Emerging Dental Groups to Watch in 2025

Emerging Dental Groups

Announcing the 9th annual ‘Emerging Dental Groups to Watch’ list!

Group Dentistry Now is thrilled to recognize and celebrate the exceptional organizations featured on this prestigious list.

Group dentistry is constantly changing and evolving – there isn’t just one path to success. While the dental industry may be focused on large DSOs, smaller but equally important emerging groups are quietly changing the landscape of dentistry. Furthermore, newer models, such as dental partnership organizations (DPOs), specialty-focused groups, and private group practices (PGPs), are growing as more dentist entrepreneurs build their own group practices.

As the group dentistry model continues to gain momentum, Group Dentistry Now (GDN) remains the trusted voice championing these dynamic, multi-site practices.

The EGTW in 2025 Awards will be presented at the Dental Leadership Summit (formerly known as DSO Leadership Summit), October 23-25, 2025, at the Grand America Hotel in Salt Lake City, UT. Discount code coming soon.

If your dental group is interested in applying for the 2026 list, please email info@GroupDentistryNow.com

It is with great excitement that we unveil our highly anticipated Emerging Dental Groups to Watch in 2025 list, presented in alphabetical order:


Emerging Groups to Watch 2025Accelerate Dental was founded in 2023 by Mike Baird and Tom Sorber. Mike was the CEO of Henry Schein One and Tom was an executive at Solutionreach. Both had worked extensively with DSOs and were convinced there was a need for a dental group focused on ensuring dentists were the primary beneficiaries of the changes coming to the dental industry.

After launching Accelerate with a single practice location, Mike and Tom connected with Arch Dental Partners, a like-minded dental group, and merged with them in 2024 to lay the groundwork for rapid expansion. With capital investment and an executive team driven by growth, Mike and Tom saw an opportunity to scale quickly. Together with Arch, they forged a powerful foundation for success. Today, Accelerate Dental boasts 30 practices across the West and is actively expanding into new markets.

One of Accelerate’s growth strategies is to partner with smaller groups to bring them better scale – and still preserve equity ownership.  As more DSOs come to market and get bigger, Accelerate brings the necessary resources and infrastructure for smaller dental groups to stay competitive and succeed in an evolving dental industry.

Core principles:

  • Accelerate is NEVER a majority owner in a practice. Not only does this put Accelerate in a minority group of DSOs, it ensures partnership alignment at the practice. Accelerate is a coach/peer and not a manager.  The dentist remains the CEO of the practice while Accelerate leverages data, resources, and best practices to help them succeed.  When practice profits grow, the dentists—who retain a larger ownership stake compared to a typical DSO—become the primary beneficiaries of that growth. Accelerate’s average practice ownership stake is 36%.
  • Not PE backed. Instead, it offers affiliating dentists the chance to buy into the organization. Over 90% of Accelerate’s dentists are owners in the Accelerate Dental SupportCo, ensuring that long-term strategy, policies, and procedures align with the interests of the dentists. When Accelerate says it owns a portion of a practice, it means that more than 40 dentists are co-owners with the practice owner, not a private equity firm. Dentists exchange equity in their individual practices for ownership in all Accelerate locations, diversifying their personal holdings and creating additional upside through the Accelerate SupportCo. Accelerate distributes all profits back to its dentists on a quarterly basis—a practice that sets it apart from many DSOs. With no private equity backing and a minority ownership model, Accelerate maintains low debt ratios, offering protection against the bankruptcy wave expected to impact up to 20% of all DSOs. As shared owners, the doctors are consistently committed to helping, supporting, training, and mentoring their colleagues, while fostering a collaborative and enjoyable work environment.
  • Accelerate is not for sale. This is one of its most distinguishing features. The organization firmly believes that dental practices should be owned by dentists permanently, as dentist-owned practices are best for patients, staff, doctors, and the community. Accelerate strongly opposes the eventual private equity or corporate takeover of the dental industry, a trend observed in other medical fields, which they believe undermines the interests of both dentists and patients. Their innovative “perpetual model” pioneers a partnership approach in which retiring dentists sell their practices to other dentists, rather than private equity firms. While Accelerate continues to offer the same services that drive practice and profit improvements as a traditional DSO, this model ensures that practices remain in the hands of dentists. The result is a more sustainable approach where retiring dentists sell to colleagues who are willing to pay a premium for well-run, high-margin practices with robust back-office support. This model helps preserve the control of the dental profession within the current generation of dentists, preventing the industry from being sold off entirely and allowing dentists to continue leading its progress.

