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DSO C-Suite Spotlight
Group Dentistry Now sat down with Michael Amerstein, the newly appointed CEO of Peak Dental Services, to discuss his leadership journey, what drew him to the dental industry, and his vision for Peak’s next chapter. With a background that blends entrepreneurial grit and healthcare expertise, Amerstein shares how he plans to lead the organization through purposeful growth while staying true to its clinician-led roots.
GDN: Before stepping into your new role at Peak Dental Services, can you share a bit about your professional journey and what drew you to the dental industry?
MA: I started my career as an entrepreneur, buying and selling small wholesale distribution companies. After exiting those ventures, I transitioned into healthcare, advancing through leadership roles in academic and non-profit health systems focused on outpatient adult and pediatric primary care. Later, I joined Axia Women’s Health, a PE-backed PPM group, where I served as VP of Operations and then COO for nearly two years, driving rapid growth across five states.
What drew me to the dental industry, and to Peak specifically, is the opportunity to make a meaningful impact on patient care alongside an incredible team. Through my research, I came to appreciate that oral health is a vital yet often overlooked part of overall well-being. The dental space offers a unique chance to improve lives through enhanced access and innovative care delivery.
I’m also excited by the blend of healthcare and entrepreneurship within DSOs. As we pursue organic growth and strategic acquisitions in new and existing markets, we’re building strong partnerships with dental professionals and driving efficiencies that ultimately benefit patients. It’s about making a real difference in communities while scaling a business positioned for long-term success and innovation.
GDN: Leadership styles vary widely—how would you describe your leadership approach, and how has it evolved over your career?
MA: My leadership approach is rooted in clarity, empathy, and accountability. I’ve always believed in setting a clear vision and giving people the space and support to bring their best selves to the work. Early in my career, I leaned more toward being hands-on, wanting to be involved in every detail to ensure things got done ‘right.’ Over time, I’ve evolved to become more strategic and empowering. I’ve learned that great leadership is less about having all the answers and more about creating an environment where others feel trusted, challenged, and valued.
A key part of my approach has also been relationship-building- especially with clinicians and care providers. In our world, trust and alignment with those on the front lines are critical. I’ve made it a priority to stay connected to their experiences, to understand their challenges, and to ensure they have a voice in shaping decisions that impact their work.
Whether I’m working with a clinician, a department leader, or someone early in their career, I lead with the mindset of a coach. I aim to connect day-to-day work to the broader mission, while fostering continuous development and collaboration across all levels of the organization. I would describe my style as transformational leadership, particularly in moments of change. I’m energized by guiding teams through uncertainty, helping them reframe challenges as opportunities, and driving a sense of shared ownership in the path forward. Change is inevitable but when people feel seen, supported, and part of something bigger, it becomes a catalyst for growth rather than a disruption.
GDN: You’re joining Peak at a transformative time for both the organization and the industry. What drew you specifically to this opportunity, and what excites you most about the road ahead?
MA: What drew me to Peak was the unique combination of purpose, momentum, and potential. The organization has such a strong foundation — built by passionate clinicians, committed teams, and a culture that genuinely values people. But what really stood out was the opportunity to help take that foundation and scale it thoughtfully, without losing the heart of what’s made Peak special.
We’re at a pivotal moment …not just for Peak, but for the dental industry as a whole. The challenges are real: workforce shortages, labor wage inflation, increased operational complexity, and evolving patient expectations. But I see those as opportunities to innovate how we support our teams, build smarter systems, and create a better, more resilient model for care delivery.
What excites me most is the chance to lead through that transformation. To build something that supports our clinicians, elevates our teams, and delivers real value to the communities we serve. Peak isn’t trying to be the biggest. We’re focused on being the best at what we do. And for me, there’s nothing more energizing than leading a mission-driven organization that’s ready to grow with purpose, integrity, and a deep respect for patient excellence in both the quality of care and the experience provided within the communities we serve.
GDN: What is your vision for Peak Dental Services over the next 3–5 years, and how do you plan to bring that vision to life?
MA: To continue to drive and scale a culture rooted in being patient obsessed, clinically led, and people focused – a phrase we don’t just say, but strive to live out in every part of the organization. To continue to be trusted by our clinicians, colleagues, and patients. That means being known for operational excellence, clinical integrity, and a culture where people can do the best work of their careers. That’s not to ignore growth by any means.
We have lofty aspirations to continue to grow organically and expand existing and new markets with aggressive intention. To bring that vision to life, we’re focusing on a few key pillars such as:
- Delivering the Basics with Excellence
We’re doubling down on what matters most …delivering outstanding preventive and restorative care, consistently and compassionately. That’s what builds patient trust, drives same-store growth, and sets us apart in a crowded industry.
- Empowering Our People
We’re building an organization where top talent, both clinical and non-clinical, feel supported, heard, and inspired to grow. That means clear career paths, strong leadership development, and a deep commitment to culture at every level.
