Leadership

Built to Elevate

07/15/2026

8 min. to read

Patterson Dental isn’t treating leadership equity as an HR initiative. It is building systems that create access, accelerate growth, and amplify the next generation of leaders.

Look around the executive table—how many women do you see? For many companies, even modest gains are cause for celebration. At Patterson Dental, those gains are already a reality—and something they are continuously improving upon. Women represent 63% of Patterson’s supervisors, 54% of directors, and 40% of vice presidents—numbers that significantly outpace national benchmarks, according to McKinsey’s Women in the Workplace 2025. Yet Patterson Dental President Patrik Eriksson isn’t declaring victory. Only 37% of Patterson’s managers are women, and that gap matters.

We sat down with Eriksson and Christine Moore, Chief People and Communications Officer, to explore how Patterson is building a leadership pipeline that elevates women, closes the gaps, and empowers decision‑making where it matters most: on the front lines.

Access

Leadership opportunities rarely begin at promotion; they begin much earlier, in the moments where talent is recognized, opportunities are presented, and potential is noticed. Patterson leaders believe access is where leadership pipelines are truly built. The earliest decisions, from candidate selection to developmental opportunities, often determine who advances and who gets left standing outside the room.

“We’ve built a culture around empowerment and accessibility,” says Eriksson. “Every employee is empowered to lead and make decisions close to our customers”.

Eriksson explains they’ve designed the business around people, not hierarchy. As employees make customer-focused decisions, it’s on-the-job training, helping them develop leadership skills they can use in their current role or in a management role down the line.

The other part of Eriksson’s vision is accessibility. Eriksson explains part of his strategy by quoting advice from an HR leader he met early in his career: “When you hire, have a slate of candidates that reflect the environment in which you are hiring and operating in.”. In other words: Curate a diverse selection of candidates.

Eriksson has embedded this balancing act into policy: Talent recruiters and leaders in Patterson have their direct supervisors review their candidates before choosing someone for an opportunity. This second set of eyes helps avoid bias. Moore points out that the first issue women face is access, and practices like these give women access out of the gate.

While many organizations would rely on HR for these initiatives, Eriksson emphasizes that this isn’t the case at Patterson, “The most important thing is that initiatives are sustained, measured, and visibly championed by me—not delegated entirely to HR. Women in organizations consistently report that CEO commitment is the single strongest signal that change is real.”.

The people-first approach isn’t just Eriksson’s philosophy—it’s how Patterson is preparing for the future of dentistry. As technology takes on more routine and transactional work, the value of human expertise only grows. Success will belong to organizations that pair the right technology with people who can solve problems, earn trust, and build lasting relationships.

“The most important thing is that initiatives are sustained, measured, and visibly championed by me—not delegated entirely to HR. Women in organizations consistently report that CEO commitment is the single strongest signal that change is real.”

PATRIK ERIKSSON,
Patterson Dental President

Acceleration

Identifying talent is only the beginning. Growth accelerates when organizations intentionally create pathways that move people forward. Patterson believes support alone isn’t enough; advocacy matters too.

Still, Moore adds, “Women still don’t have the same access to opportunities. The research shows that men receive more mentorship and sponsorship than women.”.

Patterson’s leaders take this issue by the horns, directly advertising internal mentorship opportunities to women. Moore explains, “We deliberately over-index on female participants” to fill the gap. “This year, for example, 60% of the participants in the program are women.”.

But Patterson doesn’t stop at mentorships. “Sponsorship is mentorships plus,” says Moore. She gives an example of how sponsors might say, “We’ve got access to these three opportunities. I’m going to help you get your résumé in there.”.

Eriksson adds, “Mentorships are good, but they’re more supportive and skill-building. Formal sponsorships will drive better results. Mentorship supports. Sponsorship advances.”.

Advocating for talent is essential, especially for women, who are underrepresented in leadership throughout the industry. Eriksson advises leaders, “Have your eyes on high-performing talent early on, and advocate for them when you have promotion rounds.”.

