Chief Clinical Officers are defining what it means to lead in dentistry. Their role demands more than technical expertise—it requires vision, adaptability, and the courage to move oral care into the broader health conversation. Within DSOs, they oversee the clinical integrity of vast networks. At companies like Colgate–Palmolive, they influence research, innovation, and global standards of care. Increasingly, Clinical Officers at artificial intelligence and technology companies are shaping how digital tools transform diagnosis, decision-making, and communication across the industry.
The expectations are rising. Oral-systemic health is no longer a buzzword; it’s becoming a measure of excellence. Chief Clinical Officers are leading efforts to embed these connections into provider training, patient education, and organizational strategy. They are catalysts for interdisciplinary thinking and early adopters of technologies that make dentistry more transparent, consistent, and trusted. And when resistance comes—as it always does—they are the ones who navigate the friction to keep momentum alive.
In the following pages, five distinguished clinical leaders share the lessons, strategies, and stories that define their leadership. From the principles they return to in moments of challenge to the innovations they see as indispensable, their answers illuminate both the burden and the privilege of leading dentistry forward.
What intentional steps are you taking to shift oral-systemic care from a buzzword to a system-wide standard across your organization?
We have been piloting salivary MMP-8 testing, a biomarker in periodontal and peri-implant diseases, and exploring oral microbiome testing which can provide a broader assessment of oral and general health by identifying potential risks and guiding personalized treatment plans.
We have also started to offer plasma blood tests to assess for HbA1c (diabetes), CRP (inflammation), vitamin D, and other relevant markers so that we can tailor treatment plans based on a patients’ systemic health and monitor healing more effectively especially in patients who are having periodontal treatment or implant treatment. Some of our clinics are working with local medical practitioners to assist with blood pressure screening so that Colosseum Dental can continue to provide a high standard of care, positioning us as a proactive, health-focused dental provider.
What aspect of your role today sparks the most energy or unlocks the most potential— for you and your organization?
Having taught undergraduates previously and mentored many clinicians following their graduation from dental school, I have always felt a real sense of pride and achievement when I see them grow and progress to become thriving, capable, and profitable clinicians!
Investing time and effort in a personalized and targeted way has really helped to enhance our teams’ capabilities, improve retention, and enabled sustainable performance within Colosseum Dental Group.
What’s one leadership principle or mantra that’s changed the way you show up at work—or that you return to in moments of challenge?
“Progress over perfection” is something that I learned from inspirational leaders I have had the opportunity to work with. Most dentists are naturally perfectionists, and early in my career, I was the epitome of trying to be this. I would delay launching projects until every detail was absolutely perfect. This could mean that I sometimes missed market opportunities!
I now focus on rapid iteration and learning from feedback rather than endless planning. I know that making mistakes or failing at something usually makes us stronger and that we learn the most from these situations, so I try to embrace that and live by this mantra. It’s not always easy and the perfectionist side of me sometimes slips out, but because I am conscious of it, I know how to tell that inner voice to quiet down when I need to!
How are you helping patients connect the dots between oral care and overall health?
We encourage our teams to use simplified, relatable explanations, without being patronizing, and highlight direct links e.g., oral bacteria entering the bloodstream and affecting heart valves. We do this during our consultations with all patients as part of the discussion at the medical history taking stage but also when running through the treatment plans. We ensure that we have personalized risk discussions tying oral health to the patient’s unique profile, highlighting something like “managing gum disease could improve your blood sugar control, as inflammation complicates diabetes.”
Change is never frictionless. What approaches have helped you navigate internal resistance to a new oral-systemic model and interdisciplinary thinking?
It is important to align with your existing vision and values so framing the oral-systemic model is an extension of patient-centred care, not a departure. For example, highlighting that this is not “extra work” for our teams. Instead, it is deepening our ability to address the root causes of oral issues, which aligns with our mission to deliver comprehensive care which could then lead to reduced emergency visits and higher patient retention.
I always try to bridge knowledge gaps with contextual education, hosting workshops where we discuss real patient stories (e.g., a diabetic patient whose glycaemic control improved after periodontal therapy). Also highlighting peer-reviewed data from well-known and respected journals.
