Scale Your Dental Practice with Jeromy Dixson – 012

Flossing. Cavities. Crowns. It all just adds up to a bunch of dental drama.

But if you are a dentist, and you want to be big – like real big – listen in to Jeromy Dixson.

The guy delivers, and is totes the real deal.

Dentists – listen in – JD is solid. He has a JD in JD. He is an axe in the DSO space.

Check this out…

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Our podcasts are interviews between Justin Krane, Krane Financial Solution’s President, and various professionals, one or more of which are or have been Krane Financial Solutions clients. However, nothing stated within the podcasts should be considered a testimonial or endorsement of Krane Financial Solutions or Justin Krane, and the professionals have not been directly or indirectly compensated for being interviewed.

Our podcasts are interviews between Justin Krane, Krane Financial Solution’s President and various third-party professionals. Noting stated within the podcasts should be considered a testimonial or endorsement of Krane Financial Solutions or Justin Krane, and the professionals have not been directly or indirectly compensated for being interviewed.

Jeromy Dixon is a top DSO thought leader, a three-time INC Magazine 500/5000 awarded entrepreneur and the Founder/CEO of The DSO Project. Jeromy helps others build, grow and sell DSO’s and works with investors in the DSO space. Dr. Dixson is the creator of The DSO Project, the first dental support organization and DSO accelerator.
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Why DSO’s are so Polarizing

Anytime there is a disruption to an industry, people don’t know how to deal with it.
There’s a lack of understanding that DSO’s are not going away.
There have also been DSO’s that has given others a bad name.
Jeromy knew he did not want to get to the middle of his career and not be able to compete.
He saw a lack of high-level quality of care – but he didn’t love the corporate structure.
Instead of following that structure he decided his DSO would put the doctors first by giving them the autonomy and support to allow everyone within that organization to thrive.

Raising your Valuation

Work towards increasing your EBITDA – Earnings before interest, taxes, depreciation, amortization.
Investors look at a dental group’s value at a multiple of EBITDA.
Depending on the size of the group, the multiple can be different.
You want to build your practice in a way that builds the grip directly along the lines of what investors want.

Building a Doctor Pipeline

You need to find the right doctors.
Utilize multiple different channels to ultimately bring those types of doctors.
If you want to hire new graduates, you need to get into dental schools.
You have to build a channel.
Once you find the right doctors, you need to retain them.

Practice Analytics

Jeff Clark and Jeromy started a company to create real-time dental practice management analytics.
Using this software, executives are able to pull reports that show KPI’s, your enterprise level by region or by office, and report numbers from hygiene, restorative, or any other area in the office.
Each member of the staff should have three to five key performance indicators that they track and report to their superiors.
While this software was originally created for DSO’s, Jeff has been able to create a version for single practice offices.

Best Quotes:

“If the bank can look at your existing business and there’s adequate cashflow, the ratios are appropriate there. They’re going to feel good about that risk and there’s going to be available capital for you up to a point.” (15:24)

“I think anytime there is a disruption in an industry, those who are entrenched in that industry are concerned and they don’t know how to deal with it.” (20:14)

“I can tell you that getting the right doctors and retaining them is the single most limiting factor of any dental group or DSO.” (25:57)

“I look at my time. 20% of what I spend my time doing is probably providing around 80% of my income or my success.” (28:46)

“I love it because at the click of a button, as an executive, I can pull up a dashboard that tells me there’s six or so KPIs that are most important to me.” (32:25)