- Disciplined Innovation
We’ll continue to leverage technology and data to improve both care and efficiency, but with focus. If everything is a priority, nothing is! So, we’re being intentional about where we invest, making sure each initiative drives measurable value and can be executed with excellence.
- Sustainable, Values-Aligned Growth
We’re pursuing growth both organically and through M&A, in both existing markets where we already have strong infrastructure, and in new markets where we can thoughtfully expand. But we’re doing it the Peak way… looking for cultural fit, clinical alignment, and long-term partnership. It’s not just about adding locations; it’s about building lasting value for our providers, teams, and patients.
In short, Peak’s future is about scaling with purpose. We want to be the kind of organization that clinicians are proud to practice in, teams are proud to work for, and patients are proud to trust with their care. That’s the kind of legacy we’re building, and I couldn’t be more excited about the road ahead.
GDN: How do you empower clinicians while maintaining consistency across offices?
MA: It starts with being a clinically led organization that balances autonomy with strong, clear standards. Our clinicians are deeply involved in setting the standards and expectations that guide care across all our offices. Our clinical leadership team ensures that protocols are practical, evidence-based, and aligned with frontline realities. Through robust training, technology, and transparent communication, we equip our teams with clear guidelines while encouraging professional judgment and innovation.
Regular data review and feedback loops support continuous improvement, fostering a culture of accountability and excellence. By aligning clinical leadership with operational support, we create an environment where clinicians feel empowered to deliver exceptional care within a consistent framework, benefiting patients across every location. At the end of the day, our job is to protect the art and science of dentistry while building systems that allow great care to scale.
GDN: What emerging service lines (e.g., clear aligners, sleep apnea, aesthetics) do you believe will be essential for same-store growth?
MA: There’s no question that emerging service lines like clear aligners and aesthetics have strong potential to drive same-store growth… especially as patients increasingly seek comprehensive, confidence-boosting solutions from their dental provider. These services not only create new revenue opportunities, but they also strengthen patient loyalty by offering more value within the same trusted 4-wall environment.
That said, our philosophy at Peak is that before you earn the right to scale new services, you have to deliver the fundamentals of care with excellence. Too often, organizations chase growth through add-ons without first mastering the patient experience around the basics of preventive care, treatment acceptance, hygiene re-care, and clinical consistency. For us, that’s non-negotiable. We believe delivering the basics with intention, compassion, and operational rigor is what truly sets us apart in a competitive market.
Once that foundation is solid, services like clear aligners and aesthetics become powerful growth levers and we’re approaching them with that same disciplined mindset. We’re rolling out aligner programs in markets where patient demand and clinical alignment are strong, and exploring aesthetics in practices where the culture, training, and infrastructure can support it. It’s never about chasing the trend. It’s about intentional growth that enhances both care and experience.
Ultimately, we believe great dentistry is built on trust, and trust is earned through consistently excellent care. That’s what drives our growth, and that’s what keeps patients coming back.
GDN: What advice would you give to a dentist thinking about selling their practice today?
MA: The advice I’d give to any dentist thinking about selling their practice is: start by getting clear on your goals. At Peak, we help dentists preserve their legacy and brand while gaining access to expert support, robust back-office services, and clinical autonomy. Partnering with Peak means joining a doctor-led, values-aligned community—not giving up control. Our structure allows you to grow your impact, reduce the administrative burden, and stay focused on what matters most: patient care and team development. Ask yourself: What do I want my day-to-day to look like post-sale? What kind of partner aligns with my values? What legacy do I want to leave for my team and patients?
Second, do your due diligence…not just on the economics, but on the partnership. Not all DSOs are created equal. Look beyond multiples and EBITDA, and dig into the culture, clinical philosophy, and long-term vision of the organization. Talk to other dentists who’ve partnered with them. Ask how they handle autonomy, investment in staff, technology, and growth support.
Also, consider timing. If you’re feeling burnout or struggling with staffing, insurance pressures, or administrative load, those are signs it might be time to explore options. But selling doesn’t have to mean stepping away; in many cases, it can actually extend your career by allowing you to focus more on patient care and less on back-office stress.
Lastly, surround yourself with trusted advisors (i.e., a strong attorney, accountant, and ideally someone who understands the DSO landscape. This is one of the most significant decisions of your professional life, and it should be done thoughtfully and with the right people at the table. A good sale isn’t just about what you walk away with, it’s about what you’re walking into.
GDN: How do you plan to leverage technology, data, and innovation to improve care delivery and operational efficiency within Peak’s practices?
MA: Technology, data, and innovation are central to how we elevate both the patient experience and practice performance. From AI-powered patient support to modern diagnostics and centralized data dashboards, we focus on fewer, high-impact advancements, executed with excellence. Each tool we adopt—whether it’s within revenue cycle, marketing, or clinical decision support—serves one purpose: making it easier for our teams to thrive professionally while delivering a modern, trusted care experience.