We tend to run small pilots and track key metrics prior to scaling widely to ensure that we gather supportive (or sometimes not so supportive!) evidence. This enables us to identify and empower internal champions who will be the early adopters and go on to encourage and mentor their peers. By blending evidence with empathy, and prioritizing incremental, visible progress, teams can shift from skepticism to ownership with the right guidance and support.
What is a book, article, or podcast that has recently influenced you?
Nudge: Improving Decisions About Health, Wealth, and Happiness by Richard H. Thaler and Cass R. Sunstein. It’s not a new book (first published in 2008) but I stumbled upon it whilst staying at a hotel and became intrigued after reading the first few pages. It explores how we make decisions and how we can lead others to make better ones using behavioral science evidence. This has influenced the way I lead my teams across Colosseum Dental Group and how I encourage and coach our clinicians to achieve their goals and deliver enhanced patient care.
What intentional steps are you taking to shift oral-systemic care from a buzzword to a system-wide standard across your organization?
We recognize that globally, oral health literacy is exceptionally low, so we have developed educational tools to inform the public of the importance of oral health to overall health and wellbeing. We created a simple quiz—Know Your Oral Health Quotient (KnowYourOQ.com)—to educate people about oral diseases they may face, preventive strategies, and the importance of seeing a dental provider to diagnose often silent oral diseases. The earlier we educate people, the better off they will be, so we have been educating children and their parents about the importance of oral health and preventive strategies for over 30 years through our Bright Smiles, Bright Futures Program, which has reached nearly two billion children globally.
What strategies have worked best in cultivating interdisciplinary thinking among your providers?
Connecting medical and dental electronic health records is essential to improving coordination between providers and promoting integrated care. This enables optimal treatment planning and better patient outcomes, as the impact of oral health on medical conditions—and medical issues on oral health—can be more effectively monitored. Educating medical providers about the importance of oral health is also critical to opening lines of communication between the professions, since most physicians and nurses receive little training in this area. We support programs like the 100M Mouths Campaign, which engages oral health champions across the U.S. to work with academic institutions and bring oral health education into medical settings.
What aspect of your role today sparks the most energy or unlocks the most potential— for you and your organization?
As Colgate-Palmolive products can be found in six out of ten homes, our ability to reach out to consumers and to educate them about the importance of oral health to overall health is not only of great importance to me as a healthcare provider, but is important to my organization—which is reimagining a healthier future for all. Improved oral health literacy enables consumers to advocate for themselves and for policies that will provide access to preventive strategies and essential oral care that will improve not only their oral health but their overall health.
Our work with the Global Health Equity Network of the World Economic Forum is another important initiative where we have partnered with the ADA and Henry Schein to form an Oral Health Affinity Group that has developed an economic rationale for a global commitment to invest in oral health.
What’s one leadership principle or mantra that’s changed the way you show up at work—or that you return to in moments of challenge?
I have always believed in the 4Ps that are transforming modern medicine and dentistry, which is to be more predictive, preventive, and personalized in our approach, while encouraging our patients to be more participatory.
As these approaches can be challenging to develop and implement, I have developed my own 4Ps that I deploy during challenging times, which include the importance of persistence, perseverance, and passion for the work that you do, as well as the importance of surrounding yourself with the best people, as it is teamwork that combines these 4Ps to allow you to achieve your goals.
From diagnostics to at-home tools, what innovations are proving indispensable as the field shifts toward a more systemic approach?
New diagnostics that enable patients and practitioners to see shifts in the microflora from a more pathogenic flora to a healthy microflora are extremely helpful. The same is true when both patients and practitioners can visualize changes in pro-inflammatory mediators and destructive enzymes, before and after treatment. These clinical decision support (CDS) tools can improve clinical decision making at the point of care. Measurements of markers like glucose, hemoglobin A1C, and hsCRP in saliva will also be helpful towards a more systemic approach and can be used as screening tools for systemic conditions. Genetic testing can inform patients of risk and let them know the importance of more frequent visits, risk reduction strategies, and the use of antimicrobial and/or host modulatory therapies.
