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Hey there, dental professionals and industry enthusiasts.

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Picture this. It's October, and you're in the

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middle of one of the most transformative

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experiences of your career. You're at the Becker's

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Fall Future of Dentistry Roundtable in the vibrant

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city of Chicago, fresh off an incredible 3

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days at the Hyatt Regency. Imagine yourself inspired

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and invigorated

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after attending captivating keynote sessions by none other

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than the legendary boxing world champion and CEO,

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Lila Elite, and the extraordinary

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professional basketball player, Caitlin Clark. See yourself engaged

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in lively discussions,

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exchanging ideas, and collecting a stack of business

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cards from fellow dental experts and potential partners.

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You've networked with over 350

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attendees and learned from more than 80 speakers

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who are at the forefront of dental innovation.

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You sat in on educational sessions exploring topics

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that elevate dental care as a critical element

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of whole person health. You've witnessed firsthand how

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digital technology is revolutionizing

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patient outcomes

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and how both large DSOs and independent practices

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are flourishing. Get ready to transform your career

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and don't miss out on this incredible

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opportunity. The Becker's fall future of dentistry roundtable

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is from October 30th to November 1, 2024.

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Get registered by going to beckersdental.com

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and clicking on the events page.

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Hello. This is Cameron Cortejano with the Becker's

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Dental and DSO review podcast.

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I'm thrilled to be joined today by doctor

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Jason Genta, who is vice president of clinical

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operations at Smile Brands. Doctor Genta, thank you

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so much for being here today.

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Cameron, thanks for having me.

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To start us off today, can you introduce

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yourself and and tell us a little bit,

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about your background?

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Yeah. Of course. As you mentioned, my name

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is doctor Jason Genta, and I am the

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vice president of clinical

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operation for Smile Brands. Smile Brands is

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an organization

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with nearly 700 dental offices, and we have

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over 2,000

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providers,

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with our doctors and our hygienists.

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My role with the organization

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is really around

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the growth of our providers.

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So anything clinical initiatives

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focused, whether it be technology,

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supplies,

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or or any new research

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or CE.

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Those kind of all fall into my wheelhouse.

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And

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like I said, I'm just really I'm excited

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about being able to to grow our providers

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and help them help more patients.

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Great. Thanks for that.

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The kind of first question today is what

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are some of the biggest issues

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that you are following in the dental industry

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so far this year?

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So

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dental is in a an interesting place because

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our patients

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need our care, and as as the the

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population ages,

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that's only going to increase.

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Unfortunately,

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what we saw out of the pandemic

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was,

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a condensation

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of the workforce, and and we saw a

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lot of

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our our

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workforce,

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specifically the hygienists,

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leave the market. Now we are seeing some

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of those people come back,

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but not at the same levels that they

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left. I I think I saw a statistic

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where

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nearly 8% of our hygienists workforce left.

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Now

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about 4% of them have come back, but

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that still leaves

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a severe shortage of of hygienists.

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What that leads to is

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increased

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competition

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within our our offices,

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and there's just there's more demand for hygienists

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but less of them to hire. So that

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makes it really, really difficult.

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And

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what the result of that is

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it makes it harder for our patients to

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get in. They have to work, wait

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longer to get in. We're not able to

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to

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provide care to as many patients,

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and it it has a an impact

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on our providers because they're they're working with

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less team members and our patients as well.

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You know, it's similar with our dentist. You

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know, there there is a need for dentists.

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Now it it's not as exacerbated

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as it is

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with the hygiene world, but

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dentists are also are in need and then

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team members as well, whether it's assistants or

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front office staff. There's really a a shortage

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of of people.

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And,

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we need

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people. We need great people to to help

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our patients, and that's just really been a

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challenge. Now

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we've

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like I said, I I think it is

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getting better, but I think we're gonna feel

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the the results of that for

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for the next year or 2 or maybe

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more.

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Yeah. Staffing has obviously,

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been a huge impact

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on the industry and all these staffing shortages.

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You you did touch on right at the

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end that you think it's gonna get better,

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coming up. Are there any, I guess, strategies

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or anything that,

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DSOs or

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individual practices can kinda use

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to kinda help alleviate those staffing shortages, or

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is it kinda just,

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we need to wait for more hygienists to

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join the workforce?

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So I always joke that

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the best way to

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to recruit people is to not have to

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recruit them at all and to retain your

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your current team members. So

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really focusing in on whether it's your your

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single office culture or your DSO culture as

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a whole,

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we have to be,

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an an organization

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that people wanna work for.

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And so it's really important to keep our

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current staff to make sure that they're happy,

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to make sure that they can grow in

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their careers,

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they feel fulfilled.

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That's really going to be a key aspect

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to

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to,

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making sure that we can take care of

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our patients. Now I think there's a waterfall

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effect with that and that if we can

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create a good culture and create an environment

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where our current team members want to work

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for,

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that

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word spreads. And then, you know, when we

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do have to go out and recruit,

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people know that we're an organization that people

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like to work for, and it makes it

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a little bit easier to to recruit.

