The Group Dentistry Now Show: The Voice of the DSO Industry – Episode 83

Dr. Marc Faber, CEO of Edge Dental Management, discusses how his group acquires underperforming practices and makes them high performers.

Dr. Faber also discusses:

– His story and why he started a DSO
– Why Edge focuses on buying underperforming offices
– Digital dentistry
– The future of Edge Dental Mgt and the future of the industry

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Our podcast series brings you dental support and emerging dental group practice analysis, conversation, trends, news and events. Listen to leaders in the DSO and emerging dental group space talk about their challenges, successes, and the future of group dentistry. The Group Dentistry Now Show: The Voice of the DSO Industry has listeners across North & South America, Australia, Europe, and Asia. If you like our show, tell a friend or a colleague.

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Full Transcript:

Bill Neumann:

I’d like to welcome everyone to the Group Dentistry Now Show I am Bill Neumann, and as always, I’d love to thank my listeners for listening in, whether it’s Google, or Spotify, or iTunes, or whether you happen to be watching us on YouTube, or somehow you find us on group dentistrynow.com, we appreciate listeners, viewers. Without you, we wouldn’t have a show.

Bill Neumann:

And of course, without great guests, we wouldn’t have you as an audience. So next guest up, you may have seen him at various DSO meetings saw him at the greater New York meeting last year, which is the last time we saw each other in person. Dr. Marc Faber. He is the founder of Edge Dental Management. Thanks for being here, Marc.

Dr. Marc Faber:

Well, it’s pleasure to be here. Very excited.

Bill Neumann:

Yeah. This is good stuff and it’s pretty cool because Marc’s model is what I think is relatively different in the industry. And Marc probably talked to this in greater detail. So he actually lives in New Jersey, but Edge Dental Management, all the practices are actually in New York. He has seven practices right now, but he really focuses underperforming dental offices.

Bill Neumann:

Those are the acquisitions and then he transforms them. So maybe we can even talk about some of those transformations because you had a really cool LinkedIn post recently about a practice that you had that I think was a two op practice that now is 17 chairs. Does that sound right?

Dr. Marc Faber:

Well, yep. That is correct.

Bill Neumann:

So how do you go from two to 17 so that’s probably a podcast unto itself. So talk a little bit about your background. I’d love to just… You’re a graduate of New York University College of Dentistry, but maybe talk a little bit about your background, how you wanted to become a dentist and then why you wanted to start a DSO.

Dr. Marc Faber:

Firstly, my father was a dentist. I won’t say born into it, but I saw dentistry my whole life. So how hard my father worked and saw the benefits of it, and what’s also not so good about it. Dad falling asleep Friday nights or whenever after a long week of work. But yeah, every child’s dream is to kind of be like his father.

Dr. Marc Faber:

So when I was younger, I wanted to be a dentist, but when it came time to it in college, when I was thinking about what I wanted to do that the street seemed like a good option as opposed to going to medical school, happened to be a very good decision at that time because my friends who are doctors don’t have the same opportunities that I have right now. But that’s kind of how I ended up in dental schools as opposed to medical school.

Dr. Marc Faber:

My goal was never to have a DSO and no one was even talking about DSOs when I was in dental school. My goal was actually to have one practice, one really good practice. My first year out of residency, I worked with my father. He had two practices one in Midtown on 57th and sixth avenue, another practice in Brooklyn. And in my first year working, I didn’t make enough money working by him to support my family.

Dr. Marc Faber:

So I was already was looking and I found a practice actually in upstate New York. And I offered my father to come along with me. He wasn’t, he wasn’t interested. And then I bought my own practice in Monroe, New York back in 2012. I had the guts to do it about a year out of residency to go into ownership.

Bill Neumann:

Yeah. You don’t hear that happen often. Not that quickly.

Dr. Marc Faber:

Correct, correct. But I guess having my father at that point and his team as a backbone just helped support me and help guide me on certain decisions was actually very comforting. But that time that I worked by my father was also amazing because I learned a lot of good things of how patient management, how to treat employees and then like, but I also learned a lot of things that I didn’t like about at his practice and not, and that he wasn’t willing to change and stuff that I was willing to do.