But Patterson doesn’t address underrepresentation from just one angle: They’re looking to address the roots, not just the symptoms. And another root is a lack of visibility.

Pull Up a Chair

Opportunity gaps do not always come from systems alone. Sometimes hesitation becomes its own barrier. Patterson leaders say one of the biggest challenges women continue to face is not capability, but confidence: waiting until every box is checked, every qualification is met, and every doubt disappears before stepping forward.

“The expectations women have of themselves can get in the way,” Moore says, explaining how this feeling of inadequacy can prevent them from applying for roles they might otherwise succeed in or expressing interest in an opportunity they wanted part of. Moore advises, “Don’t wait until you feel 100% ready.”

Moore gives an example. “There’s an oft-quoted McKinsey study where a man would look at a job description with 10 job requirements and say, ‘I’ve got two out of the 10, I’m going to apply.’ A woman would look at the 10 and say, ‘I’ve only got 6, so I probably shouldn’t apply.'”

Flip the paradigm, Eriksson says, and go into the interview with confidence. “There’s going to be other people in the interview that also don’t check all the boxes. If you check some and someone else checks a different set of boxes, you might be the better candidate anyway.” For the areas where you don’t have experience, Eriksson says to show “that you’ll be able to quickly learn and grow to do those things.”

Women may not just stop themselves from applying for jobs but from other opportunities. Moore observes women feel like they need permission to enter rooms they already have access to.

“I get asked the question, ‘Christine, how do I find a seat at the table?’ And I say, ‘I don’t want you to ever ask that question again. If you’re asking for a seat, you’ve already given it away. I want you to pull up a chair and sit down. You don’t leave until someone tells you to.'”

“Oftentimes we do know where those tables are, but something gets in the way,” Moore says, “Think about the resistance, the hesitation. I say, push through it.” One way: Find other people interested in these conversations. Sit down at the table—as a group.

Eriksson recommends that women seeking visibility volunteer for tough and strategic projects. “Raise your hand and move in; try to be a part of those things. Even if you don’t know that you can do all of it, get involved in it.”

Another way to pull up a chair and be considered for leadership roles is to demonstrate your soft skills—going back to relationships. “Leadership has expanded to be about connection and collaboration, about listening to understand what’s actually happening to folks who are closest to customers and patients—characteristics that have been more traditionally female,” Moore says.

Once you get that leadership role, you have to ensure you’re prepared for the continued challenges. Eriksson says a big challenge women face is the workload outside of their careers. “There are a lot of family-related responsibilities that most people don’t think about. I came across some data: 70% of the top 1% male earners in the US have a spouse that stays at home. For female top earners, only 22% have a spouse that stays at home.”

Part-time or stay-at-home spouses usually handle a significant part of that workload outside of the working spouse’s career—and women are less likely to have that support. Whether it’s cleaning, replacing broken appliances, or preparing meals, these responsibilities outside of work can be overwhelming without a plan in place.

One way to deal with this stress is through self-care, which is why Patterson had a recent panel on that subject. At that panel, Senior Director of Customer Success Cassie Hoffmann said something that stuck with Eriksson: “Dead batteries cannot charge other batteries.” Eriksson adds, “If you don’t take care of yourself first, you can’t be a great leader for others.” By planning for the workload outside of your career, your battery as a leader can stay recharged.

The future of dentistry will not belong simply to organizations that adopt better technology. It will belong to organizations that develop people capable of building trust, creating relationships, and elevating others along the way. Patterson is building those leaders now.

Sources:
Krivkovich, Alexis, Drew Goldstein, and Megan McConnell. “Women in the Workplace 2025.” McKinsey & Company, December 9, 2025. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/women-in-the-workplace.

Yavorsky, J. E., Keister, L. A., Qian, Y., & Nau, M. (2019). Women in the one percent: Gender dynamics in top income positions. American Sociological Review, 84(1), 54–81.

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Leadership

Clean Water, Clear Purpose

02/27/2026

11 min. to read

Integrity isn’t an innovation. It’s a series of conscious choices that defines Agenics and the future of safe dentistry.