Differentiators

Accelerate stands out in the industry due to its unique structure. Unlike many other groups, it is not designed to be sold to private equity firms. While dentists often believe that partnering with a large private equity firm for recapitalization is the only option within a DSO or group structure, Accelerate offers a different approach. Its partnership model, akin to those found in professional services such as law or accounting firms, allows local offices to maintain leadership autonomy, while the larger group benefits from enhanced scale and resources.

When a dentist becomes a partner with Accelerate, they share in the profits of the firm. Upon retirement, they can sell their partnership interest, with other dentist partners typically buying in. Accelerate holds a minority share in practices, and it’s important to note that it is not a private equity firm—rather, it’s a group of dentists investing in each other’s practices. The practice remains majority-owned by practicing dentists, while part of the practice is owned by the collective group of dentist partners.

This model allows dentists to diversify their holdings. They can swap part of their practice ownership for shares in 50 other practices, gaining the benefits of scale that private equity brings, but without ceding majority control or dealing with the uncertainty of recapitalization, or the changing management teams and shifting goals that often accompany private equity involvement.

When a dentist wishes to retire, Accelerate helps facilitate the sale of their practice interest to another dentist. In the event of unexpected circumstances, such as passing away or becoming unable to practice, Accelerate can buy out the dentist’s shares in the short term but will ultimately find another dentist to take over, as the company is fully committed to maintaining dentist ownership within its practices. Additionally, Accelerate offers flexibility for doctors who wish to semi-retire—maintaining partial ownership while working part-time.

Challenges

Their biggest challenge in scaling for growth is staying ahead of the curve. This requires proactive investment, rather than waiting until sufficient practices join to justify additional hires. Over the past year, they have nearly tripled their team while expanding services for their partner dentists, but they are always striving to grow faster. Fortunately, even though they are not backed by private equity, their dentists are owners in Accelerate Dental Top Co, allowing them to utilize that capital to hire in anticipation of growth and build the teams and service lines necessary to support their expanding network of practices.

Like any group, they also face challenges with performance variation between their top-tier and lower-quartile practices. They view this as an opportunity to develop new services tailored to support those teams, which they can then evaluate for potential expansion across the entire group. For example, while they have always provided training for driving collections at the front desk and office management level, they created an in-house collections team specifically for their lower-quartile practices. This initiative has yielded a proven return on investment, and as its success becomes evident, other practices are opting to leverage these services, helping them scale even further.

Values and Culture

Accelerate’s five guiding principles:

  1. Dentists first – always start with “what is best for our dentists”
  2. 1+1=4 – we only partner if we can add to your success
  3. Perpetual model – build something lasting that changes the industry
  4. Be Curious – strive to always be learning and improving
  5. Deliver Awesome – every person, every day, delivers the very best of Accelerate to dentists, staff, patients, and the community.

Accelerate is supported by a seven-doctor Clinical Council, which is peer-nominated and responsible for evaluating new procedures, assessing resources, and providing clinical leadership. In addition, a five-doctor Culture Council focuses on shaping practice policies, fostering community, and striving for excellence. The organization has made significant investments in training resources, including Accelerate U—a dedicated platform for training and communication—and bi-monthly executive education programs.

To further strengthen its culture and commitment to ongoing education, Accelerate hosts annual retreats for dentists and office managers. These retreats serve as both a team-building experience and a valuable opportunity for professional development. In 2025, Accelerate will launch its first humanitarian trip for dentists, most likely to Peru, providing them with an opportunity to give back while gaining new insights and experiences. 

Growth

From a single practice in 2023 to over 30 practices and nearly 50 dentists in 2024, Accelerate has been expanding rapidly, adding approximately one new practice per month and planning even greater growth in 2025. While the focus is primarily on general practice, Accelerate views its dentists as “Super GPs,” constantly advancing their skill sets to offer more comprehensive care to patients. The organization has no limits on practice size, specialty, or location, partnering with practices ranging in annual collections from $500K to $3M.

Recognizing that their dentists are growth-oriented and entrepreneurial but may lack the time or resources to realize their vision, Accelerate offers a range of growth programs. These programs include simple practice expansion, de novo location development, and even a “mini-DSO” model for dentists looking to extend their culture and management expertise on a larger scale.

For entrepreneurial dentists who aspire to own multiple practices, Accelerate provides the necessary support to make those goals achievable. Whether a dentist envisions owning 10 practices or more, Accelerate offers the resources to help them succeed without the need to build a team from the ground up. The company supports the extension of the dentist’s culture, brand, and management philosophy across all practices, while also providing capital assistance and back-office support.