Dr. Marc Faber:

So it gave me a little bit of real world experience that I was able to enact on really quickly. So yeah. So a year out of residency, I bought a practice that, oh Lord, I couldn’t even verify their numbers.

Dr. Marc Faber:

The tax return was all over the place. The place was a mess. The walls were pink and purple. I can’t even tell you how crazy this practice was that I bought, but the location that was amazing because there were more dentists on my father’s floor on 57th street, then we’re in this entire town. And, but this population, there was massive. Talking about a very fast growing passidic community, having each family, having 10, 12 kids. And they knew that as long as I had an office in that area with so many people, I would be successful. And that was very right.

Bill Neumann:

That’s great. So, that was 2012.

Dr. Marc Faber:

That’s correct.

Bill Neumann:

And so then when did you decide to make the move to add another location? And when you did that, was that like, “Hey, I want to be a DSO or no, Hey, I just need to, I want another location.” Talk about that.

Dr. Marc Faber:

So I actually was, my first…` So I bought that practice and I guess it’s been 10 years, so I could say how much it is. I bought that practice for $237,000, which was it wasn’t cheap, but it wasn’t a lot of money. But from our calculations, it was less than what cost to build a practice from scratch. And you had a patient flow and the location was correct.

Dr. Marc Faber:

So a year later, I actually, I was out of space. My first year we did about $800,000. We expanded, we went from three chairs to eight chairs. I made every mistake in the world, on the construction.And so I’m paying for it today, still, but we’ll fix that eventually. But by 2014, I had already maybe tripled this practice, whatever it was.

Dr. Marc Faber:

And by the time we finished the construction. I was really poised to really grow then because now I had an ECHA practice, a new facility, granted it was a Medicaid office, but it didn’t matter because there was just so many people, so many people over there. At that same time when I finished construction. [inaudible 00:07:12] my father got sick and his practices faulted.

Dr. Marc Faber:

He had a some dementia and some other issues that he still battles on today. So a lot of responsibility was put on my shoulders, because my parents weren’t financially ready for retirement. So I took on… I’m like, “All right, I got to now build a big business to support. Not, not only just my family, but my parents as well.” So that was the motivation to go ahead and build a business.

Dr. Marc Faber:

However, it was to build a business that wasn’t based on myself, my father’s whole business was built around him. I came from the standpoint saying, “Hey, I needed to build a business that wasn’t dependent on me. So I wouldn’t be in the same situation that my father was at a later point.” So I guess my motivation to have multiple locations or more locations or to diversify was not to get a better IBIDA or any of that stuff was actually just from the pure, simple fact of not having a business that’s built around myself.

Bill Neumann:

Yeah. Makes a lot of sense. So that’s really interesting. So that was… What was the timeframe here? This was a couple years later. Is it [crosstalk 00:08:23]

Dr. Marc Faber:

Yeah. It was around 2014 and then every decision I kind of made afterwards was with that mindset. My brother came along, my brother was finishing up residency at that time. And I know I needed a partner to help me with financially with my parents, but also with growing we wanted to, the plan was to grow a business together and we had a reason for it. So we were very much aligned to work together. So in 2015 we bought that second office. The one that you mentioned in the LinkedIn post. We bought that practice.

Bill Neumann:

Pine Bush?

Dr. Marc Faber:

Yep. We bought that practice to make space for my brother. Because I didn’t know if there was enough revenue to support both our families.

Bill Neumann:

So two operatories at the time.

Dr. Marc Faber:

So operatories at a time and it was a time we’re talking I bought this practice for nothing. We’re talking like $55,000 and to get there, I’m driving past farms and horses. And it was a bit of a ride from where my first location was about 30 minutes farther for me. And it took a little time to grow that, but soon after that, and then about every year after that, from 2015, we bought another practice.

Dr. Marc Faber:

And as we went along we put together systems and we put, we built our team and got, and got more doctors and training. And we made a ton of mistakes along, along the way, hiring the wrong doctors, hiring the wrong managers, but we worked the kinks out and slowly, slowly, we started getting a nice formula. Also when my brother started this… Actually, we can get this afterwards but one of the things is digital denistry. This one that came into play back in 2015.

