ADAPT Blog

I have said it before, and I will say it again: now is a fantastic time to buy a practice! Today’s low interest rates, motivated buyers, and comprehensive support network can help you launch the next phase of your career.

All too often, I see buyers and sellers alike sabotage what could have been a perfect transition. Sometimes, it just was not meant to be. Other times, an earlier mistake stops the entire process. By then, it’s often too late to fix — especially if the mistake has sowed distrust or doubt. 

Let’s look at three scenarios where a sale was torpedoed and explore how things could have turned out better.

As I talk to dentists preparing for career transitions, some are simply taking the next step on their long-planned path. But others are facing an unplanned change after “life happened” and made them rethink their priorities and goals.

Sometimes it’s a positive reason, like wanting to spend more time with grandchildren or pursue a non-dentistry passion. Other times, a health issue (whether their own or a family member’s) forces a shift. Maybe an elderly parent needs full-time care. Or they’re navigating a divorce or major life change. Sometimes it’s simply burnout.

When a doctor considers buying a practice, they look beyond the building and the equipment. After all, the patients and staff make a practice!

A strong, loyal patient pool is the most valuable asset in a sale, and long-term, well-trained staff are worth their weight in gold.

But if staff are unhappy with a transition — even if they stick around — patients are more likely to leave. So how can a new owner retain staff and patients after the transition?

Sometimes even the best-intentioned transitions fall apart. All too often, this happens because both parties overlooked the basics: clear communication and putting everything in writing. A few key actions can minimize the back and forth while keeping your transition on schedule.

Read on for one scenario in which a buyer and seller just couldn’t make it work, then learn how you can avoid similar problems.

Dental practices can grow slowly over several years – then suddenly reach a tipping point where an owner feels they need to hire an associate ASAP. But it is important to prepare the practice before hiring anyone.

This is part of the “What Went Wrong Wednesdays” series, in which we explore common problems of practice transitions – and offer tips to help you avoid them.

Retirement should be a well thought-out event that you take ownership of. To truly take control of your future, retirement planning should start years – even decades – before you anticipate finishing your career.

Here are two scenarios that illustrate what happened when a doctor did not completely think through their exit plans, along with suggestions to help you avoid the same fate.

This is part of the “What Went Wrong Wednesdays” series, in which we explore common problems of practice transitions – and offer tips to help you avoid them.

At ADA Practice Transitions, we place a heavy emphasis on making sure incoming doctors share a similar philosophy of care as the practice owner. While it may not be immediately apparent, having a shared approach is critical to the success of your future career or retirement plan, even if you are planning to sell and walk away.

This is part of the “What Went Wrong Wednesdays” series, in which we explore common problems of practice transitions – and offer tips to help you avoid them.

Welcome to “What Went Wrong Wednesdays,” a series in which we explore common problems of practice transitions – and offer tips to help you avoid them.

Many dental contracts include some version of a restrictive covenant, also called a non-compete clause. These clauses prohibit an employee from practicing within a specific geographical area (typically a defined radius) for a certain period of time after leaving a practice. These covenants generally also have a non-solicitation clause that will bar an associate from directly soliciting the employer’s patients or other employees.

This clause helps protect an owner dentist from competition – but it can also limit an associate’s career movement.