It is always a very sensitive time when a practice is transitioning to new ownership. Practice owners can feel a great attachment to their team, having spent time and resource on their development, as well as getting to know them on a personal level. When told the news, team members can feel vulnerable and anxious about what the future may hold and so delivering the right message at the right time is critical for success. 

Before the transition

Whether the proprietor has decided to sell to an individual or a corporate group, the value of the dental team is recognised by potential buyers and they will often seek to retain staff. It is understood that the front-desk team’s relationships with patients adds goodwill, as does the approachable and professional dental nurses and hygienists. If the seller is unable to tell the team of the change early on in discussions, they may want to consider ways in which they can help the team to prepare for the change so that they do not feel exposed when they are told the news. Are the team up-to-date with their training and educational needs for confidence in what they have to offer the new owner? Is their appraisal detailed with all their achievements to date? Have their personal development needs been identified and an action plan put in place? 

All in the timing

When to tell the team about the sale of a practice is a debated subject. Too soon, and it opens up a window for gossip and uncertainty, particularly if word gets out to patients who may then look to switch practices or be reluctant to commit to more extensive treatment. Too late, and the team might feel let down and shocked by the imminent change in management. Unfortunately there is no mathematical equation for working out the right moment and it will vary depending on the individual practice. 

Supporting the team

The team emotions are often one of the heaviest burdens on a principal and so selling to an experienced purchaser who can be trusted to continue looking after all members of staff.  Rodericks Dental, for example, offers a quick completion so that the “secret” does not need to be kept for a lengthy period. Further still, they can visit the practice out of working hours, even at the weekend, and they offer extensive training and support services for all professionals to advance their careers.

Selling a dental practice can opens up great new opportunities for the owner and the team. Managing the team during the transition can be challenging but with the right approach and support, it can go smoothly.

For more information please visit www.sellyourdentalpractice.net, email This email address is being protected from spambots. You need JavaScript enabled to view it. or call 01604 602491 (option 5).

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Dedicated to providing excellent patient care and dental treatment, Rodericks Dental is extending its services to bring eye care back into the healthcare setting.

It seems that too often these days, a visit to the opticians puts more emphasis on retail than healthcare. A trip to the opticians can feel more like shopping than tending to important eye conditions.

Rodericks is looking to change this by providing a combined healthcare solution for their valued dental patients that focuses more on their healthcare needs and giving advice on how to take care of their eyes.

The first Rodericks Dental Eye Care successful service was opened more than year ago from Buckingham House Dental Practice, with second following last year in Luton House Dental and Eye Care. Providing the same patient-centred care the group has become known for in dentistry, Rodericks is excited to watch the service develop and open more eye care services in the coming months.

Rodericks Dental – proud to be the corporate with a difference.

For more information please visit www.rodericksdental.co.uk

Benjamin Franklin, writer and scientist once said, “By failing to prepare, you are preparing to fail”. This philosophy can be applied to many situations, including that of selling a dental practice. Whether you are looking to reduce the burdens you shoulder, or are ready to move on to something new, preparation time put in before the sale can make the transaction much quicker and smoother.

There are many benefits to owning and managing a dental practice, but sometimes the administrative tasks and regulatory compliance can mean dentists lose focus of the reason they entered the profession in the first place –to care for patients. As with any sale, be it a car, house or dental practice, preparation is crucial. Time spent on refining and enhancing the practice will ensure it is sold at its highest possible value, to the right buyer.

The area which can slow down the process is the gathering together of all the necessary paperwork. Time spent ahead of the sale can help quicken this up and make it a lot less stressful towards the end. The main items that need to be made available include:

• Contracts, including staff, equipment suppliers, software suppliers etc.
• Financial accounts
• Policies and procedures, including health and safety, infection control etc.
• Building certificates
• Care Quality Commission (CQC) documents
• Price lists

Finally, in the preparation stage, do not forget your dental team! It can be a stressful time for all, timing needs to be considered carefully; they should not be told too soon in case the situation changes and staff become demotivated or consider moving on, but equally, you want to leave enough time so as to reassure them that their jobs and their patients will be looked after.

Selling to a dental corporate can often help an independent practice achieve its full potential. Their marketing budgets are larger and therefore they have the ability to reach a wider target audience, but they remain mindful of the existing practice’s ethos and patients. There is also a huge clinical and administrative support system for staff to utilise, with various learning and CPD opportunities readily available that are often subsidised. For example, Rodericks Dental is renowned for its commitment to patient care and treatment, plus, it prioritises staff development and career progression and has a dedicated, experienced team to help you through the transition.

If you wish to take the next step and are looking to sell your practice, make sure you know all your options and have all the information you need to leave your patients and staff in the safest hands.

For more information, please visit www.sellyourdentalpractice.net, email This email address is being protected from spambots. You need JavaScript enabled to view it. or call 01604 602491.

Michaela Deseta, a dental hygienist and therapist currently studying to become a dentist, shares her career experiences so far, highlighting the importance of practical work for career progression.

During my degree in Dental Hygiene and Therapy at the University of Portsmouth I found that I particularly enjoyed the therapy side of the course. However, securing a job in this domain is difficult as the vast majority of jobs available are for private hygiene. Therefore, following graduation in 2010 I began an optional Therapy Vocational Training (TVT) year with Rodericks Dental, where I was initially placed at a practice in Newbury and then in Slough.

The TVT year was fantastic and involved four days a week in the practice treating patients under supervision and one day attending practical and theoretical courses at either Oxford or Slough hospitals. These informative days covered a multitude of areas, from ethics to hands-on patient care and were a brilliant way to enhance learning. My TVT year greatly improved my confidence and clinical skills, both with hygiene and therapy.