Key Executives:

  • Dr. Bradley Sutton – Clinical lead, Accelerate Board
  • Dr. Steven Sutton – Culture lead
  • Mike Baird – Chief Executive Officer
  • Tom Sorber – Chief Operations Officer
  • Jerry Dunn – Chief Development Officer
  • Kris Keltner – Chief Practice Officer
  • Glen Goold – Chief Financial Officer 

Emerging Groups to Watch 2025

Dr. Sean Tomalty, a graduate of the University of Florida, spent several years practicing dentistry within his family’s dental practice. During this time, he came to understand the challenges and stressors associated with juggling the responsibilities of being both a business owner and a clinical provider. He aspired to develop a dental group that supports providers beyond a traditional management company while positively impacting the dental community. EKOS Dental Group was founded in mid-2022 by Dr. Sean Tomalty with the aspiration of building a dental brand that advocates connection and community and an unmatched workplace for all providers and staff.

The founding members chose the name EKOS for their group as it means “home” in ancient Greek, reflecting on their foundational principle of creating a dental home for all.

Mission and Vision

The EKOS team is dedicated to transforming dental care throughout the state of Florida while also empowering its providers. Their carefully constructed patient care protocol has resulted in over 5,000 positive Google reviews and a thriving network of 30,000 active patients across 18 locations. EKOS Dental Group aims to ensure that each patient receives exceptional care in a supportive and trusting environment. The emerging group is guided by a strong commitment to their ‘blueprint to success,’ which are values tightly held by their leadership team that center around the concept of the dental home.

EKOS emphasizes investing in their dental professionals and promoting their growth through multiple avenues of continuing education. In 2024, the company hosted multiple seminars for their office managers and dental hygienists to emphasize creating positive patient experiences.

By encouraging its dentists and dental teams to operate like cohesive family units, the dental group fosters a sense of collaboration and unity. They advocate for quarterly team-building activities outside the office to strengthen bonds among practice employees. Furthermore, they organize engaging social media challenges throughout the year to inspire friendly competition, offering unique opportunities not typically available in private practices.

Growth and Strategy 

The group began with seven locations in 2022 and aims for sustainable year over year growth via acquisition and de novo development. Their current 18 locations are supported by a dedicated leadership team who all share a commitment to positively impacting their community while achieving financial success. It prides itself on being a professionally driven yet approachable corporate entity.

EKOS Dental Group functions independently without private equity support, primarily depending on fee-for-service and PPO dental insurance reimbursements. Many of their practitioners are highly educated and recognized throughout the country for their stand-out clinical performance. As a result, it is proud to create stable, well-compensating career opportunities throughout Florida with some of the highest quality clinicians in the country.

Additionally, the group is actively pursuing innovative strategies to attract new partnerships through creative acquisition structures. Their current infrastructure supports the acquisition of practices across all performance levels. Unlike most DSOs, their acquisition plans allow for selling dentists to retire immediately or continue working with EKOS’s support. The company aims to facilitate a gradual retirement process for more dentists over the coming years, allowing practice owners to rekindle their passion for dentistry before fully stepping away.

Business Challenges

Expanding from its initial base in South Florida to Central and North Florida in 2023, EKOS faced significant business challenges as they ventured beyond their original territory.

The leadership team exemplifies a “boots on the ground” approach, actively engaging with the practices. This hands-on involvement demonstrates their commitment to supporting the practices and supporting the vision of support beyond a traditional management company. To address this challenge, the group prioritized recruiting top talent across all departments. They successfully navigated these challenges by promoting from within and leveraging word-of-mouth hiring, capitalizing on their strong brand reputation to attract and retain exceptional professionals. Most of the leadership team operates on hybrid schedules, providing them with the flexibility to both develop new protocols that propel the company forward and offer daily support to the practice teams.

Core Philosophy and Achievements

EKOS Dental Group’s core purpose revolves around elevating the dental community by empowering skilled doctors with top-tier support and innovative solutions while fostering meaningful connections. This dedication aims to create a positive and lasting impact on the communities served and highlights EKOS’s active engagement in local dental initiatives. By emphasizing community well-being and prioritizing education and professional development, EKOS seeks to make a significant difference in the field of dentistry and contribute positively to the broader community.

