I'm writing to share a bit about my journey in dentistry and why I'm passionate about helping fellow practitioners.

After graduating from dental school 24 years ago, I quickly realized that the curriculum didn't prepare me for the business side of running a practice. Like many dentists, I learned through trial and error, advice from peers, consultants, and even sales representatives. This often leads to dentists being successful despite a lack of formal business training. This gap, I believe, is precisely why Dental Support Organizations (DSOs) have identified an opportunity to implement systems and reduce overhead to increase profitability.

My own experience involved seeking out consultants for business acumen and relying on sales reps for advice on equipment and supplies. I consistently ordered from one of the major supply companies, never questioning their pricing, and assuming my representative had my best interests at heart. This assumption proved to be incorrect when I began acquiring additional practices. When I expanded from one practice to two, my representative informed me I was now eligible for a "better pricing structure." This immediately raised a question: why wasn't I already getting the best price? They then explained that acquiring a third practice would lead to yet another price reduction. This highlighted the "economy of scale" model often seen in DSOs, where more offices mean better pricing. Unfortunately, this often leaves solo private practices paying top dollar.

One day, my assistants, who handle most of the ordering, asked if I had ever considered ordering from a different supplier. I hadn't, so we reached out to another company for a price comparison. I was genuinely shocked to discover that even with my "better pricing" from my current company, I was still paying more than a competitor. This revelation changed my approach entirely. I started actively shopping around and negotiating, which significantly reduced my overhead and increased my practice's profitability. This has multiple benefits, including better margins, increased take-home pay, the ability to pay my staff more, and ultimately, a more valuable practice when it comes time to sell.

Then, COVID-19 impacted our industry, forever changing the business landscape. We've seen increased costs, staff shortages, rising wages, and a slowdown due to patients delaying treatment. During the months we were shut down, figuring out overhead became even more critical for sustainability. I also knew that despite DSOs representing a small portion of the market, they were still securing the best prices.

This situation sparked an idea: to help other dentists while also benefiting my own practice. Although I'm back to a single practice, I wanted to achieve the same pricing structure as if I had multiple locations. I reached out to my trusted vendors and negotiated significant discounts that I could pass on to other doctors. I understand that I'm not alone in dealing with rising costs and increasing staff salaries; the impact of inflation is visible in our personal lives, from grocery bills to gas prices.

This led me to build a buying group designed to help practices manage costs across various areas. I've invested my time, money, and effort into securing these deals. My hope is to extend these benefits to as many private practices as possible. Let's work together to strengthen and save private practices.

Sincerely,

Dr. John Montoya

I personally use the group of vendors collectively and have dropped my overhead by 20%

Paul is also helping to support you with 10% off the first three months of your membership to Dental Purchasing Partners