Leaders

The Next Big Thing

03/06/2025

15 min. to read

Insights from CEOs on How to Stay Ahead

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

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

Read on to learn from these leading CEOs.

Meet Bob Fontana

The Aspen Group

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

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

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

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

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

The Founder’s Mentality

Recommended by Bob Fontana

Meet Sarah Chavarria

Delta Dental Insurance Company

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

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

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

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

Meet Dr. Sulman Ahmed

DECA Dental Group

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

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

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

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

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

Make Them Smile

Recommended by Dr. Sulman Ahmed

Meet Christine King

Henry Schein One

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

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

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

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

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

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

Elon Musk

Recommended by Chris King

Meet Pete Bridgman

Affordable Care

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

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

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

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

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

The Speed of Trust

Recommended by Pete Bridgman

Meet Dr. Saam Zarrabi

Rodeo Dental

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

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

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

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

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

The Lean Startup

Recommended by Dr. Saam Zarrabi

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INSPIRING stories

Leaders

Transforming Lives

10/17/2024

9 min. to read

My Journey to Leading the ADA

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.

Struggling with addiction, I felt my life spinning wildly out of control, despite appearing that I had it all together.

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.

Looking back, I realize how crucial it is to create a culture where asking for help is seen as a strength, not a weakness.

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.

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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.

If the best athletes in the world have coaches, why can’t the best dentists?

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.

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INSPIRING stories

Leaders

Five Decades of Allyship and Partnership

03/06/2025

13 min. to read

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.

“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.”

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.

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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

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

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.

Stanley M. Bergman

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.

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Leaders

When Passion Meets Purpose

10/17/2024

9 min. to read

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.

“I remember thinking: what if it doesn’t work out? And then I flipped the script and thought, but what if it does?”

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.

“True balance is unattainable. So, I started focusing on creating harmony between my personal and professional lives. This shift in mindset changed everything for me. I’ve learned that balance is not about equal distribution of time but about creating a rhythm that allows all parts of my life to coexist and thrive.”

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.

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“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.

“Maintaining curiosity and resilience can create opportunities beyond our wildest dreams.”

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.”

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Leaders

Lessons in Leadership

03/06/2025

1 min. to read

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.

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Leaders

At the Helm

03/06/2025

10 min. to read

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Get to Know Rahma Samow

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

Get to Know Frank Massino

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

Get to Know Pat Bauer

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

Get to Know Stephenie Goddard

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

Get to Know Geoff Ligibel

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

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Leaders

Breaking Barriers

03/06/2025

9 min. to read

Rahma Samow’s Trailblazing Journey to CEO.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Nurturing Growth

10/17/2024

7 min. to read

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Leaders

Lessons in Leadership

03/06/2024

1 min. to read

Women leaders aren’t just making strides; they’re setting the pace and redefining the landscape. Lessons in Leadership is a window into the multi-faceted world of women leaders in the DSO industry.

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Leaders

Breaking Through the Silicon Ceiling

10/17/2024

9 min. to read

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

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

Lesson 1

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

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

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

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

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

Early days, outside her trailer park home.

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

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

Lesson 2

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

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

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

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

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

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

Christine competing in a cow cutting event.

Lesson 3

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

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

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

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

Christine representing Henry Schein at the 2023 Investor Meeting.

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

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

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