Bill Neumann:

Okay. Yeah. We’ll definitely make sure we touch on that. I’ve got a couple questions related to that. So really you talked a little bit about a formula. And one thing that I alluded to earlier was underperforming practices. So you talked a little bit about the first two just by the amount that you paid, the first one was not inexpensive, especially for the time. And it wasn’t expensive, but from cost standpoint, but you saw, I guess, opportunity there. Right? So did you look at the practice and say, wow, okay, this is a bargain, but I can… I had a vision.

Dr. Marc Faber:

Correct. So the first practice I had had no data points. I never production report. I just had like collections barely to work off. But in the second practice, I had some data points to work off of, but not much. The doctor was doing maybe $200,000 a year. So he wasn’t doing much of anything, but I knew there was a bunch of patients coming in. There was no hygiene there.

Dr. Marc Faber:

So I knew that just showing up and doing a little bit of dental work that I would probably double or triple him. When we got there, we knew that this doctor was well liked by his, by the specialist. Because when we came in there, I got fruit basket after fruit basket, after gift, Ranger tickets, you can’t imagine how… This guy referred so many patients out to other doctors that they were sending him so many gifts. We didn’t get the many gifts after we were there, but slowly slow. We built that business up really, really nicely.

Bill Neumann:

That’s great. And so are pretty much all your practices in upstate New York, the seven that you have.

Dr. Marc Faber:

Yeah. They’re all about 20 minutes from each other every 20 minutes you’ll find you’ll hit another one. I guess the farthest drive between them is probably like an hour, hour plus. Not much more, but we could hit them all in a day.

Bill Neumann:

And are they all acquisitions? Are they any to de novos are all acquisitions?

Dr. Marc Faber:

They’re all acquisitions. But I would say they have a de novos touch to them because we’re buying these undervalued practices, meaning that these are very often older doctors who have not kept up to date with anything, unfortunately very often have had, they saw dark rooms very often there’s not practice management software. Obviously there’s no digital x-rays very often. They’re not hygienists.

Dr. Marc Faber:

There’s no efficiencies in these offices. And very quickly by putting some of these efficiencies in, we know that we could take a practice that was doing X and they could do a lot more, very quickly. So practice is doing $400,000 or less. We know we could probably double or get to a million dollars in our first year there, which we’ve done a couple times now.

Bill Neumann:

That’s great. So let’s touch a little bit on digital dentistry. You mentioned that earlier. So going from an under forming practice to a digital dentistry, talk a little bit about the why there.

Dr. Marc Faber:

So, so the why. So the issue was initially in our first office, which was a Medicaid heavy office we took an impression for a crown. It would come back two weeks later, if the patient showed up, then it took 45 minutes to get the crown to be seated properly. It doesn’t make any sense to me for the amount of money the lower reimbursement rate that we were getting from Medicaid, it wasn’t worth our time.

Dr. Marc Faber:

So it got to be a better way. So I started looking into, from the advice of my shine rep started looking into different forms of digital scanning. At that time, he suggested using trios and we started scanning back in 2015, scanning for crowns. And it was fantastic because crowns now were coming back in two days as opposed to two weeks.

Dr. Marc Faber:

And they were fitting after just scanning for like a month or two we’re like, why are we sending to a lab? Let’s be our own lab. So we went ahead kind of at the same time, as we bought that second practice, we bought a mill as well. And we worked on training our a few of our staff members or team members to design because doctors should be doing what doctors are good at, which is prepping teeth.

Dr. Marc Faber:

You don’t need, you don’t need a DDS to design a crown or a Miller crown. And we had tremendous success with this doing crowns in the same day, doing even scheduling for production or working on production, which was doing even a root canal and post and crown in the same day was also tremendous.

Dr. Marc Faber:

We called Medicaid up at the time or DentaQuest, whoever it was and asked them, “Can we even build for this? Can we build all these three procedure codes at the same time?” They said, “No.” And we’re like, I don’t know, didn’t sit right with us. We were reading all our manuals and whatnot. These procedures were completed. The was no exclusions for this. So we went ahead and we did it anyway.

Dr. Marc Faber:

And when they paid it out. They didn’t, and we haven’t had a problem in six years or seven years now, but what’s it called, but, but working like that when you’re able to speed up the process, you don’t need as many patients in a day to be productive and it sets the systems and the foundation for our business or for our doctors to produce really well, not have to see so many patients and be very happy at the end of your day.

