving the state of oral health and building the capacity of health professionals in Tanzania.
Since 1989, Stanley M. Bergman has been Chairman of the Board and CEO of Henry Schein, Inc., a Fortune 500® company and the world’s largest provider of health care products and services
to office-based dental and medical practitioners, with more than 25,000 Team Schein Members worldwide and operations or affiliates in 33 countries and territories. Henry Schein is a member of the S&P 500® index. In 2023, the Company’s sales reached $12.3 billion. Henry Schein has earned a top score on the Human Rights Campaign Foundation’s Corporate Equality Index since 2015. Stanley
is the recipient of Honorary Doctorates from The University of the Witwatersrand, The Hebrew University of Jerusalem, Western University of Health Sciences, Hofstra University, A.T. Still University’s Arizona School of Dentistry and Oral Health, Case Western Reserve University, and Farmingdale State College (SUNY); Honorary Fellowships from King’s College London – Dental Institute and the International College of Dentists; and an Honorary Member of ADA. Stanley is a graduate of The University of the Witwatersrand in South Africa, and is a South African Chartered Accountant and a NYS Certified Public Accountant (CPA). Marion, Stanley, and their family are active supporters of organizations fostering the arts, higher education, cultural diversity and grassroots health care and sustainable entrepreneurial economic development initiatives in the United States, Africa and other developing regions of the world.
Dr. Jumoke Adedoyin, Chief Clinical Officer of Affordable Care, inspires those who dare to defy expectations and carve their own paths with courage and conviction. Raised in Nigeria by a family that valued a strong work ethic and academic excellence, Dr. Jumoke Adedoyin’s journey has been anything but conventional. While her brother was encouraged to become a doctor, her father initially encouraged her to pursue a career in accounting, believing that it could serve multiple desires, namely to be a mother and find career success. But Jumoke was drawn to the sciences, with biology first capturing her attention. So, her divergence from familiar expectations began, marking the start of a unique path characterized by a focused pursuit of her passions.
Jumoke also had an interest in the arts and pursued her creativity, which complemented her fervor for the sciences. In dentistry, she found the perfect intersection of both worlds. The dental profession combined scientific expertise with artistic flair, allowing her to express multifaceted talents while making a tangible impact on people’s lives.
As soon as Jumoke got into dentistry, she knew it was for her. But it almost did not happen. Financial obstacles nearly forced her to drop out during her first year of dental school. After securing an internship at the CDC, her dedication and academic excellence caught the attention of the director, who advocated for her and helped her obtain a full scholarship to Howard University.
“Several pivotal moments have shaped my journey that have often arisen when I least expected them and when they weren’t part of my plan. They reinforce my belief that maintaining curiosity and resilience can create opportunities beyond our wildest dreams.”
A full ride to Howard was Jumoke’s first pivotal moment. After graduating as Valedictorian of her class, she was recruited by Affordable Dentures & Implants to work as an associate at one of their practices in Covington, Georgia. A few years later, she went on to open her own practice, but this work was not as purposeful as she had hoped.
Serendipitously, Affordable tracked her down again. This time, they wanted her to be a partner and a practice owner of the new location
in Cartersville, Georgia. She weighed the pros and cons. It would be a calculated risk as Jumoke was still relatively early in her career with a young family at home.
“I always say that if I’m going to do something, I’m going to do it well. Joining Affordable was a pivotal moment and the biggest risk of my career. I closed a very successful private practice, but I was unhappy because it wasn’t fulfilling work,” says Jumoke.
A desire for greater fulfillment drove this leap of faith. Always in pursuit of the next right thing, Jumoke has become fearless in her dedication to pursue excellence with purpose.
Jumoke built her practice with creativity and intentionality. She took the time to get to know her patients first as people and then as patients needing her dental expertise. “Most of my patients deeply fear the dentist and have put off their appointment many times. To be able to create an environment where they feel safe as soon as they walk in the door has been instrumental in my practice’s growth. I chose to break down this barrier by finding a genuine connection first,” Jumoke shares.
Jumoke loved her new role as Practice Owner. The care she provided to patients was fulfilling, and the leadership she offered to her team was equally as fulfilling. But something was not settled inside of her. From the outside, Jumoke had it all: a successful practice, a cherished vocation, and a loving family. But she often felt overwhelmed and stretched thin, grappling with feelings of imposter syndrome and questioning herself.