Dr. Sean Tomalty, also the proud founder of the “Emerging Dental Group Society,” and is at the forefront of this initiative, which connects emerging dental group owners throughout the country with free, quarterly meetings.

As the Clinical Director, Dr. Jose Arcay has implemented training and mentorship for dentists looking to make EKOS Dental Group their dental home. The team makes all decisions with the key concept “Doctor Support Is Our Purpose,” as it embodies the group’s #1 priority. Future initiatives include employing a data scientist to uncover best practices within their organization with the hope of publishing their findings in a scientific paper.

EKOS’s founder holds many leadership positions within the dental community, including being a board member of the Florida Dental Association Services, immediate Past President of the Treasure Coast Dental Association, and delegate to the ACDDA. Leading by example, the experienced founder aims to influence dental providers to be active in their state associations.

Key Successes:

  • Awarded Top Workplaces for 2023 & 2024 by Sun Sentinel
  • Boasts a 90 Net Promotor Score for all locations in 2024
  • Achieved a 15% Same Store Sales Growth in 2024
  • Obtained a post-close, trailing twelve-month average revenue increase of $555,986 per acquisition site in 2024

Future Initiatives

Looking ahead, EKOS Dental Group is focused on partnering with practices that share their community-driven vision. In 2025, they aim to invest in advanced technologies like CBCT scanners and 3D printers, elevate their marketing strategies, and expand educational opportunities that benefit both providers and the communities they serve.

Future initiatives include hiring a data scientist to identify best practices within the organization, with the ultimate goal of publishing these insights in a scientific paper, further contributing to the advancement of the dental industry.

Key Executives:

  • Sean A. Tomalty, DMD: Founder
  • Jose Arcay, DMD, FICOI: Clinical Director
  • Kate Gochenauer, RDH: Hygiene Director
  • Adrianna Flores: Regional Operations Director

Emerging Groups to Watch 2025

Dr. Jason Auerbach founded MAX Surgical Specialty Management (MAX) in 2022 with the vision to elevate patient care and transform oral surgery. His journey began with a solo practice, where he focused on hospitality as a key driver for refining processes and assembling a team dedicated to exceptional patient care. This commitment to detail and excellence laid the foundation for his broader ambitions.

While practicing as a solo practitioner, Dr. Auerbach reached a turning point when he realized that success wasn’t solely tied to his personal reputation, but could be replicated through the systems and values he had built. This insight fueled his confidence to expand both geographically and at scale, driving MAX’s rapid growth across New Jersey and beyond.

Inspired by his belief that this is the golden age of oral surgery, full of opportunities to enhance both oral and systemic health, MAX has quickly advanced as a surgeon-led organization supporting OMS practices. The organization has grown from one to five states in the Northeast, expanding its surgeon network by nearly 40% in the past year. Today, MAX operates 26 locations across New Jersey (16), New York (4), Vermont (3), Pennsylvania (2), and Connecticut (1).

Dr. Auerbach’s success story also extends to his social media influence. As the “BloodyToothGuy” on Instagram, he has built an engaged following by sharing educational surgical videos, case discussions, and candid commentary. What started out as people being curious, has morphed into education for dentists around the world. His account, which now has over 189,000 followers, has become a global platform for educating dentists and engaging medical professionals.

Differentiators

MAX stands apart in an industry dominated by remote DSO models that outsource services across the country. While many national DSOs operate from centralized locations with limited local presence, MAX prioritizes proximity. This approach enables the organization to offer benefits that remote models may find challenging to achieve, such as increased responsiveness, seamless collaboration on patient care initiatives, rapid deployment of new technologies, and a competitive advantage in attracting top talent through valuable local market insights.

MAX’s localized support model ensures close alignment with the practices it serves. This proximity allows the company to provide tailored support in critical areas, including clinical coordination, regional operations, and marketing and referral management. By having a strong presence on the ground, they foster strong partnerships, accelerated response times, and adaptability to the needs of both patients and practices. They believe this hands-on approach is a critical factor in providing a more effective and responsive solution compared to others in today’s competitive market.

Core mission & philosophy

MAX embraces a philosophy centered on supporting those who refuse to blend in. Emphasizing innovation, bold thinking, and collaborative problem-solving, MAX creates an environment where expertise is earned, and boundaries are consistently pushed. The organization is steadfast in redefining possibilities and setting new standards in the field. They see themselves as a partner for those who demand more and want to break through limits and realize meaningful change in specialty healthcare.