What is a book, article, or podcast that has recently influenced you?
health and the impact of oral health on overall health throughout their lives, I was influenced by a book called Invisible Women: Data Bias in a World Designed for Men by Caroline Criado- Perez. This book reveals the adverse effects on women caused by gender bias in data collection for medical research, in product development, in government policy, and in many other areas. As Chief Clinical Officer, I feel the importance of collecting and evaluating data based on gender has always been important, in addition to educating healthcare providers about the gender-related differences that we see relative to oral health.
It was only when I switched to a female provider that I learned the statin lowering agent I had been taking for years (Lipitor) was not as effective as the one she switched me to (Crestor), as research had revealed that this newer agent works better for women. As a periodontist, I have always advised my female patients about their risk for developing oral diseases throughout their lives based on hormonal changes and the impact of oral disease on their overall health.
From your perspective, how is the dentist’s role evolving as a frontline player in whole-body health?
The dentist’s role now extends well beyond being a gatekeeper of oral health—we’ve become essential partners in our patients’ overall wellness journeys. Because we see our patients every six months, dentists are uniquely positioned to notice subtle health changes over time, catch early warning signs, and foster proactive conversations about total health—not just teeth. This regular touchpoint allows us to screen for conditions linked to oral health, like diabetes or hypertension, and collaborate with primary care and specialists as needed. I believe our ability to build trusting, consistent relationships with patients puts dentists at the forefront, closing the gap between oral care and overall health.
What’s one leadership principle or mantra that’s changed the way you show up at work?
Leaders create leaders, and growth should be part of everyone’s journey. Instead of seeing leadership as top-down, I focus on empowering others to find and cultivate their strengths, knowing it makes our organization stronger.
What aspect of your role today sparks the most energy or unlocks the most potential—for you and your organization?
What energizes me most is helping doctors and teams discover their “genius”—that unique intersection of passion and skill where work becomes deeply satisfying. There’s nothing more rewarding than spotting what excites a provider and then tailoring development opportunities so they can thrive in that space.
When our clinicians operate in their Genius Zone, patient care improves and morale soars. Investing in people this way doesn’t just transform individual careers; it elevates our entire organization. For example, if I know a doctor loves to do more surgery, we focus their training on surgical procedures so they’re working within their genius when they return to their office, making an impact on their patients, their office, and the whole organization.
Beyond successful procedures, what does true clinical excellence look like to you— and how do you measure it?
For me, true clinical excellence is when patients are so satisfied that they refer loved ones to our care because of their experience. It’s also when providers, equipped with new skills, begin sharing stories about meaningful cases— showing pride in how they’ve made a difference. I see excellence reflected in the camaraderie of our teams, especially after mission trips when members return eager to share impactful lessons. I measure clinical excellence by the ripple effect of positive outcomes, from wordof- mouth referrals and team growth to the enduring impact on the communities we serve.
How are you helping patients connect the dots between oral care and overall health?
We use a “co-diagnosis” model, harnessing tools like intraoral scanners and AI to visualize oral health with patients in real time. By exploring findings together and discussing any health changes or concerns, we create genuine engagement. When patients see how oral health factors relate to sleep, blood pressure, or wellness, they’re more motivated to act—and to value regular care. This collaborative approach gets patients invested in their health journeys and drives lasting impact.
If you had unlimited budget and no red tape, what change would you make tomorrow in dentistry or healthcare?
One of my most rewarding projects is our mission trip to the Dominican Republic. In addition to providing basic dental care, we have expanded to implants, sinus lifts, and full arch reconstruction (All-on-X) to those in need. Thanks to our partners there is no cost to the patients.
If resources were unlimited, I would expand access to care for the underserved by launching quarterly mission trips, both internationally and across the US. Scaling this model would allow us to touch more lives, train more professionals, and make a real dent in oral health disparities—bringing worldclass care to those who need it most.
What is a book, article, or podcast that has recently influenced you?
Rich Dad Poor Dad was a turning point for me. Reading it over 20 years ago fundamentally changed how I approached finances, life goals, and building security outside the dental operatory. It set the foundation for my personal and professional growth. More recently, Blue Ocean Strategy opened my mind to the power of innovation and thinking beyond traditional boundaries. Both books, in different ways, encourage breaking out of conventional thinking— whether in running a business or envisioning new ways to deliver care. They remain touchstones for how I lead and make decisions.