Every patient that leans back in a dental chair trusts that the water is clean and safe. Usually, it is. When it’s not, the complications can be life changing.

In 2016, for example, more than 70 patients of an Orange County, California, children’s dental practice experienced infections that were later traced back to unclean water at the practice. As a result, some children lost parts of their jaws, adult teeth, and even some hearing.

Dental water infections are far more common than they should be. That they happen at all speaks not to our ability to keep water clean but instead to a lack of organizational rigor and the prioritization of profits over people.

Having learned at the feet of a clean water pioneer and evangelist for a people-first business approach, I know that every instance of dental water infection can be traced to misplaced priorities, lax protocols, and flawed understanding. Thankfully, the technology available now gives dentists the tools to virtually eliminate dental water infections.

“Clean water isn’t just about safety—it’s a reflection of values.”

A Legacy Rooted in Service

While most people in the developed world don’t think twice about water quality unless they’re unfortunate enough to get sick, I can scarcely remember a time when it wasn’t part of my life.

My father, Brad Downs, was a chemical engineer who, in the 1990s, signed on to an Army Corps of Engineers project in Colorado, where our family would soon live. The ambitious project goal was to purify 3 million gallons of contaminated groundwater from the Rocky Flats nuclear site north of Denver. Of all the bids submitted, only Dad’s proposed purifying the water instead of hauling it to a nuclear waste site. That water was eventually purified so well it was safely returned to local rivers and streams.

The success of the Army Corps project convinced my father he could adapt the technology and scale it down to meet the needs of missionaries in Papua New Guinea who were regularly getting sick from biocontaminated water.

Buoyed by his faith, experience, and enthusiasm, he set off with a backpack full of equipment for the South Pacific island nation. Before long, he fashioned both a purification system and a solar-powered microbiological test lab to confirm water safety.

Clean water isn’t just about safety—it’s a reflection of values.

Portable Water Treatment System

Treated Sample

Ukarumpa River Untreated

Discovering a New Mission

Dad returned home still buzzing from his recent successes and looking for a new way to make a difference. He found it in early 2000 when ABC News’ 20/20 ran a story called “Dentistry’s Dirty Little Secret,” which highlighted a dental practice biocontamination water problem that was surprisingly common.

Only months later, dental water purity expert Dr. Shannon Mills published an article in the Journal of the American Dental Association (JADA) entitled, “The Dental Unit Waterline Controversy: Defusing the Myths, Defining the Solutions.” Dr. Mills described the ideal water treatment agent in terms of efficacy, safety, and cost, and concluded that no such agent had been discovered.

For my parents, the JADA article presented a worthy challenge and a purpose they could not ignore.

I still remember sitting with my father in the crawl space of our home as he worked to develop the ideal water treatment solution Dr. Mills had outlined. Recognizing the need to pair technology with user-friendly design, my mother, Theresa, did all she could to understand the needs of dental practitioners. She even trained as a dental assistant and worked in a clinic to see how treatment products could fit seamlessly into existing workflows.

At a young age, I could not then accurately describe the feeling that permeated our home, but now I know that it was purpose. Always present and attentive to their children, my parents were also driven to make a societal contribution and improve the world they lived in; they were moved by higher principles and values.

“The goal should be zero dental water infections.”

Driven by Science and Service

After months of research and experimentation, my father identified silver as the ideal water treatment agent and created a novel process to produce it in a usable form factor. Not long after, my parents’ company Sterisil was born and throughout the first decade of this millennium, they developed a leading line of patented dental waterline treatment technologies.

Sterisil still creates the only products recognized by the Environmental Protection Agency (EPA) that treat and maintain water purity at a level of 10 colony-forming units (CFUs) per milliliter of water, which is 50 times cleaner than the 500 CFU/mL standard established for drinking water by the Centers for Disease Control (CDC) and embraced by the ADA.