Mentorship

MAX has prioritized structuring a recruitment program that has attracted talent from the region’s leading OMS schools. New surgeons go through a two-year mentorship program tailored to the individual’s professional growth and goals, from leading a clinical practice to referral marketing. The program is designed for new surgeons to collaborate with MAX’s experienced surgeons on the latest innovative clinical techniques and state-of-the-art technologies that advance patient care.

Challenges

Starting in 2022, MAX quickly expanded through an aggressive growth strategy that demanded precise and swift integration of its brand, operations, and mission across the portfolio. The challenge now is maintaining its mission to support surgeons in delivering exceptional patient care at every touchpoint—new hires, acquisitions, vendor partnerships, and patient interactions.

Strategy & growth

Focusing on driving growth through increased production, revenue, and patient volumes, the company collaborates with surgeon-led practices to achieve its full potential through robust support systems, access to advanced technology, and opportunities for financial growth.

Key successes

The trajectory of MAX’s growth is a testament to the need for a support organization tailored exclusively for oral and maxillofacial surgeons.

  • In just the past 12 months, MAX has:
    • Achieved double-digit growth in same-store production, collections, and patient volume across its portfolio of practices
    • Grown its network of surgeons by nearly 40%
    • Attracted six new OMS surgeons from residency and fellowship
    • Increased overall team members by 60%
    • Nearly doubled its practice footprint and expanded to five states
    • Performed 171,871 surgeries in total
  • MAX partners with 50% of the oral surgeons in Vermont, a state with a shortage of oral health professionals.
  • 16 of their current surgeons have previously held the title of Chief Resident during their residency. MAX established The Clinical Advisory Board, which furthers its clinical commitment, innovation, and patient-centered care while advancing the field of oral and maxillofacial surgery through peer collaboration.

2025 goals:

  • Sustaining year-over-year growth across MAX practices
  • Expand partnerships through practice acquisitions by approximately 50%
  • Entering two or more new markets to broaden its Northeast-focused geographic reach
  • Continuing to build upon the organization’s support infrastructure by providing the technology that enables practices to channel resources, skills, and knowledge within the oral surgery specialty

Long-term goals include:

  • Continuing their vision to redefine and elevate specialty healthcare standards through collaboration and shared ideas
  • Achieve double-digit growth for each MAX practice
  • Add 10 to 20 new high-performing partner practices annually
  • Expand the Northeast footprint by adding two to three new states

MAX is backed by the following private equity firms:

  • MedEquity Capital
  • RF Investment Partners
  • Kian Capital Partners

Group founder(s): Key executives:

  • Jason M. Auerbach, DDS, Founder & Co-CEO
  • Mark Censoprano, Co-CEO
  • Paul Olson, CFO
  • Jeff DeBellis, COO
  • Brian Lawson, SVP, Business Development
  • Heather Paricio, SVP, Human Resources
  • Rashawn Jackson, Senior Director of Marketing & Relationship Management

Emerging Groups to Watch 2025

Providence Dental Partners (PDP) was co-founded in December 2023 by Phil Cassis, CEO, and Dr. Jason Mann, Chief Dental Officer (CDO). The duo envisioned what they term as ‘a new kind of dental partner organization—one that prioritizes providers and patients over investment banks and financial returns.’

Currently, PDP consists of nine dental practices and a Med Spa in Georgia. The organization has its roots in Providence Dental Spa, a private practice established by Dr. Mann in Macon, GA, in 2011. Building on this foundation, PDP aims to expand its network of dental practices across the southeastern United States. Their mission is to partner with like-minded practices that uphold a commitment to clinical excellence, exceptional patient experiences, and comprehensive practice support.

With a leadership team that combines extensive clinical and business expertise, PDP has quickly established itself as a rising force in group dentistry, setting the stage for long-term growth and success.

Core Philosophy

PDP brings its patient-centric vision to life through its C.A.R.E. philosophy: Customize, Assess, Respond, Empower. This core business approach drives both patient satisfaction and practice success.

  • Customize: Every interaction and treatment plan is tailored to meet the unique needs of each patient.
  • Assess: Patients’ individual situations, preferences, and concerns are thoroughly evaluated.
  • Respond: Empathy and precision guide PDP’s actions to effectively address each patient’s needs.
  • Empower: Patients are educated and actively involved in their care journey, fostering trust and confidence.

By consistently applying the C.A.R.E. philosophy, Providence Dental Partners (PDP) delivers measurable improvements in both patient satisfaction and business performance across its practices.