On the care delivery side, we’re leveraging clinical decision support tools, digital diagnostics, and patient engagement platforms that enhance precision, improve case acceptance, and create a more seamless, modern experience in the chair. We want our providers to have the best tools available not just to improve outcomes, but to make their day-to-day work more efficient and rewarding.
From an operational standpoint, we’re leaning heavily into data. We’re building a more unified, real-time view of practice performance that gives our teams actionable insights and not just more reports. Whether it’s optimizing scheduling, improving collections, reducing overhead, or identifying clinical trends, we want every office leader to feel empowered by the data, not overwhelmed by it.
But just as important as embracing innovation is exercising discipline. One of the biggest pitfalls in our industry is trying to do too much, too fast, chasing every new idea without executing any one of them well. At Peak, we’re focused on doing fewer things, better. We prioritize a smaller subset of high-impact advancements, and we commit to executing them with excellence.
Ultimately, we see technology and data as enablers of great dentistry, not replacements for it. Our goal is to make it easier for clinicians to focus on care, for teams to operate at their best, and for patients to feel confident and connected throughout their journey with Peak.
GDN: Talent is a major issue across the industry. What strategies are you prioritizing to attract and retain top clinical and non-clinical talent?
MA: Talent is absolutely one of the biggest challenges—and opportunities—facing DSOs today. For us at Peak, attracting and retaining top clinical and non-clinical talent starts with creating a culture people actually want to be part of. Culture isn’t just a buzzword, We’ve built a purpose-driven culture with clear career paths, mentorship opportunities, and schedule flexibility to support work-life balance. These elements—combined with our 90%+ owner doctor retention—show that people don’t just come to Peak for a job, they come to build a career that matters.
From a strategy standpoint, we’re focused on four key areas- onboarding & introduction, career development and growth, compensation and flexibility, and clinical autonomy & purpose. Ultimately, our goal is to build an environment where people feel proud of the work they do and the team, they do it with. When you get that right, recruiting becomes easier because your current team becomes your biggest advocate. From a retention standpoint, people stay where they feel trusted, supported, and most importantly, valued.
GDN: For vendor partners, what qualities or values does Peak look for when building long-term relationships?
MA: At Peak, we think of our vendor partners as true extensions of our team, so when we’re building long-term relationships, we’re looking for more than just competitive pricing or transactional efficiency. We look for partners who share our values: integrity, accountability, reliability, innovation, and a deep respect for the clinical environment.
First and foremost, we value transparency. Whether it’s around pricing, performance, or capabilities, we want partners who are open, honest, and proactive in communication. That builds trust, and trust is the foundation of any long-term relationship.
Another big factor is alignment around the patient and provider experience. We gravitate toward vendors who understand that their product or service impacts not just our operations, but ultimately the care we deliver. Partners who listen to feedback, engage with our clinical teams, and genuinely want to add value, those are the ones who earn our long-term commitment.
GDN: What’s one thing people would be surprised to learn about you?
MA: One thing people might be surprised to learn about me is that I never set out to be a CEO. I started my healthcare career much closer to the front lines and have always been drawn to the people side of the business. In fact, I still spend time visiting practices regularly, not just to understand the numbers, but to hear directly from our teams … the clinicians, office managers, and front-line colleagues who make everything work.
I think that surprises people because CEOs are often seen as distant or purely strategic. But for me, leadership has always been about staying grounded- knowing the names, stories, and realities of the people doing the work. It’s what keeps me sharp and connected, and it reinforces why we do what we do: to support exceptional patient care and build a better experience for the entire dental community.
On a fun fact note, I’m surprisingly competitive when it comes to trivia nights. Give me a random history question or a ‘80s or 90s movie or music round, and I’m all in. It’s probably the one place outside of work where I still try to lead the room!
GDN: For solo practitioners and small group owners watching the DSO space closely, what role do you see organizations like Peak playing in the broader dental ecosystem?
MA: I think organizations like Peak play an increasingly important role in shaping a more sustainable, supportive, and forward-thinking dental ecosystem. At our core, we’re here to preserve the clinical autonomy, entrepreneurial spirit, and patient-centric values that drive private practice; while bringing the scale, resources, and operational support that help clinicians thrive long-term.
The role we play isn’t about replacing or overshadowing independent practices-it’s about partnering with them. We see ourselves as stewards of what makes private dentistry so impactful, while offering the infrastructure to reduce administrative burden, enhance recruiting and retention, improve access to advanced technology, and navigate the complexity of payer and regulatory landscapes.
For many solo or small group owners who are asking, ‘What’s next?’ or ‘How do I keep growing without burning out?’ DSOs like Peak can offer a pathway that protects their legacy and empowers them to keep focusing on what they love: patient care, team development, and clinical excellence.
Ultimately, we see our role as additive. We want to elevate the profession, create more stability for providers and teams, and ensure that great dentistry remains accessible and sustainable in the communities we serve.