The Fight for Work-Life Harmony
While in private practice, she recalls how she would tell everyone how fabulous her life was, only to find herself at home feeling like a fraud and overwhelmed. The lack of guidance and information available to Jumoke at the time made it difficult to name what she was experiencing, let alone to know there was another way to manage it all.
Determined to have a fulfilling career and a happy family life, Jumoke embraced her stubbornness and sought solutions. She recognized the need for a different approach, a realization that led her to seek professional support through coaching, extensive reading, journaling, and finding mentors along the way. In this process of self-reflection, Jumoke realized that the idea of work-life balance is misleading and more of a myth than a reality.
Jumoke has also learned to set boundaries, a particularly challenging concept given her Nigerian upbringing, where saying no was often considered rude. Balancing the cultural expectations of her Nigerian heritage with the demands of her American lifestyle added another layer of complexity to her inner work. This has been important as she navigates commitments to giving back. With a similar thoughtfulness, Jumoke prioritizes alignment with her overarching goals and values. It helps her to ensure her contributions are meaningful and purposeful. Jumoke is intentional in how she offers her time, resources, and advocacy. It sometimes means saying no to opportunities that do not align, but her self-care practices help her to embrace these choices.
“The world has an addiction to stress – we have been brainwashed to believe that stress equals success. But we need to unlearn that notion. You simply cannot pour out of an empty cup.”
To this day, Jumoke practices creative self-care routines that she has honed over the years. This includes journaling, goal setting, self-reflection, and maintaining healthy boundaries to ensure she stays grounded and focused. She also finds ways to express herself creatively outside of correcting and perfecting smiles for her patients to exercise different parts of her brain, which Jumoke believes ultimately helps her become a better dentist. She loves decorating her home, and her husband often jokes that she would undoubtedly be an interior designer if she were not a dentist. Jumoke also loves fashion and delights in curating ensembles that reflect her mood
and personality. It’s a means of self-expression. Finding harmony through creative self-care rituals challenges the status quo as Jumoke gracefully navigates her career.
“Once you start on the journey of self-discovery, you can’t un-know what you know. I’m always reflecting. It is probably one of the ingredients of my life’s success – non-judgmental reflection,” she shares.
During this time when everyone thought she was leading the perfect life, Dr. Jumoke’s self-reflection led to another lightbulb moment. Following her sense that something was still missing, she realized how satisfying it was to empower others to reach for more. This marked the beginning of her influence beyond the confines of her practice’s four walls. Jumoke began mentoring fellow females in the industry. She did not know it then, but this was the start of her now being a sought-after speaker in the implant dentistry space.
Blazing Trails
Jumoke comes full circle with her recent appointment as Chief Clinical Officer of Affordable Care, marking a historic milestone as the first black female member of the C-Suite leadership team. With an unwavering commitment to excellence and dedication to making a meaningful impact in dentistry, Jumoke has not only transformed her career but has also shattered glass ceilings and paved the way for greater diversity and representation in leadership roles. Jumoke brings a wealth of experience and expertise along with a new, unique perspective to the table. Like her patient approach, Jumoke continues breaking down barriers in this new role. In doing so, she empowers engagement and connections between the DSO support center and Affordable Dentures & Implants doctors.
“I can speak a language they can both understand. And they both trust me,” Jumoke reflects.
Jumoke acknowledges this new role’s profound significance in inspiring others who can see themselves in her. At the same time, she grapples with the stark reality that she is by herself in a predominantly white and male landscape.
“I refuse to stand alone. The burden of singularity is too heavy to bear. There is ample space for all of us to thrive.”
This resolute stance is core to Jumoke. She is unwavering in her dedication to excellence and firm in her beliefs. This determination drives Jumoke to push boundaries and consistently challenge the status quo.
“I want my legacy to be that it was possible. I want to encourage or challenge every person, regardless of race, gender, or occupation, and help every person who sees themselves as disadvantaged. I want others to know that you can break through any label or time period in your life. But you need to show up. Dreaming is the first step. Dreaming allows your mind to imagine what is possible beyond the confines of your world. Once you dream, then you do,” says Jumoke.
Her career is a testament to showing up and putting in the hard work.
“Unfortunately, a lot of people stay dreaming. But then nothing happens. Instead, you must dream, and then you go after it. It’s the effort that changes your story. And if I think about legacy, that’s it. I want people to know it’s achievable if you do the work.”
Learn from Women in DSO® members shaping the future of dentistry and DSOs. Their insights, tools, and secrets to success are yours to discover. Gain an intimate glimpse into the diverse world of leaders who illuminate the path forward with both inspiration and practical guidance.