Aligned with its mission to provide exceptional dental care, PDP continuously integrates advanced technologies into its operations, including AI, CBCT, 3D printing, and CAD/CAM systems. The believe these innovations enhance clinical precision, patient outcomes, and overall efficiency.

While committed to growth, PDP remains steadfast in maintaining quality as its top priority. The organization takes a deliberate approach to expansion, partnering exclusively with practices and providers who share their uncompromising commitment to clinical excellence, superior patient experiences, and operational integrity.

Culture

Providence Dental Partner’s culture reflects its mission, vision, and values.  PDP’s mission of providing exceptional dental care that goes beyond traditional standards is embodied by each of their team members.  They strive to treat each patient as if they were family.  Their core values are non-negotiable when joining their team:

  • Passion – Passion is what drives us to perform our roles with purpose, pride, and a positive attitude. It’s what fuels our commitment to serve our patients at the highest level with great fervor, dedication, and wholeheartedness.
  • Integrity – Integrity is the foundation on which we build relationships, trust, and dependability. Acting with integrity means adherence to higher moral and ethical principles. PDP strives to uphold the highest ethical standards and promote trust and respect, always aiming to do the right thing!
  • Servant Leadership – PDP leaders are committed to selflessly serving others, putting the needs of their patients and teams first. They prioritize collaboration, trust, and the well-being of their team members. They strive to create a supportive and inclusive environment where everyone can contribute their best work.  They take action to support personal and professional growth.
  • FUN – A reminder to not take themselves too seriously. PDP’s team has fun while being the best at what they do!  Fun is a part of everything they do.  Fun creates a friendly work environment where people like to be.  When their teams enjoy their work, patients love their dental experience!

The teams at PDP are deeply committed to giving back to the communities they serve. To further this mission, PDP has established partnerships with several local and national charitable organizations, including the Dental Lifeline Network (DLN), the Susan G. Komen Foundation, and the Beverly Knight Olson Children’s Hospital. These collaborations reflect PDP’s ongoing dedication to making a positive impact beyond the dental office.

Challenges and Successes

PDP has encountered challenges similar to other DSOs, including rising costs and a tightening labor market. However, one of the most significant hurdles has been assisting doctors in navigating the complex and often confusing landscape of DSO options. With widespread misconceptions and assumptions that all DSOs are the same, helping dentists distinguish fact from fiction requires a balanced, honest, and transparent approach.

PDP aims to transform the practice acquisition market through its innovative equity offering and vertically integrated business model. Their focus is on building credibility and ensuring sustainable success. Their unique equity and funding structure enables partnered dentists to realize immediate, predictable, and tax-advantaged returns on their equity investments. Additionally, PDP’s model eliminates bank debt covenants and financial institution control, offering more flexibility and autonomy in making decisions that prioritize patient care and clinical outcomes. PDP also provides a Pathway to Partnership for providers interested in leadership and ownership opportunities, fostering long-term relationships and growth.

Growth

Providence Dental Partners (PDP) had an exceptional inaugural year in 2024, expanding to nine locations and achieving a remarkable 348% revenue growth. This year, PDP plans to accelerate its growth trajectory, with a goal of adding over $20 million in revenue through strategic acquisitions and the expansion of existing practices. The organization will continue to strengthen its presence in Georgia while also expanding into neighboring states across the Southeast.

To support this growth, PDP will launch its Dental Mastery Program in the first quarter of 2025. This industry-leading initiative will provide comprehensive clinical education, mentorship, and business training to PDP teams. The program will offer module-based courses through a proprietary Learning Management System (LMS), classroom instruction led by esteemed clinical educators, and live workshops that combine clinical theory with hands-on experience.

Key Executive Leaders:

  • Phil Cassis – Co-Founder & Chief Executive Officer
  • Dr. Jason Mann – Co-Founder and Chief Dental Officer
  • Jaime Burks – Senior Director of Operations
  • Trina Wheeler – Director of Partner Development

Emerging Groups to Watch 2025

In 2009, Dr. Viren Patel, a young dentist, employed Jacquelyn Vasquez as a dental receptionist, and together they expanded Dr. Patel’s downtown Chicago practice from a modest two-operatory setup to a 26-operatory practice within six years. The practice employed six full-time general dentists, three specialists, and ten full-time hygienists. They believed they had mastered the intricacies of dentistry.

In 2017, Dr Patel sold the practice to a private equity-backed dental service organization (DSO). Soon after, they found themselves navigating the world of DSOs and private equity, only to discover that their expertise was limited to managing their individual practice. The unfamiliar realm of DSOs and private equity ownership prompted them to identify a gap—an opportunity to establish transparency and best practices within the DSO space.

