Business Succession Planning for Dental Practice Owners - Part III:
How Defining Your Goals Will Shape Your Dental Practice’s Business Succession Plan
Every type of plan, in any context, shares one thing in common: a goal. The success, failure, or utility of a plan all depend on whether it accomplishes at the end what it was designed to achieve at the beginning. For dental practice owners who are contemplating their future and that of their practice, clearly defining their personal, professional, financial, and practical objectives at the outset is the foundational step that will ultimately determine the structure of their business succession plan and the mechanisms needed to turn their intentions into reality. Without that clarity, even the most technically impressive and sound plan may prove to be disappointing or even counterproductive when executed.
Before any document is drafted, before any concrete steps are taken or decisions made, dental practice owners need to spend the time necessary to answer the fundamental, if existential, question: “What’s next?” Working closely with counsel and articulating what you want from your planning will lay the foundation for a plan that delivers the benefits and outcomes you want for yourself, your family, and your practice.
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Start With Personal Goals
Before addressing the future of the practice you spent years or decades building, you need to step back and evaluate your personal priorities. Ask yourself: What does an ideal transition look like for me?
For some dentists, the primary goal of a succession plan is financial security, ensuring that the proceeds from a sale or transition will support a comfortable retirement or future ventures. For others, it may be maintaining a reduced clinical role or continuing to treat long-time patients, while gradually reducing other day-to-day or strategic responsibilities of running the practice. Basically, how do you envision spending your time in the years ahead?
You should also consider lifestyle goals. Do you want to retire fully, relocate, or pursue other interests? Are you open to staying on as an associate for a period of time? These decisions will directly influence the structure of your succession plan, including deal terms, timelines, and the type of buyer you pursue, whether it is a merger with another practice, transitioning ownership or control to a partner, or selling to a dental services organization (DSO).
Define Your Financial Objectives
Once your personal vision is clear, the next step is translating that vision into dollars-and-cents terms. Understanding the value of your practice is, of course, essential to determining what is realistic and whether your goals align with the financial resources you will have at your disposal. But a deeper dive is also required and includes ascertaining:
· The minimum amount you need from a transition to meet your long-term financial goals.
- Whether you are willing to accept payments over time (such as earn-outs or seller financing).
- Your tolerance for risk in exchange for potentially higher returns.
For example, selling to a DSO may offer a higher upfront valuation but come with performance-based incentives. Conversely, selling to an associate or partner may involve more flexible terms but lower immediate cash.
Cementing Your Legacy
The practice you built isn’t necessarily or entirely defined by its financial success. For many dental practice owners, solidifying their legacy and protecting the goodwill they’ve worked so hard to earn is just as important as any financial outcome. You’ve built relationships with patients, trained staff, and established a reputation in your community. Naturally, you want that to continue, and doing so involves addressing issues such as continuity of care, retention of key dentists and staff, and preservation of your practice's culture and core values.
These considerations will play an oversized role in your choice of successor. A private buyer, such as an associate dentist, may be more aligned with preserving your practice identity, while a larger, faceless DSO may integrate the practice into a broader system at the expense of the very real but more intangible qualities that lie at the heart of your practice’s success.
Neither option is inherently better, but the right choice depends on your priorities. The key is to explicitly define what “success” looks like beyond the numbers.
Establishing a Timeline
Timing is a critical component of any succession plan. As we discussed at length in this previous post, the best time to start your business succession planning is right now. Yet many dentists approach such planning reactively, waiting until burnout, serious and unexpected health issues, or declining market conditions or financial circumstances force their hand and send them into panic mode.
By acting proactively and not under the pressures and muddled decision-making that come with a crisis, you can maximize the value of your practice, implement tax-efficient strategies, and prepare your team and patients for the transition.
Your timeline should reflect both your personal readiness and market realities. For example, if your goal is to exit within five years, you may need to begin preparing now by strengthening financial performance, formalizing operations, and addressing any compliance or legal issues. From a legal standpoint, early planning also provides flexibility. Certain structures and tax strategies require time to implement effectively, and last-minute decisions often limit your options.
Share Your Plans and Goals With Key Stakeholders – Including Your Attorney
While your business succession plan may be designed around your goals, the impacts and implications of your plan involve a whole host of stakeholders - family members, partners, and staff, as well as your attorney and financial and tax advisors.
While you don’t need to disclose every detail immediately, having a clear plan allows you to communicate with confidence and consistency. This helps build trust and reduces uncertainty during the transition process, and can minimize or neutralize potential conflicts among partners, potential successors, or others.
Clearly articulate your objectives, concerns, priorities, and timing to your attorney, as your expressed intentions will serve as the jumping-off point for their work crafting your business succession plan. You provide the destination, and your counsel will deliver a clear, comprehensive map to get you there.
If you have questions or would like to discuss business succession planning for your dental practice, please call Grogan, Hesse & Uditsky at (630) 833-5533 or contact us online to arrange for your free initial consultation.
At Grogan Hesse & Uditsky, P.C., we focus a substantial part of our practice on providing exceptional legal services for dentists and dental practices, as well as orthodontists, periodontists, endodontists, pediatric dentists, and oral surgeons. We bring unique insights and deep commitment to protecting the interests of dental professionals and their practices and welcome the opportunity to work with you.
Jordan Uditsky, an accomplished businessman and seasoned attorney, combines his experience as a legal counselor and successful entrepreneur to advise dentists and other business owners in the Chicago area. Jordan grew up in a dental family, with his father, grandfather, and sister each owning their own dental practices. This blend of legal, business, and personal experience provides Jordan with unique insight into his clients’ needs, concerns, and goals.
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