Following the TVT year, I remained working and spent my time split between various practices including Newbury, High Wycombe, Wallingford and Farnborough. I loved providing therapy to patients and particularly enjoyed treating children who came to see me for prevention, fillings and extractions.

The practical experience gained whilst working in these practices reflected positively in my applications and allowed me to attain a place at Kings College London to study dentistry. I enrolled on the course in 2012 and I am now in my fourth year. My tutors have been impressed with my clinical skills and confidence with treating patients, which has allowed me to advance further. Having treated patients previously through my job, the enhanced knowledge and skills I had developed helped me to win some prestigious academic and clinical prizes.

Alongside my degree I work part-time as a dental hygienist at Rodericks’ Marylebone House Practice. With its evening and weekend opening hours, I am able to easily fit in work around my studies and the dental nursing support provided by the group makes my sessions much less stressful. Earning a decent wage compared to working within another sector has also made a huge difference to me financially throughout my degree.

Rodericks Dental has been an ideal corporate to work for as they have several practices throughout England and Wales. Every time I have moved location during my five years of working for the group, I have been able to get work at a practice nearby which has been brilliant. Furthermore, I like the fact that all the practices have the same high standard of patient care and follow the same protocols and procedures, making it easy to move between practices. Working within several practices and with highly experienced professionals, I gained skills that proved integral for fast progression and have stood me in good stead for the future of my dental career.

For more information please visit www.rodericksdental.co.uk, email This email address is being protected from spambots. You need JavaScript enabled to view it. or call 01604 602491.

Richard Smith discusses the importance of maintaining focus on excellent patient care while expanding a dental business and his new appointment as Non-Executive Director at Rodericks.

With recent and foreseeable changes within the UK dental sector, it is crucial that dental care providers continue to evolve. The demand for excellent patient care and treatment remains high and indeed many will agree that it is intensifying with modern societal pressures and increased awareness among the public.
 

Alongside this requirement for clinical excellence and outstanding patient care, is the need to expand services and increase access to both NHS and private dental treatments across the nation. As such, leading dental providers have been developing their services and attempting to deliver the care and treatment needed in different areas of the country.

Someone that understands this need for growth and the processes involved is Richard Smith.
 

Richard has a huge wealth of experience and expertise in running and developing companies and groups within the dental and pharmaceutical sectors. He began his career at Unilever before spending 30 years working in a series of roles across customer service, multisite operations management, marketing, finance and operations, including a senior role at Somerfields Stores plc. Richard later became Managing Director of Lloyds Pharmacy in 2005 and then CEO of IDH in 2010. Richard is also the Chairman of Europe’s largest diagnostic and cancer care business, Affidea, and is therefore heavily involved in healthcare across Europe.
 

“Having previously developed a dental business over four years to become the largest in the world, as well as being actively involved in the expansion of a pharmaceutical chain company, I have a fair amount of experience regarding what happens when an organisation grows. With my responsibilities in previous roles including management of the financial, legal and technical aspects, I have also developed an extensive network in these areas.
 

“As with anything, you often learn the most when faced with situations where something has gone wrong. I have witnessed a variety of circumstances throughout my career in the dental, pharmacy and retail sectors, which have contributed to my understanding and knowledge of such projects. Even for companies that are very well run, some changes must still be made in order to ensure the new business structure is well supported.
 

“Despite growth plans, I believe it is very important for dental providers to remain true to their original ethos and values. Care for patients should always remain the top priority; it’s crucial to maintain this alongside increasing access and developing the business.”
 

This is a view share whole-heartedly with Rodericks, a leading dental group in the UK committed to providing excellent patient care and service and increasing access to NHS and private dentistry.
 

Richard recently joined Rodericks as a Non-Executive Director and he is looking forward to sharing his expertise in order to help drive the group forward.
 

“I initially met Shalin Mehra, Managing Director of Rodericks, when I co-founded the Association of Dental Groups and he became a member. A very down-to-earth and personable man, his passion for dentistry is evident and I quickly became impressed with his organisation. As a dentist running a dental group, he naturally brings dental excellence to the fore and I believe his group to be the best quality operation in the profession. When Shalin asked me to get involved I was delighted by the opportunity – I don’t think I would have gone anywhere else in dentistry.”
 

Concerning his new role with the dental group, Richard clearly has an abundance of experience and skills on which to draw.
 

“It is still early days for my involvement with the dental group, but my major focus with be on what we can bring to the growth plan of the business. As changes are implemented to facilitate growth, I hope to help make sure the transition is as easy and as effective as possible. Based on my previous experience, I hope to help the group avoid any potential pitfalls as it continues to expand with a key focus on excellent patient care.”
 

For Richard, a huge benefit of returning to dentistry is the opportunity to visit practices and meet the staff on the ground.
 

“I have really enjoyed visiting the practice and management teams – it’s probably the main element I really missed when I took a break from dentistry. It’s great to meet the team in-person and discuss any concerns or successes, and I am looking forward to doing this again.”
 

Looking to the future of dentistry, Richard comments:

“There is a definite move towards consolidation of the dental market, but approximately 85% remains independent. While I believe there will always be a place for the independent practices, I think there will be a growing place for corporates to introduce brands and collective ways of working in dentistry.
 

“What’s more, the future of dentistry might soon encompass other primary care. In various industries I have experienced diversifying from the core services provided, because there is the opportunity to provide more for patients within the existing setting.
 

“In my opinion, Rodericks’ clinical background will make it well-placed to capitalise on these prospects in the future. However the ownership looks in 20, 30 years time, the organisation could be the embryonic beginning of a very successful, major force in corporate NHS and private dentistry. Whatever happens, the group will be an incredibly good platform from which to successfully develop a model synonymous with the future dental sector.”