Three ways to work together.
Most practices start with a diagnostic, because guessing at what is broken is expensive. From there you either walk away with a plan you can run yourself or I stay on and help you put it in.
Practice Diagnostic
A day onsite, then a written report.
I spend a full day in your practice watching how it genuinely operates. Not interviewing you about how it operates, watching it. Reception under pressure, the phone at 8.40am, how a new patient is handled from first call to booked treatment, where the day quietly falls apart.
You get a written report afterwards setting out what is working, what it is costing you and the order I would fix things in.
- Front desk performance, phones and the full patient journey
- Diary structure, cancellations, failures and lost chair time
- Treatment presentation and what happens after a patient says they will think about it
- Team structure, role clarity and where handovers break
- Systems, documentation and what only lives in one person's head
- A prioritised action plan you own, whether or not you work with me again
Ongoing Partnership
Monthly, for practices that want it actually done.
A report only helps if someone implements it. The reason it usually does not get implemented is that you are already flat out being the dentist. This is the version where I stay involved and we work through it together.
I work with you and your practice manager. The goal is always the same: the practice ends up depending on systems rather than on you.
- Processes documented properly so a new hire can learn the job
- A KPI rhythm that gives you the numbers while you can still act on them
- Coaching for your practice manager so the load genuinely shifts off you
- Recruitment, onboarding and retention that does not restart from zero each time
- Support through the staffing conversations most owners put off
- Accreditation and compliance kept current rather than crammed
Team Workshops
Onsite, in your practice, on your systems.
Training run in your practice using your software and your actual patient scenarios. Half day or full day, built around what your team is struggling with rather than a fixed curriculum.
- Front desk and telephone skills, including the enquiry that decides whether they book
- Treatment conversations and structured, respectful follow up
- Team culture, accountability and role clarity
- Practice management software your team half knows
- Accreditation readiness for the whole team, not just the manager
What I do not do
I think it is worth being upfront about the edges of what I am useful for.
Practice valuations and sales. That is a specialist field with its own brokers and I will refer you to one rather than pretend otherwise.
Clinical advice. I am not a dentist. I will never tell you how to treat a patient.
Marketing campaigns. I can tell you when your problem is the front desk rather than the marketing, which is more often than most people expect. Beyond that I will point you to someone who does it properly.
How it usually goes
Not sure which one you need?
That is normal. It is what the first conversation is for. Tell me what is going on and I will tell you where I would start.
Get in touch