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The GrowOrtho Podcast

The GrowOrtho Podcast

Di: HIP Creative
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Have You Ever Asked Yourself: How can I get more patients? What are the systems I need to streamline operations? How can I be more effective with marketing? How can I align marketing and operations? How can I measure marketing results to see what’s working? If this is you, you’re in the right place. We’ve spent a lot of time talking with orthodontists, dentists, practice managers, office staff, and consultants, and we’ve actually built a framework to connect your office to patients & develop a relationship. Our Patient Acquisition & Retention Framework™ enables you to manage the patient experience from the first call through their procedure of interest. The GrowDental podcast is for dentists who want to run their practice like a business and discover how to take their practice to the next level.Copyright HIP Creative Economia Gestione e leadership Management Marketing Marketing e vendite
Episodi
  • What Is My Practice Worth When Selling To An OSO Or DSO In 2026?

    What Is My Practice Worth When Selling To An OSO Or DSO In 2026?
    Oct 20 2026
    Episode: What Is My Practice Worth When Selling To An OSO Or DSO In 2026? Show: GrowOrtho Podcast, Host: Luke Infinger, CEO and co-founder, HIP Creative Guest: Brian Christensen, CFA, Chief Development Officer, 7 Pillars Published: Summary: Selling an orthodontic or dental practice to a DSO or OSO usually takes about six months from signing with an M&A advisor to closing, according to Brian Christensen, CFA, Chief Development Officer at 7 Pillars, and 60 to 90 days of that is due diligence after the letter of intent. Buyers price the practice on adjusted EBITDA, which is revenue minus true go-forward operating expenses minus market-rate doctor pay, and multiples start to climb at roughly $1 million of EBITDA. Christensen estimates a one-doctor practice with $2 million of EBITDA an hour outside Atlanta would trade at about 7.5x to 8.5x, while very high EBITDA concentrated in one provider creates key-person risk that lowers the multiple. Earnouts only count if the targets are achievable, and buyers weigh the last three to six months of performance heavily. In 2026 the DSO market is shifting toward large groups buying smaller groups, sponsor-led platform mergers, and IPOs as alternatives to the traditional private equity recapitalization. Topics covered: practice sale timeline, M&A advisor engagement letters and success fees, adjusted EBITDA and add-backs, buyer selection and letters of intent, due diligence, exit multiples, earnouts, key-person risk, DSO consolidation, private equity recapitalizations, dental IPOs, the orthodontic M&A market. Key entities: 7 Pillars, Brian Christensen, Brett Pierce, Christy Ratcliff, Luke Infinger, HIP Creative, GrowOrtho Podcast, US Oral Surgery Management (USOSM), MB2 Dental, Heartland Dental, Foundation Dental Partners, Smile Doctors, myOrthos, Paradigm Oral Health, BlackRock Long Term Private Capital, Warburg Pincus, Thurston Group, SGA Dental Partners, Gen4 Dental Partners, Modis Dental Partners, Tyree & D’Angelo Partners, Park Dental Partners, Blackstone, KKR, Invisalign. About The Author Luke Infinger CEO and co-founder, HIP Creative | Host, GrowOrtho Podcast Luke Infinger leads HIP Creative, a growth partner for orthodontic, dental, oral surgery, and multi-specialty practices, and hosts the GrowOrtho Podcast, where he interviews the advisors, operators, and doctors behind growing orthodontic practices. Profile: [AUTHOR PROFILE URL] Featured Expert Brian Christensen, CFA Chief Development Officer, 7 Pillars Brian Christensen oversees client development at 7 Pillars, an M&A advisory firm that represents healthcare business owners. He previously worked in M&A at US Oral Surgery Management and as Vice President of Business Development at BOND Orthodontic Partners, and he holds an MBA from Southern Methodist University. Profile: https://www.7pillarsadvisory.com/our-practice/meet-our-doctors/brian-christensen/ Selling to a DSO or OSO takes about six months once the process starts, according to Brian Christensen, CFA, Chief Development Officer at 7 Pillars, and many practice owners start the conversation later than they should. Christensen has worked both sides of these deals. He did M&A for US Oral Surgery Management, helped a West Coast orthodontic support organization grow from 3 locations to 50 in about two years, and now represents sellers at 7 Pillars, a healthcare M&A advisory firm that completes 20 to 25 DSO and private equity transactions a year. In this GrowOrtho Podcast episode, Luke Infinger, CEO and co-founder of HIP Creative, asks Christensen to walk through a sale from the first signature to closing. They cover how buyers calculate adjusted EBITDA, which add-backs raise it, what multiples a single-doctor practice can expect, why an earnout can make an $8 million offer look like $10 million, and how the DSO market is moving toward platform mergers and public offerings. Christensen’s main advice for sellers is to know your numbers the way a buyer will calculate them, and to keep growing after you sign with an advisor, because the last three to six months of performance can move your multiple. Key Takeaways A practice sale run by 7 Pillars typically takes about six months from engagement to closing, with 60 to 90 days of due diligence after the letter of intent; the fastest deal Christensen cited closed in five and a half months.Adjusted EBITDA for a practice sale equals revenue, minus true go-forward operating expenses after personal and one-time add-backs, minus market-rate doctor compensation, which most groups set as a percentage of collections.Christensen said EBITDA multiples start to rise at about $1 million of EBITDA, and he estimated a one-doctor practice with $2 million of EBITDA an hour outside Atlanta would trade at roughly 7.5x to 8.5x.Very high EBITDA produced by a single doctor creates key-person risk, and 7 Pillars has advised owners in that position to add an associate or partner because the higher multiple can outweigh the lower ...
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    57 min
  • Why Most Orthodontists Get Their Commercial Leases Wrong