In 2011, my parents started Agenics Labs as an independent dental waterline testing company. I worked various jobs in the family business growing up but formally started my dental career alongside my parents after obtaining a bachelor’s of science in engineering. My husband-to-be Greg Niederschulte and I joined the company together and spent the next several years learning all there is to know about dental water purity. In 2022, Sterisil was sold to private equity without Agenics, and my parents entered semiretirement to run their new foundation, Our King’s Way.

In 2023, Greg and I acquired Agenics and are now putting all our efforts into maintaining the legacy my parents created.

Profit as an Outcome, Not a Goal

Thinking back to those 73 kids in Orange County, as troubling as the infections were, there is another aspect of that case that I think might be more disturbing.

After the outbreak led local public health authorities to the dental practices, a more thorough investigation discovered that the practice had performed more than 1,000 pulpotomies (root canals on children) between January and September of 2016.

Subsequent lawsuits filed on behalf of the children’s families alleged “predatory dentistry” and “production quotas” that ultimately sacrificed the children’s health on the altar of greater profits.

Were all those 1,000 plus pulpotomies necessary? It’s difficult to say definitively, but clearly the families of those impacted didn’t think so. I’ve imagined the trauma of a root canal performed on a toddler, and it makes this entire episode that much more troubling and shines a bright light on the priority of water quality.

Did the practice owners rely on municipal water quality and think testing was unnecessary? Perhaps, and they wouldn’t be alone. Many practices adhere to the “good enough” principle when it comes to water quality and nothing bad ever happens, until something does.

The Orange County outbreak also illustrates for me exactly what my parents were guarding against when they explained—with emphasis and passion—the unassailable hierarchy of business priorities: people, product, and then profit. The first two are the constant focus, and the third is the reward.

If dental practices cut corners, even with the best of intentions, at the expense of patient safety, they’re potentially putting both patients and practice at risk.

Good Intentions Aren’t Enough

Even if most or all dental water infections are the product of error, not avarice, that probably doesn’t matter to the infected patient. The goal should be zero dental water infections.

Our philosophy is that the best intentions are close to worthless without proper training, rigidly adhered-to protocols, and robust technology.

Consider Atul Gawande’s The Checklist Manifesto for a relevant comparison. Gawande’s book illustrates how even the most dedicated, well-trained, and compassionate surgeons and surgical teams make mistakes without robust protocols in the form of simple posted checklists that include no-brainers like “wash hands.”

Perhaps it would be different if states conducted periodic water-quality tests that practices had to prepare for. Currently, however, only Georgia and Washington state mandate regular testing.

And those infections do keep happening. According to the CDC in 2022, multiple outbreaks of nontuberculous mycobacteria infections have occurred in children who received treatment at practices with water contaminated with high levels of bacteria.

“Dental providers should be familiar with these recommendations on how to properly maintain and monitor their dental equipment to ensure that dental treatment water is safe for patient care,” the CDC says.

“People, product, and then profit. The first two are the focus. The third is the reward.”

Protecting Your Patients and Your Practice

The cost of defending a negligence lawsuit and paying damages would be too high for most practices to survive.

But before an infection scenario ever gets to this extreme, most providers are simply concerned with properly and professionally caring for patients, which is a priority we share.

Agenics is dedicated to ensuring that patients don’t suffer devastating infections from routine procedures. While only Washington and Georgia have mandated water testing with a specified frequency, 43 states have codified the CDC guidelines for water quality into law, and all states recognize maintaining and monitoring dental water as the standard of care.

Agenics’ services begin with water testing but extend through comprehensive support, including protocol development, failure remediation, and extensive training. Bacteria testing is most commonly performed via the gold standard EPA Method 9215c using Reasoner’s 2A (R2A) agar—a venerable approach particularly effective at growing the bacteria common in dental waterlines. We’ve branded this our StandardCheck service, and it is a reliable baseline for whether a practice meets the basic EPA standard for drinking water.

When evaluating water samples with StandardCheck, Agenics uses a digital reader, which rapidly counts the number of bacterial colonies on a given sample. By removing the potential for human error, Agenics establishes confidence in both the reports we provide and the solutions we recommend.

