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This is Riz Hatton with the
Becker's Dental with DSO podcast.

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I'm thrilled to be joined
today by David Tony,

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chief Growth Officer of
Independence Dental. David,

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thank you so much for being here today.

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Well, thank you Rose for having me.

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Fantastic. Well,

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could you start by introducing yourself
and telling us a bit about your

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background?

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Sure. Again, that's, uh, David Tony.

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I'm the Chief Growth
Officer of Independence, uh,
dental. Um, in that role,

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I'm mainly head up all of the business
development, uh, efforts. I, uh,

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come from the dental implant world
for many years. I was with, uh,

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noble Biocare and leadership roles in the
US and Europe before going over to the

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Straumann group where I was heading
up their Neo dent division, um,

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in global markets outside of
Brazil. Uh, from there I went on to,

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uh, uh, be the president of Clear Choice
and Implant Centers East Division. Um,

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and during the pandemic, myself and
a few other, uh, partners launched,

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uh, a new and differentiated type of
dso uh, platform here in the States.

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Fantastic. Thank you. So my
first question for you is,

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what are the biggest issues
you're following in dental today?

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Wow. Well, the, uh,
there's several and, uh,

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of course right now the biggest issue
is, uh, you know, what's going on with,

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uh, credit markets, uh, with the,
uh, uh, the economy, uh, in general.

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There's just, uh, so much
uncertainty and, uh, inflation and,

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and rates going up and, uh, we're, we're
watching all of that, uh, you know,

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very closely.

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Interesting. Thank you.

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So what are you most excited about and
what makes you nervous when you think

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about the future of dentistry?

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Um, well, that, you know,
that's a great question.

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We actually founded this platform
because of some of our concerns around,

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not all DSOs,

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but many DSOs and what we would call
corporate driven dentistry or quota driven

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dentistry, and, and perhaps some of the,
uh, you know, the negative impacts of,

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uh, you know, focusing, you know,
only on, or mainly on cost and,

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and just trying to drive cost out of
the system, you know, uh, you know,

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cheaper, you know, care. Um,

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and as the market is consolidating very
quickly into corporate dentistry, um,

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we wanted to create a,

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a platform for those type of dentists
that still wanted to practice in a premium

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manner and, uh, you know, not be
told, you know, what to do. Uh,

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so, uh, many concerns going on
around, uh, the whole, uh, uh,

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you know, space with, uh, with
dentistry. But I think that, uh, uh,

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there's always gonna be
a home for, you know,

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the boutique dentist that really wants
to focus on, you know, quality dentistry.

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Could you talk a bit about
what makes, um, a good dso?

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What are some of the traits, um, that
you've found that good DSOs have?

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Well, gosh, there's so many
DSOs out there, and they
come in many different, uh,

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uh, flavors. So I wouldn't wanna
label one good, you know, or bad.

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Um, there's, uh, uh, there, there's
a, a, a place for, you know,

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for all of them and, and,
you know, different, uh, you
know, types of practices.

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Uh, some of the, the bigger,

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more traditional DSOs provide
a transition opportunity for,

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um, dentists that are, uh,
looking to, to retire and,

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and can't find a, uh, another dentist
in this market to, uh, to buy them.

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Um, so what I like to tell,
you know, clients is, you know,

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really take a look at the business model
and see if it's a good fit for you and

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your, both, your short and your
long-term, uh, goals. Uh, you know,

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you really only get one chance to,
to sell your practice. And, uh,

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you're gonna be in most of these dental
partnership organizations partnered with

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them for three to five years. So, um,

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you really wanna make sure
that how they operate is,

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is and how they're gonna ask you
to provide dentistry is, uh, uh,

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you know, very, very important because
there's no looking back after you've,

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you've signed on.

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Great. Thank you.

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So what will the most effective healthcare
leaders need to be successful in the

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next two to three years?

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Um, you know,

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one of the things that I
think about a lot is culture.

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And what's interesting about that is
that it seems like every organization now

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has read enough books. They know
enough about what to say about culture.

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Um, but what leaders really
need is, is authenticity,

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because, uh, culture is more
than just the, the, the, the,

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the slogans and you talking
about, uh, uh, accountability,

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uh, which, which you
really mean is fear. Um,

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and I just think that there's a
lot of leaders out there that, uh,

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are paying lip service, uh, to culture.
Uh, and they really need to be, uh,

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authentic and meet their employees and
their partners where they're at and have,

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you know, more real conversations and
to, you know, to listen to them more.

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Um, I think that seems to be lacking in,
in many, many organizations right now.

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Fantastic. Well, David,

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thank you so much for joining me today
and for all of your fascinating insights.

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I look forward to connecting
with you again in the future.

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Yes, thank you. You have a wonderful day,

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and we'll look forward to seeing you soon.

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Thank you.