From your perspective, how is the dentist’s role evolving as a frontline player in whole-body health?
There has never been a more exciting time to practice oral-systemic health. The evidence connecting the oral biome to systemic diseases is undeniable, and dentists are increasingly recognized as vital partners in whole-body care. As this research expands, I believe we will see closer collaboration between dentists and physicians, with dental teams identifying risks, initiating preventive conversations, and contributing to earlier interventions in systemic disease management. Oral health is health, and our role is shifting from being siloed providers to being essential members of a broader healthcare team.
What’s one leadership principle or mantra that’s changed the way you show up at work—or that you return to in moments of challenge?
The most powerful leadership tool is listening. Listening to patients reveals their unspoken concerns, listening to colleagues fosters trust and collaboration, and listening in moments of challenge provides the clarity needed to move forward. In a profession that often values doing and solving, listening is what allows us to truly understand and lead.
What strategies have worked best in cultivating interdisciplinary thinking among your providers?
Specialized Dental Partners’ integrated care model is built on interdisciplinary collaboration. Endodontists, periodontists, and oral surgeons work side by side with general dentists to evaluate, diagnose, and treat patients. This model ensures patients benefit from multiple expert perspectives and receive coordinated, patient-centered care. While we believe this is best for the patient, we have also found that our dental specialists gain so much from working together and seeing differing perspectives. It’s a model that breaks down silos and makes collaboration the natural way we practice.
What aspect of your role today sparks the most energy or unlocks the most potential— for you and your organization?
My greatest passion lies in guiding the next generation of dental specialists. Dentistry is evolving at an incredible pace—from innovations in technology to new models of integrated care—and helping young specialists chart their path through this changing landscape is both energizing and deeply meaningful.
What excites me most is the chance to combine clinical expertise with mentorship and leadership development. I focus on preparing specialists to thrive in the realities of modern practice by equipping them with confidence, resilience, and a vision of themselves as clinicians, collaborators, innovators, and future leaders in the profession.
This work unlocks potential on two levels. Individually, it empowers specialists to grow, take ownership, and envision what’s possible in their careers. Collectively, it strengthens our organization and the specialty as a whole—building a pipeline of leaders who will carry dentistry forward with excellence, innovation, and compassion. That sense of momentum, of shaping the future of the field while supporting the next generation, is what fuels me every day.
Beyond successful procedures, what does true clinical excellence look like to you—and how do you measure it?
To me, true clinical excellence means working together to support growth for doctors, for practices, and for patients. It’s about creating an environment where doctors are continually learning, where practices thrive, and where patients experience seamless, coordinated care. Excellence shows up in the strength of our culture, the confidence of our clinicians, and the trust patients place in us.
A recent highlight was our New Specialist Summit, a doctor-driven, doctor-led event where mid-career doctors shared early-career experiences with new specialists. The goal was to give younger doctors the kind of head start many of us didn’t have—learning from peers, exchanging tips, and gaining practical insights. Events like this show that excellence is measured by more than clinical precision. It’s also about how we share knowledge, support one another, and invest in the future of the profession. Through mentorship, board certification support, and programs like the New Specialist Summit, we are supporting and coaching specialists to deliver excellent care and step into leadership roles that define the future of the profession. Watching them grow as clinicians and leaders is what unlocks the most potential for our organization and for dentistry as a whole.
What’s a question you wish more people asked you?
I wish more people would ask about advice for young doctors at the start of their careers. My answer is simple: say yes. Say yes to opportunities big and small, even when they stretch you. Every experience builds connections, perspective, and clarity about what truly excites you in dentistry. After years of training, finding that passion is the key to longevity, fulfillment, and happiness in your career.
What is a book, article, or podcast that has recently influenced you?
Supercommunicators by Charles Duhigg has been especially impactful. In any field, but particularly in healthcare, success ultimately depends on how people communicate and understand one another. Clear, authentic communication builds trust between doctors and patients, and within clinical teams. This book reinforced for me that the ability to connect across perspectives is as essential to outcomes as any clinical skill.