Continuing the legacy of innovation, Agenics also offers RapidCheck: the most advanced bacteria detection method available. Agenics developed this specialized process in-house using thousands of real-world dental samples to create the most extensive and reliable test results available. With results in just 24 hours thanks to flow cytometry, this test meets the intense demands of high-throughput practices.

If a test reveals a bacteria level above the EPA minimum, Agenics looks deeper into potential sources, which may not be obvious. Water sources may be an issue, as might a dental chair’s frequency of use. (If narrow waterlines are not flushed and treated frequently, biofilm forms and quickly multiplies.) The water quality reports we provide are comprehensive and include data on alkalinity, total dissolved solids, and potential inhibitors of treatment agents.

From a generation of water treatment expertise, we’ve also learned to recognize unique water quality patterns such as the changes from spring to fall in municipal water or the differences in types of bottled water. As the only independent lab in the industry—Agenics does not sell any treatment or shock products—we can honestly review the effectiveness of any given product for a specific dental practice.

These are all things that most dentists don’t have the time or training to understand, but they can have an impact on clinical quality and patient safety. Instead of putting their livelihoods at risk, dentists can make water quality the responsibility of professionals who concentrate on nothing else.

Brad Downs, Brianna (Downs) Niederschulte, and Theresa Downs inside Agenics’ microbiology lab.

Built on Principle, Leading with Purpose

I share my family’s story because it’s a reminder that an inherited legacy must still be protected every day or it will die. My parents built their professional lives on faith, integrity, and a simple truth: When people come first, success naturally follows.

That conviction drives Agenics today as much as it did when my parents were running the company. They taught me that embracing belief and service—purpose and meaning—is a better way to live. My parents never let us forget that seeing money as a primary objective would eventually cheapen our lives.

Growing up, my mother told us her goal was to raise children who cared about other people more than financial or business success. Our goal is for Agenics to succeed because we put first things first and trust the reward to come from consistent, values-driven business principles. Every sample Agenics tests, every partnership we embrace, is an act of legacy stewardship that honors where we came from and defines where we are going. Greg and I could think of no better way to honor my parents than to carry on as they taught us.

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Leadership

Ushering In Dentistry’s Overdue Future

02/27/2026

10 min. to read

DR. RANIA SALEH IS ON A PERSONAL AND PROFESSIONAL MISSION TO UNITE THE CLINICAL AND BUSINESS SIDES OF DENTAL PRACTICES IN ONE SOFTWARE PLATFORM

In the early 2000s, newly minted dentist Dr. Rania Saleh faced a dilemma: she knew how to be a great dentist, but she found herself in an environment where it was almost impossible.

“I was working in an extremely busy practice as an associate, and I couldn’t continue the way that practice demanded, knowing that there was a better way to do it,” she says. “I wanted patients to understand their conditions, how their general health was affecting their oral health, and their diagnosis before we committed to a treatment.”

So, Saleh struck out on her own, ready to do things her way, opening a practice near Washington, DC. But even after opening her own cosmetic dental office and implementing an in-depth, diagnosis-focused approach to examining and treating patients, she found that the available dental software on the market was more hindrance than help, particularly in terms of getting her entire team on the same page when doing examinations.

Saleh knew technology could empower dentists to better serve their patients with enhanced clinical care and education. She also knew she had a Kois Center-inspired examination protocol that worked, and that modernized technology could only make it better.

Guided by an undaunted attitude informed by a childhood shuttled between war-afflicted Lebanon and Canada, a strong belief in her own abilities, and an extensive knowledge of the dental industry, Saleh decided she could create what the industry lacked. In 2016, she founded Oryx Dental and began developing the platform, starting with her clinical approach to patient exams.

The vision behind Oryx is clear and direct: give dentistry the technological support and innovation it has lacked for so long—and watch the industry reach its full potential.

Dental Health Is Healthcare

Saleh developed the detailed examination protocol she would later apply to her practice and to Oryx after she was introduced to the Kois Center and completed the program in Seattle. The Center’s comprehensive, evidence-based methodology upended her view of traditional, procedure-based dentistry. It also posed a fundamental question in terms of treating patients.