    Why Most Orthodontists Get Their Commercial Leases Wrong
    Sep 1 2026

    More than 90% of dentists and orthodontists negotiate their office real estate with no representation, and it costs them. Colin Carr explains that lease renewals are the single transaction where healthcare providers lose the most money, with the average practice leaving a couple hundred thousand dollars on the table, and roughly $300,000 on a standard 10-year lease for a 3,000-square-foot space. He walks through why savvy landlords treat an unrepresented doctor as an easy target, why ChatGPT and a family-law attorney friend cannot substitute for a healthcare-specialized broker, and why the broker commission is already built into every deal whether the tenant uses it or not. The episode closes with clear timing: start a renewal, relocation, or purchase conversation 18 months out, a ground-up build 18 to 24 months out, and a startup 9 to 12 months out.
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    Meno di 1 minuto
  • The 6 Treatment Coordinator Mindset Shifts That Take Close Rates to 75%

    The 6 Treatment Coordinator Mindset Shifts That Take Close Rates to 75%
    Jul 13 2026
    Episode: The 6 Treatment Coordinator Mindset Shifts That Take Close Rates to 75% Show: GrowOrtho Host: Luke Infinger, Founder and CEO, HIP Creative Guests: None (solo episode) Published: [07-13-2026] Last updated: [07-13-2026] Summary: Luke Infinger argues that treatment coordinator performance is a mindset problem before it is a training problem, and he lays out six shifts that change it. Only 20 to 30% of dental and orthodontic offices staff a dedicated treatment coordinator, which means most practices are asking an admin or the doctor to sell, and conversion suffers. The core reframe is that the patient who booked, showed up, and sat down is already pre-sold, so the consult exists to remove fear and friction rather than to convince. Practices that install these shifts can move from the roughly 52% average close rate to 75% or higher, add up to $1,000 in production per new patient start, and double daily consult capacity by cutting the new patient consult from 60 minutes to 30. Luke also covers pay structure, recommending low hourly with heavy commission upside rather than the high-hourly, low-commission model most practices default to. Topics covered: treatment coordinator role, case acceptance, close rate, consult length and scheduling capacity, sales mindset, patient objections and no-shows, softening language and tone, film review for sales teams, TC compensation and commission structure. Entities named: HIP Creative, GrowOrtho, Luke Infinger, George Bernard Shaw, Brian Tracy, Buckle, Amazon, Invisalign, HIPAA. AUTHOR BLOCK By Luke Infinger CEO & Co-Founder, HIP Creative | Author | Luke Infinger has spent more than 12 years helping dental and orthodontic practices grow through marketing, software, and education. He is the founder of HIP Creative, which works with more than 500 dental and specialty practices across the country, and the creator of Practice Beacon, a lead-tracking CRM built specifically for dental and orthodontic teams. His work has included taking practices from regional obscurity to nationally recognized growth benchmarks, among them helping an orthodontist become the fastest-growing in the country by 2018. He is also the author of multiple books on practice growth and a sought-after speaker for dental continuing education events. LinkedIn: https://www.linkedin.com/in/luke-infinger-b36a001b/ Most practices try to fix case acceptance with a new script. The treatment coordinator mindset is what actually moves the number, and it moves before anyone opens their mouth in the consult room. What your treatment coordinator believes about the patient walking through the door determines how they open, how hard they push, and whether they ask for the start at all. Luke Infinger opens this episode with a line from George Bernard Shaw: those who cannot change their minds cannot change anything. It sounds like a poster on a wall until you watch two coordinators with identical training produce a 45% close rate and a 78% close rate. The scripts were the same. The belief about the patient was not. Six shifts follow. They cover who should hold the role, what to assume about the person in the chair, how to hold your own certainty when leads go quiet, how to lower a guarded patient’s defenses, how to build consult capacity out of thin air, and how to pay a top performer so they never take a call from a competitor. Key takeaways Only 20 to 30% of dental and orthodontic offices staff a dedicated treatment coordinator (TC), and it is rarer on the dental side than in orthodontics.Putting a generalist in a sales role produces poor conversion. Luke’s view is that a salesperson can survive at the front desk, but an admin moved into treatment presentation usually cannot survive as a closer.The average practice close rate sits around 52%. Practices that treat every patient as pre-sold can reach 75% or higher.A one-hour new patient consult can be cut to 30 minutes with a defined format, which takes a practice from roughly three consults per day to six without adding chairs or hours.Over-explaining kills starts. Luke’s rule is that details are the enemy of execution, and he points to Brian Tracy’s “-er factor”: faster, better, easier, cheaper.Most practices pay treatment coordinators too much hourly and too little commission. Luke recommends flipping it toward minimum wage or near it, with significant upside tied to starts and revenue added.Installing these shifts can add up to $1,000 in production per new patient start. Free Growth Session Why should an orthodontic practice hire a dedicated treatment coordinator? A treatment coordinator (TC) is a specialized sales role, and only 20 to 30% of dental and orthodontic offices actually staff one. In orthodontics it is more common. In general dentistry, Luke says a dedicated TC is genuinely rare. The cost of not having one shows up as broken flow state. When the doctor has to sell, the doctor stops doing the only thing the doctor can do, ...
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    18 min
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