Stop Losing Associates and Key Staff to Competitors.
Stop Paying More In Taxes Than You Need To, and Protect Your Practice From the Catastrophic Loss of a Key Employee or Partner to Injury, Illness, or Death.
For dental practice owners who want more than generic financial planning, whether you’re growing, considering a sale, or planning a transition.
Many advisors stop at the basics. We start there, and go further when the situation calls for it.
Some of that we can address directly. Where specialized expertise is needed, we bring in the right specialist for valuation, healthcare-specific legal, tax, or transaction advisory work.
Either way, the objective is the same:
Make sure the right capability gets brought forward when the situation actually calls for it.
Not every owner needs broader capabilities.
Not every strategy fits every situation
Conventional planning is the foundation. Beyond Conventional is where we look when the foundation alone does not fully address what’s actually needed.
The core planning tools that provide the foundation for many financial plans
Standard brokerage and managed investment accounts
Life, disability, and long-term care coverage
Annuities
Standard employee and executive benefits
Retirement-plan design, including 401(k), profit-sharing,
cash balance, and defined benefit plans when appropriate
Estate planning coordination
Key-person and business-continuity planning
Buy-sell agreements that are properly funded and kept up to date
A broader toolkit of investments, structures, and resources that may also be appropriate depending on the situation
Executive-benefit and retention strategies beyond standard plans
Alternative and non-traded investments
Tax-mitigation and tax-advantaged strategies
Real-estate and transaction strategies
Business-owner planning and structures
Hybrid-Premium Financing & Premium Financing:
Bank-leveraged, insurance strategies for tax-advantaged accumulation and
wealth transfer
Valuation, value acceleration, and exit/transition planning
Investment-banking, capital-raising, and other professional resources
Other strategies and resources appropriate to the situation
WHO IS THIS FOR?
Practice owners, whether solo, in partnership with other dentist-owners, or employing other dentists, who want more than generic financial planning
Practice owners considering growth, a future sale, or transition options, especially those with appreciated real estate or other significant tax concerns
What If You Lose the People Your Practice Depends On?
What it looks like: An associate you’ve trained for years, or a hygienist patients specifically ask for, getting recruited away
Why it matters: Lost production, recruiting costs, and patients who may follow them out.
In the diagnostic: Who’s genuinely critical, and what’s in place to keep them.
What it looks like: High income, a sense you’re paying too much tax, but planning that stops at standard deductions and retirement contributions.
Why it matters: Money lost to taxes also loses its chance to compound for your future.
In the diagnostic: Whether more effective tax strategies are worth exploring.
What Happens If a Key Producer Is Lost to Illness, Injury, or Death?
What it looks like: You or a key producer suddenly unable to work.
Why it matters: Revenue tied to one person doesn’t slow down when they’re out, it stops.
In the diagnostic: How exposed your practice is, and what currently protects you and your practice.
What it looks like: An agreement, if one even exists, that’s never actually been funded.
Why it matters: An unfunded or outdated agreement may leave you without adequate funding behind the promise.
In the diagnostic: Whether the agreement is funded and still reflects what your practice is worth.
What it looks like: Practice loans with your personal guarantee and no protection in place.
Why it matters: A personally guaranteed loan doesn’t pause just because you can’t work.
In the diagnostic: Whether any loans carry a personal guarantee, and whether they’re protected.
What it looks like: Fixed overhead that continues whether or not you can work.
Why it matters: Without coverage, that strain can force cuts or debt.
In the diagnostic: How exposed your practice would be, and do you have the needed coverage.
Do Your Savings Translate to the Retirement Income You Need?
What it looks like: Real savings but not clear it will be sufficient for retirement.
Why it matters: “I’m saving a lot” and “I know my retirement income” are two different things
In the diagnostic: Whether a gap exists between current savings and the projected income you will need.
How Much of Your Personal Wealth Sits Inside the Practice?
What it looks like: A significant portion of your net worth is tied up in your practice.
Why it matters: A disruption to the practice becomes a disruption to your own financial picture.
In the diagnostic: How concentrated your wealth is in the practice, and what the risk is.