“Would dental patients have the patience for an exam that might stretch to hours if they knew it would significantly improve their outcomes?” she recalls asking herself.

Indeed, she discovered, they would.

As Saleh’s private practice in DC rapidly grew and her patients embraced extensive, detailed exams and information, Saleh started getting feedback on her somewhat unusual methods.

“I would get calls from the GI department at Georgetown,” Saleh says. “They’d say, ‘Thank you so much for referring these patients. We were able to discover early cancers. We didn’t know that dentists could find these things.’”

The Kois Center-derived approach was working. As her thriving practice grew to two locations, Saleh hired associates to meet demand. But when she became pregnant with twins and was put on bed rest for five months, her associates were unable to maintain the standard of care and the business suffered.

Saleh found herself at a crossroads. The bed rest finally gave her time to reassess her strategy and revise her exam protocol, which she began teaching in earnest to her associates to try to boost her practice. Still, she couldn’t be in the clinic looking over their shoulders.

At this point, she started discussing with her husband, an engineer for a healthcare IT company, how she could duplicate the exam protocol using software. Clearly, there must be a better way to get consistent results through technology, even if dentistry had yet to discover it.

That’s when the beginnings of Oryx Dental went from concept to reality.

“Dentistry has been underserved by software for decades.”

Putting Clinical Care at the Core of a Broader Platform

“There was no clinical component at all,” Saleh says of dentistry software back in the day. “You could complete an exam by just writing two lines, or by entering a few data points. Nothing was guiding the dentist to go through a very thorough process.”

Dentists also juggle marketing, billing, and business management alongside clinical work, often falling back on manual, disconnected processes just to get things done. Previously, the software available to help with those tasks was neither integrated nor efficient. In terms of pace and pizzazz, the existing solutions were like a horse-drawn carriage.

“There were a lot of workflow inefficiencies in the software on the market in 2016,” Saleh says. “Software functioned more like different data entry points that you had to put together, and the output was not a treatment plan but just a procedure code and a price.”

Saleh envisioned something precise and responsive—a sports car instead of a carriage. Thinking of systems used more broadly in healthcare, she set out to develop a platform that both drives clinical evaluation workflows and improves the efficiency of those workflows.

Conceptually, the solution also had to be a fully integrated platform that included messaging, scheduling, billing, and other front-desk functions automatically generated by a triggering event like the completion of a patient exam.

“Oryx is about having an amazing workflow from start to finish, making sure you’re delivering the best clinical care, and, on the business side, taking care of everything you need to,” says Saleh.

It’s been more than a century since horse-drawn carriages were considered advanced technology. Perhaps it’s time to stop thinking that the software equivalent is useful.

Smarter Providers and Patients

“My goal has always been to empower dentists and also to empower patients—and to create an amazing relationship between them,” says Saleh.

As the starting point for her clinical protocol, Saleh relied on the Kois Center’s foundational four-part examination methodology: gum health, condition of teeth, bite and jaw joint, and overall smile.

“You assign a risk in each area, so when you explain the patient’s dental health to them, they understand the risks involved,” Saleh says. “Patients really liked that, even though it was time-consuming.”

Indeed, this clinical approach is what makes Oryx a unique platform that elevates the way dentistry is practiced. Saleh highlights the educational materials the system makes readily available to providers at the point of care, which are updated regularly.

These materials drive the thorough and detailed explanations patients receive during exams, which increase engagement and understanding. That improved understanding, Saleh emphasizes, is the product of a system that looks at the big picture and focuses on the confluence of factors that impact overall health.

“Traditionally, dentistry has been procedure-focused, at least in part because of how insurance is paid.” Saleh explains. “Dentists become conditioned to look for problems rather than looking at the patient’s general health. Oryx enables them to see the full picture.”

7 Minutes to Better Heath

Dental providers need effective software to improve clinical performance and patient satisfaction.

