Solving for Dental Practice Profitability: Scaling to $8M With Dental Practice Acquisitions - Part 2
Shared Practices | Your Dental Roadmap through Practice Ownership
Dr. George Hariri | Shared Practices Network
4.9 • 559 Ratings
🗓️ 9 February 2026
⏱️ 34 minutes
🧾️ Download transcript
Summary
In Part 2 of this Practice Underwater episode, Dr. George Hariri continues his conversation with "Bob," a mega-group owner generating nearly $8 million in revenue. Despite scaling massive topline numbers, Bob faced severe burnout by failing to establish personal boundaries and neglecting his own dental practice profitability during acquisitions. By working clinically up to five days a week to cover gaps in a new location, he sacrificed his leverage as a CEO.
Rapid growth can become a financial and emotional grind if you do not properly utilize your leadership team. George helps Bob construct a personal "bubble" to reclaim control of his time and guarantee his cash flow, ultimately securing true dental practice profitability.
Here is your blueprint for protecting your sanity and maximizing dental practice profitability as you scale:
- Build Your Bubble: Restrict your clinical schedule to three days a week focused strictly on specialty procedures you enjoy, forcing your infrastructure to handle operational gaps.
- Take a Guaranteed Draw: Establish a non-negotiable monthly owner's draw to ensure you are consistently rewarded for your equity, eliminating personal financial stress.
- Trim Minor Expenses: Shaving just 1% to 2% off supply and administrative costs in an $8M group can fund your entire owner's draw and significantly boost dental practice profitability.
- Scale Into Your Infrastructure: Dilute your central management overhead by acquiring additional "ready to grow" practices before you reach the ceiling that requires overhauling your current operational systems.
Ready to take the next step in your dental practice journey? Visit https://sharedpractices.com to learn more about our Buyer Representation and Coaching services, designed to help dentists buy, grow, and optimize profitable practices. You can also use our Free Look to evaluate dental practice opportunities with real data before making a decision. For daily Dental Moneyball insights, strategy tips, and updates, follow us across our social channels.
Transcript
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| 0:00.0 | Welcome back to Practice Underwater. Before we even get into the interview, I just want to say that I think |
| 0:07.5 | there's been something really fun that's happened with Practice Underwater. Our audience seems to |
| 0:11.4 | really be grabbing onto the segment again. It's just such a popular one. Definitely different |
| 0:15.6 | types of guests on Practice Underwater. I think that Bob in particular, who if you haven't listened to |
| 0:20.7 | part one, I'd highly recommend you go back and listen to Part 1, but we're here in particular, who if you haven't listened to part one, |
| 0:21.2 | I'd highly recommend you go back and listen to part one. But we're here with Bob. And if you |
| 0:24.7 | haven't listened to part one, I'm just going to kind of briefly describe Bob's situation. |
| 0:28.9 | So Bob is on the older side of Dennis in the shared practices community. Bob ended up 10 years |
| 0:36.0 | opening up a location after being in the Air Force |
| 0:38.9 | for three years and an associate for three years. So kind of in year 13 of his career, he opened up a |
| 0:44.1 | location, started as a six-a-practice and got it to about two million. And then over COVID, |
| 0:50.4 | Bob found shared practices. And shared practices talked about how you can invest in growth and put |
| 0:56.3 | some staff costs there where they might be a little bit not justified at the moment and get to the |
| 1:01.5 | point where you're really you're really growing. Bob has done that and so from two million in 2020 |
| 1:06.8 | to now this year Bob is going to do about 7.75, almost 8 million, between two offices that are |
| 1:14.4 | like one big office. So you got to listen to the last episode. We want more details on that. |
| 1:18.8 | We spent a while talking about it. Bob is really coming in, asking the question, |
| 1:22.8 | we had some discussions around Bob's profitability. Bob thought his profitability wasn't healthy. |
| 1:26.8 | I looked at it and I |
| 1:27.7 | thought that actually was more healthy than not. Definitely some room for improvement, but, you know, |
| 1:32.0 | nothing that I would think is like an emergency. And so we've had that conversation and kind of Bob is |
| 1:38.1 | at this fork in the road where it's like, do I add more locations or do I, you know, maybe optimize what I |
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