Bill Neumann:

So you talked about digital dentistry. Now, you also mentioned this a little earlier in the kind conversation. You went from one to two and started to take these underperforming practices and they started to explode with growth from growth. What type of systems did you put in place? You said now, now we need to put systems in place. So what did you start off with? You said some didn’t even have practice management software.

Dr. Marc Faber:

Right? So we obviously we had to put in before we even step into an office even like even office number three, which was Middletown, we had our practice management had to be set up. We needed a scanner. Okay. An internal camera, isolite. Those are, probably the four biggies digital x-rays also. Those are the five big ones that you need just be able to maintain and keep the practice afloat.

Dr. Marc Faber:

But you have to understand these, we’re talking about… When we look at these product reports from these doctors, we know whether they’re under diagnosing, we see how many full mouth x-rays they’re taking. Very often, they’re not taking any x-rays. Now they’ll have a thousand prophies or 1500 prophies, but they’ve taken only 20 FM Xs in the year, or they’ve done only a couple…

Dr. Marc Faber:

They’ve done four quads of scaling and root cleaning in entire year. Or if they’ve done no root they referred out all their root canals and they referred out all their extractions. There’s so much low hanging fruit on these practices that a practice that’s down at $400,000 is really closer to a million dollars. If you’re actually diagnosing and treatment planning and treating the patients that are already there, which leads to you, don’t have to market. I do zero marketing because very often the offices that I’m buying they have enough patients to support it.

Bill Neumann:

So that’s a great point. So you’re really just treatment planning, and then actually getting the patient acceptance, right. Versus going out and trying to get more butts in the seats, right. More patients. So you’re not really worried about that. The business is there. It’s just a matter of diagnosing treatment planning and getting the patients to-

Dr. Marc Faber:

Correct. And it’s very easy we… when I said beforehand, that we’re like a Denovo it’s because we buy these practices. We don’t want the selling, doctors there. We want them to go. We don’t want them around at all, actually. And we bring in our own doctors, whether they’re new or not, and we allow them to diagnose properly. You take a digital picture. I don’t want to get clinical here on your podcast, but we take a digital picture.

Bill Neumann:

We have a couple of dentists that listen.

Dr. Marc Faber:

You take a digital picture of a tooth and you show them on a big screen and you show them, Hey, there’s a crack in your tooth right over here. And you should probably get a crown on this. You don’t have to be a dentist to see that. And having the old dentist there, . It would be hindrance.

Dr. Marc Faber:

And it’s very easy for the patient to say, are why did my other dentist say this well, because he didn’t see this and that different, that mindset and being able to educate the patient to make the better decision for themselves allows these practices to grow very, very quickly, which again, which leads to my next problem is that these practices are small practices. That’s how I take a two chair practice. And I’m out of space before, you know it or four chair practice, I’m out of space and I have to expand.

Bill Neumann:

So you mentioned something that’s interesting. You said, “Hey, we don’t want the dentists that was there initially to stay. That is pretty much counter to what I think a lot of the DSO model, we want you to say two years, five years, whatever it is. Right. So do you find that dentist that you want to put in place first or do you find the practice first? And then if so, where do you find that your dentist that you’d like to have in place?

Dr. Marc Faber:

So, we at this point that we have enough dent, we have enough offices where we’re, always grooming dentists to move to a next location, but either way whether it’s one, somebody from within our system we have, or somebody new. If we buy, we’re not buying hundreds of offices at a time we’re buying one or two, we’ll be able to support that new dentist that’s there.

Dr. Marc Faber:

Me and my partners, or will have enough clinical guidance, whether in person or on the phone or on our text groups or whatever, to make sure that everything is being is meeting our standards. But yes, it is very much counterintuitive because we I guess as a dentist run organization, we’re not reliant on the selling dentist. We don’t really we care, but we want we’re buying their practice.

Dr. Marc Faber:

We’re going to take really good care of his patient, their patients, but we don’t need them to stick around as opposed to a lot of the other organizations that are out there. And this is why it’s a little bit more challenging what we do, but it’s also a lot of fun.

