Many owners assume the “ideal” path is selling their dental practice to an associate. In reality, it’s often just the traditional path. Today’s buyer landscape has shifted. Between the high cost of capital and the reality of post-graduate debt, many associates are more cautious about taking on ownership risk or buying at market pricing, even when they’re clinically ready. At the same time, DSOs have become more prevalent in many markets, which gives owners a new set of options to evaluate in a dental practice sale.

When Dr. M approached TUSK, she had fully expected an associate transition, but after seeing private equity acquire practices in her area, she began to get curious. She wanted a clear read on two things: what her practice was actually worth and what a DSO partnership would look like in writing.

What surprised Dr. M was the valuation. She didn’t realize the market would value her practice at the level it did, which reframed the entire decision from “associate vs. DSO” to a more practical question:

Which path protects my team and patients and delivers the best overall outcome for me?

When The Strategy Changed

When Dr. M came to TUSK, she wanted to make a smart decision with full information.

While we were in market, her practice continued to grow month to month.  It reinforced that this was a practice with momentum, and buyers had to underwrite it accordingly.

So we ran a process designed to create real choice. The goal was to get multiple credible buyers to put pen to paper so Dr. M could compare:

• economics and structure
• how each buyer would protect her team
• how patient experience would be preserved
• and how the proceeds could help eliminate remaining debt in the business

What Dr. M Cared About Most

Dr. M was team-first and patient-first. She wanted a partner who would take care of her people and respect the standard of care she built.

And like many owners considering selling a dental practice, she also had a practical objective: use the transaction to pay down remaining business debt and reduce the risk she was carrying personally.

The Result: Six LOIs, Then A Fit-First Decision

The process produced six unique LOIs. As a seller, having several options on the table creates leverage, improves terms, and gives you the freedom to choose based on more than price. Dr. M was able to see the full scope of the marketplace to determine which group was the right fit.

Dr. M ultimately chose the partner that felt like the best fit for her team and patients, and helped her monetize her business at a higher valuation than she would have in a doctor-to-doctor transition.