PDF Version - Glidewell Dental Labs

ST: No, it was definitely the former. I knew
there was a need from the time I spent
in my dad’s practice and from talking to
so many dentists out there, including my
dad’s friends who asked for my help —
I did some consulting work back then, too,
with other dentists. Working through the
practice broker network of these dentists
who needed help, I realized there was a
real opportunity.
When I started PDS in 1994, this business
model was relatively new. It wasn’t well
received by dentists, except for those who
got involved early. We’ve had to work our
way through this the past 15 years. For the
most part, however, the business model is
fairly well accepted and understood, and
the roles and responsibilities are clear. It’s
been a big growth segment.
MD: I would imagine that you are met with
a lot less suspicion from dentists today than
you may have been met with back in 1994.
Is that true?
ST: That is absolutely true.
MD: PDS has a well-established track record
now and so many affiliated offices. How
many offices does PDS currently work with?
ST: We’re approaching 250 practices.
MD: I don’t think you can get to 250 practices
if you’re not doing things correctly, treating
people right and empowering dentists to have
success with your system.
ST: Our turnover at what we call the
Owner Dentist level is extremely low.
MD: And what criteria does PDS use to find
prospective dentists? Do you go out and look
for them, or do they find you? How does the
process work?
ST: It works both ways. We go out and
look for them and they come to us. We
actively recruit in the dental schools and
local markets.
We have fairly rigid criteria we’re looking
for, the different talents and skill sets.
After doing this for 20 years, I’ve sort of
figured out what will make a dentist be
fairly successful in his or her practice.
Interview with Stephen Thorne27