Why Multi-Location Ownership Is the Next Great Opportunity

Across the U.S., U.K., and Europe, the dental industry is undergoing a major transformation—one that presents both a challenge and an extraordinary opportunity for dentists willing to think beyond the operatory.

A retirement boom is on the horizon. In the U.S. alone, it's estimated that one in every three dentists will retire within the next six years. Meanwhile, the number of new dentists choosing to own practices continues to decline.

Today's graduates are entering the workforce burdened with unprecedented student loan debt. They want to work in modern, high-tech environments, yet often can't afford to build or buy one. Add to that a post-COVID education landscape where many dentists are graduating with fewer clinical requirements and limited business training, and the gap between experienced practice owners and new graduates continues to widen.

This is where the opportunity lies. By owning a multi-location group practice, you can help fill the growing void in dentistry—creating workplaces for young dentists, building scalable systems that multiply your impact, and establishing a sustainable succession plan for your future.

A Smart Investment

Compared to other industries, dentistry has long offered generous and reliable returns, averaging between 20% and 30%. It's also considered a business with low implied volatility, meaning it performs steadily year after year, even in challenging economies.

These characteristics are exactly why private equity firms, family offices and institutional investors continue to pour money into the profession. They understand what many dentists overlook: dentistry is a resilient, high-margin business with strong fundamentals.

As Warren Buffett advises, "Invest in a business you understand—one where you have a competitive advantage." For dentists, that business is dentistry itself.

From Owning a Job to Owning a System

Owning a single practice often means your income is tied directly to your chair time. Your revenue potential is capped by how many patients you can personally see. But a multi-location model breaks that ceiling.

With multiple practices, you transition from owning a job to owning a system. You're no longer the center of production—you're the coach leading a team of dentists and professionals who extend your reach and multiply your output.

Consider the math: in the U.S., if your current practice is profitable, banks often finance a second location at 100%, no money down. Within two years, if that new practice generates $1 million in revenue, you could net around $20,000 a month in returns after paying your dentist, team and debt.

To generate that kind of return in real estate, you'd need dozens of rental properties, hundreds of thousands in capital, and a tolerance for market volatility. Dentistry, by contrast, offers predictable, recession-resistant growth in an industry you already know intimately.

Building a Legacy Business

As a multi-practice owner, your role shifts from clinician to leader, mentor and community builder. You'll coach young dentists through their first implants, help them buy their first homes and provide the flexibility and support today's professionals value most.

This approach not only empowers your associates but creates what I call a legacy business—a practice network built on mentorship, opportunity and shared success. Why wait until retirement to start giving back when you can make a lasting impact right now?

A well-structured group practice also provides an ongoing succession plan. Instead of selling everything in one transaction at the end of your career, you can gradually unlock equity as you grow. By purchasing the commercial real estate associated with your practices, you further de-risk your investment and create additional streams of income independent of chairside production.

Overcoming the Barriers to Growth

If multi-practice ownership is such a proven model, why aren't more dentists doing it?

Fear, uncertainty and doubt—what I call the FUD factor—often hold dentists back. Many are perfectionists who struggle to delegate or trust others with patient care. But in business, perfectionism is the enemy of profit. The goal isn't perfection; it's excellence and scalability.

Some dentists also face an upper-limit problem. They've reached what they once defined as success and can't imagine achieving more. Others have tried expanding before but failed—usually due to misaligned values, poor onboarding, or lack of systems.

The good news? These challenges are solvable. You can hire experts to complement your skills, develop training programs to ensure alignment, and create clear expectations for every new team member.

My Journey

From 2017 onward, our group expanded from two to twelve locations. It wasn't without missteps, but those experiences shaped a model that works. We developed a six-week fellowship program for new dentists, covering personal finance, time management, communication, and over-the-shoulder clinical mentorship.

We use the EOS Traction System to track progress and measure success through key performance indicators, and we align incentives for our leaders—rewarding practice managers and associates who help the business grow. When the business wins, everyone wins.

Crafting Your Vision

The first, and often most overlooked, step in building a multi-practice organization is creating a clear, compelling vision. Define what success looks like for you. Share that vision with your team, challenge them to take ownership of it, and empower them to help make it a reality.

Dentistry today offers more opportunity than ever before. By embracing the multi-location model, you can create wealth, build teams that thrive, and expand your impact far beyond what you can do alone.

The future of dentistry belongs to those who think bigger, those willing to move beyond the chair and become architects of the next generation of dental care.