Dr. Allen Nazeri advises an oral surgeon on moving from clinical work to managing multiple practices. He recommends gradually removing founder-focused branding, co-treating with an associate to transfer patient trust, and merging comparable practices to reduce dependence on the founder.
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Hi, this is Dr. Allen. Thank you for reaching my channel. I had a question coming in from an oral surgeon in Barcelona, Spain, and The question is, Dr. Allen, we have two dental practices. I like to grow to more practices in Barcelona, but I have a problem because every time I'm trying to get away from clinical dentistry, patients keep asking for me. What is your suggestion? How can I grow if patients continue asking for me? Well, doctor, thank you so much for the great question. And actually, this is a very common questions for entrepreneurial doctors who want to grow, but they're somehow tied into the practice because of emotional attachments that the patients have to them. So because this is a loaded question and I have not really assessed your practice fully, I'm going to give you some general ideas and suggestion and be happy to set up a call with you and see how we can help you. One thing we need to understand is exactly why that is happening in your practice. Do you have a niche practice? Do you, are you doing certain procedures? Possibly. Are you branding yourself as the face of the practice? Meaning do you have, for example, Dr. Adam on the door as the brand of the practice? Are you advertising certain procedures? Let's say you're doing, I don't know, zygomatic surgeries or all on fours and you're putting an ad out there with your picture and all that. Because, because if you are positioning yourself as the expert, obviously people are going to be asking that, you know, from you. They, they want you to do the work for you. Okay, now let's assume that this is the case and you want to basically break away from that. How do you do it? Well, you have to do it slowly because obviously you cannot just, you know, get up one day and say, I'm just not going to go to work anymore and I'm going to start managing my practice. It will affect the revenue, it will affect the practice. And more importantly, I'm sure, you know, I don't know how old you are, but, you know, if, you know, being an oral surgeon, you're probably in 30s or 40s, you know, you probably have expensive personal expenses that you have to take care of and so forth. So you don't want to, you know, be impacted by your decision like that. So the first thing I would do is we would certainly look at all of your branding and make sure that the branding is more generalized and is not specific to you. The second thing I would do, and I did this for several years in my own practice, and it's, it's an absolutely a great Way to introduce doctors.
Into a practices really based on relationship. So this would work for oral surgeons, for cosmetic dentists, for full mouth reconstruction, prosthodontists and so forth, which is they want to expand, but you know, they have had this big relationship with patient is that you will bring an associate in with you and that associate works with you on every case. That means there would be a leader and a co leader, a pilot and a co pilot. Okay? And depending on, let's say, you know, the patient saw you first, you will be the leader, he will be the co leader, and you guys will do the treatment together at the same time. Actually, this is a great way to introduce another doctor because then they see that as part of the team and gradually you can pull out. And also another benefit of that that is really increases the quality of care for patients. Because let's say you're doing a big case, let's say you're doing an all on four case. Okay? Maybe he is doing the flaps and you come in and place the implants and then he does the suture removal. Well, guess what? You know, dentistry is such a difficult and complex, you know, profession that we all need that little break, that little extra hand there. So it would be one way to basically pull away from that. Another suggestion that I typically make for clients is that we look at the practice revenue and see where they're at and how much the doctor really has to take home in terms of salary and compensation. And we look for practices that we could possibly merge into the practice. So let's say you're doing $2 million a year in business. You would look for other practices are $2 million or more, and I would merge the two together. That will allow you to dilute your position. Okay, so there are other competent, experienced surgeons already. Okay. And this will allow us to gradually pull you out of the chair, put you on the management, synergize the expenses. Okay? So when you combine the two practices, there are a lot of expenses that can be shared. So by doing that, we can actually give you the income to pull out from the practice. Okay, so these are some suggestions. Again, without really doing a full assessment of your practice, I cannot give you the exact steps, but these are some of the steps or ideas that I like to leave you with. But be happy to jump on a call with you and see how we can help you. If you find value in this video, would you please hit the like button and share it? And if you have any other questions, please feel free to ask me in the comment section or private message me. Thank you so much and have a great day. Bye.