What’s one leadership principle or mantra that’s changed the way you show up at work—or that you return to in moments of challenge?
One principle that resonates deeply is “Lead with curiosity, not certainty.” This means approaching challenges— whether it’s a complex clinical case, a product development hurdle, or a team conflict—by asking better questions rather than rushing to provide answers. In practice, this looks like asking “What are you seeing that I’m not?” instead of immediately jumping to solutions, or “Help me understand the trade-offs you’re weighing,” when someone disagrees with a direction. It’s particularly powerful in moments of high stress or when projects aren’t going as planned.
This principle tends to unlock better solutions because it engages your team’s expertise rather than bypassing it. It also builds psychological safety—people are more likely to surface problems early when they know they’ll be met with curiosity rather than judgment. And it models the kind of intellectual humility that’s essential in fields where technology and best practices are constantly evolving. The hardest part is pausing to ask questions when your instinct is to provide answers—but that pause often leads to insights you wouldn’t reach alone.
Beyond successful procedures, what does true clinical excellence look like to you—and how do you measure it?
Excellence means every interaction leaves patients more empowered and healthier than when they arrived, regardless of the complexity of the procedure performed.
Change is never frictionless. What approaches have helped you navigate internal resistance to a new oral-systemic model and interdisciplinary thinking?
I’ve found that leading with education and evidence is essential. When team members understand the robust research connecting oral health to conditions like diabetes, cardiovascular disease, and adverse pregnancy outcomes, resistance often transforms into enthusiasm for expanding their impact on patient health. Demonstrating how patients respond when given accurate, trusted information about these connections has been particularly powerful; patients are genuinely hungry for this knowledge and become more engaged partners in their care when they understand the “why” behind recommendations. By positioning our team as trusted educators who can leverage AI tools to deliver this information clearly and compellingly, we shift from being seen as “tooth fixers” to being recognized as integral healthcare providers who significantly impact overall wellness.
If you had an unlimited budget and no red tape, what change would you make tomorrow in dentistry or healthcare?
I would completely reimagine dental care delivery and benefits to reward prevention and early intervention while fully integrating oral health providers into the broader healthcare team with seamless access to interoperable health records—enabling dentists to see a patient’s diabetes management, medication history, and cardiovascular risk factors to provide truly comprehensive care.
This new system would provide patients with financial incentives for regular preventive visits and measurable oral health improvements, while giving clinicians the resources, reimbursement structure, and real-time health data access needed to spend adequate time on evidence-based risk assessment and coordinated care planning with physicians.
By aligning financial incentives with health outcomes and breaking down the artificial silos between oral and systemic health, we’d transform dentistry from an isolated, reactive specialty into a proactive, prevention-centered discipline that’s integral to overall patient wellness and population health.
What’s a question you wish more people asked you—but never do?
I wish more people would ask “What career paths beyond traditional practice has your dental training opened up?” because it would let me share how dentistry is truly a gateway to endless possibilities—from leading AI companies and conducting research to public health policy, forensics, and entrepreneurship—proving that if you can dream it, you really can build it with the foundational skills and credibility that dental education provides.
What is a book, article, or podcast that has recently influenced you?
My personal volunteer engagement with the Santa Fe Group (SFG), as well as Overjet’s involvement with the SFG’s Strategic Advisory Council, has kept me focused on the mission to improve lives through oral health. The SFG resources on integrated healthcare provide a roadmap for the systemic changes we’re working toward, moving beyond individual practice innovations to industry-wide transformation. Both organizations offer concrete evidence that the future of dentistry lies in true healthcare integration.
Similarly, the CareQuest Institute’s recent publications and webinars on medical-dental integration have been particularly influential in shaping how I think about systemic change in our industry. Their focus on making oral health “more accessible, equitable, and integrated with overall health” resonates deeply with our mission at Overjet and reinforces why we’re passionate about using AI to break down traditional silos.
What strikes me most about their work is how they showcase practical examples of oral health startups advancing whole-person care, rather than just talking about integration in abstract terms. They’re documenting real-world success stories that prove medical-dental integration isn’t just possible—it’s profitable and scalable.