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But

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if we are down team members

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and whether it be

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we're in a a very competitive market or

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we're in a rural market,

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we have to start thinking outside the box,

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in in how we can work

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and and treat patients with less.

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Technology is a good way to do that.

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How can we utilize and leverage technology

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to take the place of of the missing

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team members?

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So how do we make the lives of

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our current team members easier

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and and take some of the tasks

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that they usually have to do?

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And, you know, ways we can do that

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is with AI,

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and,

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you know, different technologies like scanning.

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So that way, our our team members are

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not having to do as much.

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Got it. That makes sense.

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Something that I'm curious to get your thoughts

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on,

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are what are some of the things that

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you're most excited about,

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in dentistry right now, and

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what are some things in the industry that

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are potentially

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making you a little bit weary and nervous?

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The staffing situation may always make me nervous,

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but we've we've covered that enough. So I'll

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I'll kind of move on from that. But

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technology both excites me and makes me nervous,

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and I'll I'll explain why. I I think

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we're entering a golden age of technology

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where,

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dentistry

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as we know it is is really going

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to change and change for the better.

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You know, things like intraoral scanners, AI technology,

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the ability to

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treatment plan digitally, the digital workflow.

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It's really, really exciting, and we can do

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a lot with it and make a better

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experience for our patients

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and our our providers.

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Now the reason it makes me nervous

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is

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it's also very expensive.

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And,

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I I think

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we have to make sure that when we

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do invest in technology,

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it's going to be used.

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And so you have to have a strategy

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in place where you're you're not just buying

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the technology.

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You're training on how to use it. You're

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training on the workflow.

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So that way that the technology can really

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be used to the fullest.

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I I think

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if you're able to train and you're able

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to support it,

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technology is a really, really exciting way for

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us to help our patients in the future.

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Yeah. I think that that's been a huge

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thing throughout the industry in the past

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couple of

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months years with all this new tech and

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AI is, like,

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it's one thing for

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your practice or your DSO to have this

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technology,

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But it's it's really a whole another ballgame

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when it comes to implementing it effectively and

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and making sure that

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team members, dentists, hygienists, assistants,

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front office staff

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are able to use it, effectively,

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efficiently, so they're really getting the most out

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of it. Because like you said, it is

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expensive, so you don't wanna be buying all

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this new tech and then not really getting

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all the benefits out of it.

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Yeah. And that's,

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honestly, that's where I spend a a large

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majority of my time in my day to

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day is

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with our clinical initiative.

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How do we make sure that

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people are trained up? And it it's not

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just our providers. Everyone needs to be trained

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on it. And then, you know, as as

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we talk about

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staffing and we talk about turnover,

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you know,

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you you might go and train an office

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on a specific technology

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or or workflow,

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and then you turn 2 people over in

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3 months from now.

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How do you go you have to have

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a system and a process in place to

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go back and train those new people

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or the the technology and that workflow will

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will go to waste. So

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it's it has to always be top of

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mind. And,

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you know, the other part about technology,

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when you have

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people from different generations

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and and, you know, in a typical dental

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office,

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you can have a a 20 year old

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and you can have a 65 year old,

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and they have very, very different

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exposure to technology,

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how do we make sure that everyone understands

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how to use it and to work well

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together?

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That that's

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going to be a key in the next

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5 to 10 years

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as we

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integrate more technologies into our dental offices.

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Yeah. Absolutely. I definitely agree,

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with that, especially bridging the gap between generations

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when it comes to tech.

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As we move into the last question for

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today,

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what will the most

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effective health care leaders need in your opinion,

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in order to be successful,

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over the next 2 to 3 years?

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DSOs right now, there there's more and more

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DSOs growing.

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And,

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you know, from an option standpoint,

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our providers

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and really all of our team members have

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more options

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for where they wanna work than ever before.

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And we're we're in a time in in

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our history where

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our our workforce is more mobile.

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They're they're more likely to move. You know,

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gone are the days where you you choose

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a job

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and and stay there for 40 years. Now

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my goal is to create an organization where

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people do wanna work for 40 years, And

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I think that would be my my

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my recommendation

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to to all,

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you know, health care leaders out there that

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we have to really focus on our culture

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and we have to build

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organizations

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where people wanna work for us.

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And they see a pathway for growth.

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They see opportunity

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for mentorship,

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and we're providing value to them. And and

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they see

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where they're at, and they can see a

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career path

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that meets their needs not just now, but

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in the future.

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And so we

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we have to really, really focus in

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on that part of our of our organization

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if we wanna see the growth and and

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we wanna see the business outcomes that we're

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hoping to achieve.

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Yeah. Definitely. Those are some great points.

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Well, I wanna thank you for joining us

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today, doctor Jinza, and thank you for sharing

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your valuable expertise and insights into the dental

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industry.

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It's been a pleasure speaking with you today,

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and I look forward to connecting with you

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again, in the future.

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Same. Cameron, thanks so much for the time.

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I I really appreciate it.