Consider how Oryx uses images to ensure that both the clinician and the patient clearly see what’s happening. Where dentists have typically used a digital SLR to take high-quality images, Oryx supports an iPhone app to take photos that go straight into the chart.

“We saw compliance skyrocket in data collection with the introduction of this app,” Saleh says. “And users are saying the reports generated for patients have more value with the photos.”

Of course, a busy dental practice still doesn’t have hours for each check-up, as Saleh originally envisioned the ideal patient examination. In developing Oryx, and in working with John Kois, Saleh and her team have created a standard, templated exam that incorporates the Kois Center’s evidence-based treatment protocols and employs clinical decision support.

“There’s a very structured exam,” Saleh says. “It takes about seven minutes to do on any patient, and this is the best seven minutes you can spend. When you’re done with the exam, the next steps for diagnosis and treatment are clear.”

That Oryx can support a diagnosis after seven minutes is in part enabled by how the platform can be configured for specific practices and patient bases. For example, Oryx includes pediatric exams, questionnaires, and photos; prompts for questions about fluoride; and unique workflows to accommodate specialty practices.

“What we wanted was to be able to focus on just the clinical stuff that simplifies everybody’s life and makes things easier for patients,” explains Dr. Christopher Baer, a Colorado clinician and Oryx user. “We’ve seen a dramatic improvement in case acceptance because of the way that we can present the information.”

Better Tools, Better Dentistry

As with health care generally, software as a service (SaaS) and AI innovations are key to bringing the dental industry up to date in terms of what is technologically possible.

Because Oryx is implemented using a SaaS approach, the platform can be segmented to meet the needs of multioffice practices or DSOs with multiple locations. The SaaS model also eliminates the need for on-premise data centers and makes future expansion to accommodate growth a simple process that negates local data center demands and requirements.

What will really enable dentistry to evolve from the antiquated technology of just a decade ago to the cutting-edge potential of now is AI and the functions it makes possible, such as ambient listening and image scans.

“It’s going to make clinicians and front-office workflows a lot more efficient,” Saleh says, “but most importantly, it is going to improve the patient experience. Clinicians in our offices who use AI tell us, ‘I can look the patient in the face. We can have a conversation.’ I think dentists and patients will have a much better relationship once all the clutter is gone.”

Oryx objectively represents a leap forward in an industry that has relied on old-fashioned legacy software for decades. Just as hospitals and clinics made the jump to the digital age two decades ago, dentistry is having its own digital moment now.

“Dentistry has been underserved by software for decades,” Saleh says. “Some offices were reluctant to adopt certain tools because the benefit was not clear, but when software is clearly built for specific purposes and provides documented benefits, the decision is much easier to make.”

The Future of Dentistry Is Now

Saleh knew dentists and patients deserved better, and she had the confidence to believe she could deliver. From more consistent protocols to better education to more structured exams, Oryx enables dentists to practice in a way that is a huge leap forward from even a few years ago.

And the practices that have moved to Oryx have quickly noticed the business benefits and improvements to patient treatment.

“We had a DSO that moved to Oryx, and they doubled their production in one year,” Saleh recalls. “Their case acceptance and referral rate more than doubled because they had this consistency. It didn’t matter if it was the lead doctor or the new junior doctor seeing a patient. Everyone was doing the same exam, everyone was doing the same treatment plan.”

The funny thing about the future is how hard it is to know when you’re in it. Appreciating the difference between a horse-drawn carriage and a sports car, however, is very easy. Saleh is confident that dentistry can recognize this significant moment—that now is the time for groundbreaking change— and appreciate the increase in velocity.

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Leadership

Sisters Defying Dental Norms

10/22/2025

9 min. to read

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

They were never destined for the ordinary.

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

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

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

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

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

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

Origins & Influences

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

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

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

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

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

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

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

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

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

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

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

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

The Breakthrough

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sisterhood & Vision

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

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

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

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

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

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

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

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

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

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

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Leadership

Making Care Possible

08/06/2025

5 min. to read

Leading with Empathy and Innovation in Dentistry

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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