In 2020, amidst the COVID-19 pandemic, both Dr. Patel and Jacquelyn found themselves unemployed, aimless, and searching for a renewed sense of purpose. This period of uncertainty led to the formation of Transparent Dental Group, dba Smile Obsession, which is fully owned by Dr. Viren Patel.

The decision to name the venture “Transparent Dental Group” was a direct commitment to fostering transparency within the complex DSO industry. Their first Smile Obsession location opened in July 2020 as a de novo. In just four years, the brand has expanded to 17 locations, with a team of 35 dentists and over 100 employees across the Chicagoland area, including both de novo practices and rebranded buyouts.

Differentiators

What sets Smile Obsession apart is its meticulous planning and bold initiatives. They built their systems, processes, culture, call center, and a 3,000-square-foot headquarters during the pandemic, prior to the opening of their first office, demonstrating their belief in their vision. Their rapid growth is attributed to Dr. Patel’s decisive leadership and personal investment in the company.

Unlike traditional DSOs, Smile Obsession has eliminated management and administrative roles within the clinics, as well as the use of phones in these locations. Instead, they’ve streamlined communication by providing direct channels that enable immediate support for clinics, providers, teams, and patients. Clinics are staffed solely by clinical team members, and the dentists themselves are integral to the revenue cycle, directly involved in calculating and presenting treatment plans.

Each office’s front desk has a digital check-in kiosk along with an experienced dental assistant serving as a patient greeter, ultimately responsible for the “4 R’s”—Registration, Revenue, Reappointment, and Reviews. With no admin staff and no phones to answer, the greeters in the office are focused on only the patient.

New hire dentists undergo extensive business and dental insurance training before starting. Moreover, all locations share a centralized patient database, ensuring that patient records and x-rays are easily accessible across the network. This system creates a seamless experience for patients being referred from one location to another, eliminating the need for duplicate paperwork or insurance forms.

Smile Obsession’s philosophy emphasizes patient and team satisfaction over production goals, believing that financial success follows when both patients and providers are happy.

Future Vision

In 2025, Dr. Patel and Jacquelyn plan to revisit the foundational elements of Smile Obsession to ensure all team members and providers adhere to their standard of patient care. They will utilize secret shoppers at each location to assess and refine the patient experience.

In terms of expansion, the goal is to add one new office or de novo location every quarter. They also plan to open their first office in Indiana in 2025, further fueling their rapid expansion. Notably, their impressive 4,890% growth rate earned them the #57 spot on the Inc 5000 in 2024.

DSO-H Concept

As their reputation in the DSO world has evolved from newcomers to a rising brand, so have their opportunities. They are now in a position to turn down offers, mergers, and acquisitions that don’t align with their vision. Dr. Patel defines Smile Obsession as a “DSO-H,” with the “H” standing for Hybrid. He advocates for an alternative to traditional, private equity-backed DSOs, providing dentists with the opportunity to work for a company that is not motivated solely by profit but is committed to transparency and ethical practices. Employee dentists don’t have equity and seller dentists are given full cash buyouts but in return, allowed to continue working in a similar environment without the pressure of production goals.

Philanthropy

Dr. Patel’s commitment to philanthropy is evident in his personal endeavors. In the summer of 2024, he traveled with his family to remote regions of Africa for a dental mission trip. This experience inspired him to create a philanthropic arm of Smile Obsession, through which he plans to take a team of dentists on annual dental mission trips to various parts of the world.

Key Executives:

  • Dr. Viren Patel – CEO and Owner
  • Jacquelyn Vasquez – President of Operations
  • Dr. Brittney Borga – Chief Dental Officer
  • Barb Nguyen, RDH – Director of Compliance and Education
  • Jenesis Lopez – Director of Facilities and Procurement

Emerging Dental Groups to Watch 2025

In 2010, Dr. Bradley Hughes, a third-generation dentist and private pilot, began his journey with a single dental practice in Leo, Indiana. Vision Dental Partners (VDP) was founded in 2019 with the addition of a second acquisition. Today, VDP operates eight practices across two states, supported by over 100 team members. The organization focuses on building personal brands within its locations, empowering teams, and delivering a lasting impact in the communities they serve.