Bill Neumann:

Well, and to your point, there are dentists that want to retire. Like they don’t want to stick around. So there are those dentists that want to exit. There’s some that you talk to that are like, I don’t really want to stay for two or, but like, I’m ready to go now. So you could probably, it benefits you to find those dentists that are looking

Dr. Marc Faber:

Well. The other telling point is that when I find these practices, I’m not like competing with anybody. None of the DSOs are bidding on these. Like, I have the reverse problem and everybody else, I find too many of these. I have to pick the right ones to go after.

Bill Neumann:

That’s a good problem. So other technologies, anything else you talked a little bit about isolite but if there’s any, I would say any newer technologies that you see that have been really interesting that maybe you’ve adopted in the past couple of years or anything on the horizon.

Dr. Marc Faber:

Yeah. Well, we’re doing a whole bunch of 3d printing right now.

Bill Neumann:

Okay.

Dr. Marc Faber:

I think we’re a beta tester for Sprint Ray. I got some John Cox over there is an old friend now. But we’re 3d printing night guards and surgical guides and models, a lot of models, a lot of our aesthetic cases. So this is also for all the clinical people out there we’re scanning on our Sarik, we’re doing a digital design Waxs up..

Dr. Marc Faber:

And we’re 3d printing it to, so we have the right contours then we’re, rescanning that. And using that as our bio copy to copy the case in order to make a really nice aesthetic case. So these aesthetic cases that we, that we’re doing that are veneers or crowns, or big cases 4, 6, 10 units, they’re they’re the 3d printing has gotten so good that the contours are so clear on the print that that our cases have just been coming out unbelievably, really better than a private lab, like a high end private lab, I would say,

Bill Neumann:

Wow. So 3d print endings at the top of your list.

Dr. Marc Faber:

Oh yeah. That a question obviously some of this other stuff we’re also doing some 3d printing to restore hybrids where, where we could print out our PMA for our temporary hybrids, when we do the all on four or all on six cases, those are, that’s also very, very cost effective, but also a nice little tool. And I feel like as, as time goes on, 3d printing is going to probably take everything over, I think, and everyone knows it. It’s not like I’m saying anything, that’s not known here, but we’re very big on the milling right now, but I do see that 3d printing is going to be the future in in my mind.

Bill Neumann:

Yeah. It’s and like you mentioned, sprint Ray, there are a couple others out there. it seems like the opportunity to get in early and really get those skills refined is going to keep you ahead of the competition, so to speak.

Dr. Marc Faber:

Yeah. But it’s not about being ahead of the competition here. It’s about doing what’s best for the patient you’re able to, and it’s also what makes it easier for your doctor for your team the simpler, the process, the simpler, the systems, and the easier it is to get case acceptance, the easier it is to complicate this.

Dr. Marc Faber:

And they look whether no matter what anybody says, when you change somebody’s life by changing their smile and you do it very nonchalantly like this, wasn’t so hard, this was very simple. And it they’re going to tell their friends that they don’t have tell anyone they’re going to smile and their friends are going to see it. And that’s it. And there’s no better advertisement than that.

Bill Neumann:

That’s pretty rewarding. So talk to me as we wind things down, I’ve got a couple of the crystal ball questions. So tell me a little bit about what the future of your group looks like in the next couple of years. you can continue with this model of you. You talked about having a plethora of underperforming practices that are out there. So going to continue on there is anything different. You may do.

Dr. Marc Faber:

Not sure yet. Eventually we come to a point where we’re not going to buy these anymore, but right now it’s fun. It’s a lot of fun.

Bill Neumann:

Yeah. For the people that are listening and not watching the video, he’s been smiling the whole time. So it does seem like you’re having fun, which is great.

Dr. Marc Faber:

That’s my I’m always smiling. I’m always, happy, but it’s no, it’s finding opportunity where people didn’t think there was an opportunity it’s maybe it’s being innovative or creative, or just finding the path of least resistance, whatever way you want to call it. That’s what we’ve done so far.

Dr. Marc Faber:

And whether we’re going to continue with that. I don’t know. We have the ability to choose whichever way we want to go. We may go ahead and buy bigger offices. We may just continue buying smaller offices. But the key is that we’re the most important things that we’re focused on developing our doctors, working with them, creating opportunities for them and giving them the support that they need to be better clinicians.