Does Your Wealth-Transfer Plan Match What You’ve Built?
What it looks like: Much of your wealth may still be tied to a practice that depends on you personally seeing patients, alongside whatever you’ve built outside it.
Why it matters: Where your wealth sits and how liquid it is can change what the right plan actually looks like.
In the diagnostic: Where your wealth sits, how liquid it is, and what you expect to happen to the practice.
If one of these situations sounds familiar, we can start there.
A growing dental practice relying on a productive associate who has become important to patient continuity, scheduling capacity, and the owner’s plans for future growth.
The associate begins asking about compensation, autonomy, career progression, or possible ownership, and may be considering another opportunity.
Clarify revenue concentration, Contract terms, and transition risks.
Evaluate key talent risk
and reinforce retention
strategies.
Review working capital
needs and financing
alternatives.
Align funding, retention,
and legal timelines with
contract milestones
Surface Buy-Sell and other
planning gaps tied to the
scenario.
A summary of retention-funding options and the potential buy-sell gap-shared with the owner’s attorney as the agreement is reviewed.
Why it matters: the goal is not retention at any cost. It is making a deliberate decision before an urgent staffing problem makes the decision for you.
Hypothetical scenario provided for illustrative purposes only. Actual planning considerations and outcomes will vary.
IT Service firm
Approximately 70 FTES
one contract = Roughly 60% of Revenue
Potential cash-flow and staffing disruption
Two critical PMs may leave during the uncertainty
Clarify revenue concertration, Contact terms, and transition risks.
Evaluate key talent risk
and reinforce retention
strategies.
Review working capital
needs and financing
alternatives.
Align funding, rete retenition.
and legal timelines with
contract milestones
Surface buy-selland other
planning gaps tied to the
scenario.
A summary of retention-funding options and the potential buy-sell gap-shared with the owner’s attorney as the agreement is reviewed.
Why it matters: Recompete and retention concerns may begin the conversation. Broader planning gaps often surface once the full picture is examined.
Hypothetical scenario provided for illustrative purposes only. Actual planning considerations and outcomes will vary.
We are not trying to solve everything in twenty minutes.
And we are not starting with any recommendations.
The first conversation is about understanding the situation well enough to decide whether there is actually something worth pursuing.
We want to understand:
What is happening
Why it matters now
What you already have in place
What you have already tried
What still feels unresolved
What would have to be true for the issue to be worth addressing
Sometimes that leads to a clear next question.
Sometimes it shows that more information or another professional is needed.
The first conversation is not about finding a solution. It is about deciding whether there is a real problem worth solving.
Clarity
on your biggest exposure points, who you can’t afford to lose, how much is riding on the same few relationships, and whether you may be paying more in taxes than you need to.
Recap
of what we discussed, so we’re both working from the same understanding
A Next Step
A next step, if one’s warranted
No. There is no reason to discuss any specific product or strategy until we understand whether there is a problem worth solving and what might actually fit.
That is completely fine. A good advisor may already be doing important work for you, and there is no reason to disrupt a relationship that is working.
Sometimes the issue is simply that a particular business-owner issue or capability falls outside what is currently being addressed. If that happens, we can work alongside your existing advisor and other professionals rather than replacing them.
No. Many of these issues cross financial, tax, legal, business, insurance, valuation, and other disciplines. When useful, and with your permission, we can coordinate with the professionals you already have or bring in specialized expertise where needed.
Then that is a perfectly acceptable conclusion. The purpose is not to manufacture a problem.
No. Start with the situation. If deeper analysis makes sense, we can determine what information is actually needed afterward.
There is no charge for the initial conversation. Its purpose is to understand the situation well enough to decide whether there is actually something worth pursuing.
Compensation is generally through various commissions or fees associated with the work and solutions provided — and frankly, that’s how I’m compensated. In some cases, the work may also involve outside specialists or professionals with their own separate fees. The first conversation itself is never contingent on buying anything.
No. Those are legal and transaction-advisory functions. Our role is to help you understand what you own, where the financial exposure sits, and how it fits into your broader financial picture, coordinating with the right professionals when their expertise is needed, not replacing them.