Locations:

  • Create A Smile – Bloomington, Indiana
  • Implant & Cosmetic Dentistry of Northern Indiana – Rochester, Indiana
  • Brush Dental – Wabash, Indiana
  • Hughes Dental Group – Leo, Indiana
  • New Haven Dental Center – New Haven, Indiana
  • Comprehensive Dental Center – Crown Point, Indiana
  • Southwest Dental Center – Fort Wayne, Indiana
  • Hughes Dental Group – Okatie, South Carolina

Vision & Leadership

Led by Dr. Brad Hughes, Vision Dental Partners takes pride in a mentorship program designed to empower each doctor’s unique journey. His personal mission is to create value and overdeliver, every single time. Through personalized guidance, weekly check-ins, monthly in-person visits, and hands-on treatment support, Dr. Hughes and the leadership team ensure every doctor has the tools and confidence to thrive.

Their commitment to education extends to all levels of the organization. From clinical workshops to leadership training, they invest in their people because their success is the foundation of the collective future.

Differentiators

Vision Dental Partners has integrated a media company into its operations to connect practices with patients where they spend their time: online. Social media isn’t a “nice-to-have” for them; it’s essential for patient acquisition, trust-building, and embedding practices into their communities.

Their strategy focuses on authentic, edutainment-driven, and brand building posts that foster online relationships between prospective patients and doctors. This ensures patients feel comfortable and familiar with the team before stepping into the office.

To scale their impact, they aim to produce over 200 posts weekly by expanding their content team, which currently includes one content manager and nine editors, with plans to add another content manager by Q2.

Dr. Hughes has spent the last year building a strong personal brand on LinkedIn. His content, which offers candid insights into the realities of entrepreneurship, running a dental group, and leadership, resonates with people because he’s open and transparent about all topics and stays true to himself both online and in real life.

Growth Rate & Target

Their external growth strategy is driven by strategic acquisitions, and their model is a doctor-partnership model.

VDP is fully doctor-owned and doctor-led. This independence allows them to grow at a pace that aligns with their values. Each location retains its identity while benefiting from centralized support, operational expertise, and innovative marketing strategies.

Growth Goals:

  • 8 new acquisitions over the next two years
  • 16% or higher profit margin at each location
  • 80% case acceptance across all locations
  • Centralized media team posting 500 pieces of organic content per month

Key Successes & Challenges in 2024

In 2024, Vision Dental Partners achieved notable successes in several key areas, including:

  • Centralized revenue cycle management
  • A 14% organic increase in EBITDA
  • New Haven Dental Center generated $1.45 million in its first full year
  • Create A Smile experienced a 13.7% growth rate within its first year of partnership
  • Established an internal marketing team and founded Hughes Media Company
  • Hosted the inaugural Vision Dental Partners Growth Summit, bringing together team members from all eight locations

In 2024, Vision Dental Partners (VDP) faced a significant challenge: navigating an intensely competitive recruiting landscape. The organization tackled this hurdle through two strategic initiatives:

  1. Establishing a Media Company: VDP launched a media company to amplify its brand and authentically showcase its values and culture. This initiative helped attract like-minded, high-caliber candidates who connected with the organization’s mission, shifting the focus of recruiting beyond compensation to alignment with shared goals and purpose.
  2. Building a Dedicated Recruitment Team: To handle the increasing number of applicants effectively, VDP assembled a specialized team dedicated to streamlining and optimizing the hiring process. This ensured a seamless experience for candidates while maintaining efficiency.

These innovative strategies have enabled Vision Dental Partners to sustain its growth while assembling a strong, mission-driven team.

Giving Back

Their dedication to making a difference extends far beyond the walls of their offices. VDP is proud to support St. Jude Children’s Research Hospital, an organization dedicated to saving lives and advancing medical breakthroughs. They donate $5 for every new patient referral, with the goal of bringing hope and healing to children and families in need.

Core Leadership Team:

  • Bradley Hughes, DDS – Founder and CEO
  • Jason Harris – Director of Human Resources
  • Michal Butler – Director of Operations
  • Desiree Hauck – Director of Finance
  • Mike Wright – Director of Business Development & Procurement
  • Lex Orzalli – Director of Marketing

(Note: all DSOs by definition provide non-clinical support services to affiliate dental practices so they can, in turn, provide quality care to patients, while also giving dentists autonomy and affording economies of scale. To eliminate redundancy, these common denominators are to be assumed for all winners.)

See more ‘Emerging Dental Groups to Watch’ winner lists:
2024, 2023, 20222021, 2020, 2019, 2018, 2017.

If your dental group is interested in applying for the 2026 list, please email info@GroupDentistryNow.com


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