When most dentists envision buying a practice they see the process as being a quick turnaround transfer of power: “I give you the money, you introduce me to your staff and patients and then hand over the keys.”

Indeed, if you have the right experience, the business know-how and the ideal economics behind you, then you might be able to make it work that way.

However, while this turnkey approach is the fastest path to full ownership, it also brings with it the highest risk. For one thing, it gives you a short time for an ideal transfer of goodwill. An older, retiring doctor is likely to have older patients and staff members who are less inclined to stick around for a change in ownership.

Consider that you'll have to hit the ground running and ramp up your productivity quickly if you are to have any chance of matching the established owner's revenue level. Not only do you have to keep up with what the previous owner produced to manage expenses, you have to also produce enough on top of that to service the debt from your purchase.

That's why I advise young dentists who are looking to buy a practice to consider a more measured, progressive “transition” approach because it offers an effective counterbalance to all these risk factors. By structuring a buy-in over three to five years you have the opportunity to build goodwill over time and really get to know the patients in a low-pressure situation. You also build strong working ties with the staff.

Best of all, by going through a transition you buy yourself time to increase your clinical and value skills, as well as, your confidence in presenting ideal care as you grow under the guidance and mentorship of the established dentist. When the time comes for the final transfer of ownership, you and the practice are ready and the transition is smooth, seamless and practically guaranteed to succeed. The transitioned approach greatly improves your chances of getting the practice of your dreams. Let's face it, the most sought-after practices – the ones with the best technology, a thriving patient base and a proven capacity for generating growth – are out of reach for most first-time buyers. The only way to get into this kind of practice is to work your way into ownership over time through a process that provides the economic support you need and protects the value of the practice for everyone. It may take a little longer, but in the end you'll be way ahead of others who settled for less just to get their name on the door right away.



Comments

Commenter's Profile Image Bill Blatchford
August 14th, 2012
I do not agree with this transition idea. We have had great sucess doing the opposite. As long as the seller is working in the office, the buyer has all the responsility and NO authority. I am currently taking apart three of these transitions. In two of the cases, the seller is taking home more income than the buyer. The staff and the patients remain loyal to the seller as long as that person is present. How do you create two incomes from a one income office over the weekend? Adding more capacity does not always increase the demand. I suggest that the buyer ask two questions to the seller. One how many patients are you currently turning away? How much of your current income are you willing to give up if I buyin? Very important questions. The transition idea works well for brokers and equipment suppliers. It does not work well for young buyers. Bill Blatchford DDS
Commenter's Profile Image Stephen White
August 14th, 2012
My experience confirms everything Dr. Blatchford said. I personally experienced a failed transition due to the reasons he cites. I also know of at least two other doctors who had failed transitions as well. I believe there is more risk in entering into a transition agreement than just buying a practice outright and waving goodbye to the selling doctor.
Commenter's Profile Image Matt Standridge
August 14th, 2012
Yeah, sorry, but this is totally wrong. As long as old-owner doc is around, staff will be going to him/her for answers and orders. And the new doc will here "Well, that's not how Dr. So-&-So does it". Best to give the transition 1-2 weeks, and end with Dr. So-&-So heading south for retirement with some palm trees and umbrella drinks.
Commenter's Profile Image Tom Cooper
August 14th, 2012
You must distinguish properly designed transition plans from a simple practice purchase. The former is a wealth-building strategy. In both cases, however, the due diligence and "spade-work" must be done. Many of these deals are done by brokers and not specialists. The clients expectations and goals need to be aligned and the financial due diligence and proper documentation need to reflect these goals. I have seen many deals that failed and, invariably, it is because the proper time wasn't spent on these issues. When the planning is done properly, these deals can be a HUGE success and I think this is what Mr. Manji is talking about.
Commenter's Profile Image Tom Cooper
August 14th, 2012
One more comment: Dr. Blatchford mentions the income and patient allocation disparities; this is a sure indication that the planning wasn't done at the front end. The fact is, that the patients BELONG to the new owner. If they are not being allocated properly, it is due to poor coaching on transition and leadership issues. This stuff is eminently coachable and these problems can be avoided if the proper expectations are established and thorough planning is done up front. Unfortunately, too many young doctors fall prey to brokers, who simply throw them into these deals, with little concern about what happens after the deal is closed.
Commenter's Profile Image Stephen White
August 15th, 2012
My failed transition was planned in detail by Mercer, along with the two other doctors I mentioned. I felt that Mercer did a very good job planning things, however when it came to the day-to-day implementation, the wheels came off. The fact is that the selling doctors are almost never willing to make the financial sacrifices and relinquish any authority to the incoming doctor in order to make the transition a success. The two other doctors who had failed transitions reported the exact same issues. I think many doctors wishing to sell their practices are interested in longer transitions in order to increase their income dramatically for a few years prior to retirement rather than make the incoming doctor successful. While there is nothing wrong with that, it does lead to problems which tend to torpedo the plan.
Commenter's Profile Image Tom Cooper
August 16th, 2012
Dr. White makes a valid point. It is not enough to design the transition properly; but then leave the clients alone. This is why I believe in staying engaged with my clients and continuing to coach and help the partners to manage their transition. Folks are busy doing dentistry and, despite best intentions, they fall back into familiar roles. This stuff is life-altering and requires real vigilence
Commenter's Profile Image Tom Cooper
August 16th, 2012
Sorry...I meant vigilance!