Dr. Marc Faber:

That’s a lot of, we spend probably more time on that than probably anything, making sure that our doctors are really, really, really strong, where one thing that we’re doing this year, that obviously we built a, in 2021, we opened up two offices. Again, we built, we built out two offices that were, we originally purchased a bunch of years ago and then made him a much larger.

Dr. Marc Faber:

We took a two chair office, a 17 chair office, and a three chair office to a 15 chair office, which was also a lot of fun. But we also, at that same time, we built an house lab. We built space to do our Syra, we have in this office, I’m in right now downstairs. We have three mills. We, we have, we have two, we have two smaller mills that could mill out up to three units, but we do inlay on veneers, all that good stuff.

Dr. Marc Faber:

And then we have a bigger mill cause the MCX five mill out, we allowed a round house bridge. If you, we need to cuts out of a puck. And just from a standpoint from an efficiency standpoint, also from an ADA standpoint, the lab is worth a lot of money just on single unit crowns and small bridges. It’s probably worth 3% IBIDA if you do it correctly.

Dr. Marc Faber:

And then as you go on to do those bigger cases with the out of the pocket, maybe, maybe worth another 1% I or so. And now what’s exciting for 2022 is that we’re working on building a hybrid lab for ourselves. Cause we’re doing a lot of those cases. And I think that’s also going to translate to real some real numbers for ourselves. So that’s, I think that’s the, something that a lot of offices don’t value is being able to have control of your lab work.

Bill Neumann:

Do you think that you’re going to see more and more of that you talked about the 3d printing, which is probably makes it even a bit easier to control, but or do you still see, is that, is that the future or do you think that is just some practices aren’t well suited for that?

Dr. Marc Faber:

I don’t, I don’t know. I really don’t. It really depends on the will of the group and what they’re and what they’re thinking who, how many times do you want to be dependent on an outside lab to, oh, did you send it in the mail? Did it come waiting on that to deliver where, “Hey, it’s in your system,” You’re able to have control of the entire process and when this is going to be done and if it’s not going to be done, or if it gets done incorrectly or something breaks, you can fix it really quickly

Bill Neumann:

From the patient experience perspective. it’s-

Dr. Marc Faber:

Oh, paralleled.

Bill Neumann:

Yeah, absolutely. All right. Last question for you. This has been really interesting, really good stuff here.

Dr. Marc Faber:

Well, I have to bring clinical here because I feel like I’m only one.

Bill Neumann:

That’s great. Future of the dental industry. So we talked a little bit about the future of your group, but where we see the consolidation, right. So we know it’s continues. Last year was crazy busy with consolidation. Any thoughts on in the next four or five years? Do we see it continue? Do we see any different models emerge? We’ve got a lot of these big DSOs that are now starting to buy other, not so big, but still pretty big DSOs that consolidation at the up, we see a lot of emerging groups, right down to entrepreneurs that are out there that don’t really are doing what you’re doing. Maybe a little bit differently. Just kind of curious what your thoughts are on what you see.

Dr. Marc Faber:

Well, everyone says the sole practitioner’s always going to be around for now because there’s room for that level of customer service and there’s just room for them still because they don’t usually have big practices. They have small practices. They’re not, stepping on anybody’s toes. And I think solo practices are always going to be around.

Dr. Marc Faber:

In my mind, what will happen on from the larger groups was probably the most interesting. And I think it’s really on the medical side, which I think it’s a slippery slope because I think that industry has been in a safe Haven from an insurance standpoint, being on an island of its own, having its own dental codes.

Dr. Marc Faber:

But with Pacific and some of the other groups venturing into having a integrated model between medical and dental, I wonder what happens? What are the repercussions down the road for that? I do think there is something to it. I think having that flow of medical patients into the same practice that you’re dental office is in is, a no-brainer. It makes sense, but is it something necessarily that the industry, is that good for dentists as a whole? I don’t know. I don’t know. I really, really don’t know, but I could see that being really being the future.

Dr. Marc Faber:

And then if that really is something and who knows, maybe the hospital system actually gets involved, something like this, and they could probably put us all out lot of business. If you think about it, if everyone’s going through the one way or another they have the… If someone could figure out how to do it, whew, that could be it vicious. But yeah, that integrated medical dental thing is something that, I think is going to pick up a little bit… A lot of steam over the next 10, 20 years without a question.

Bill Neumann:

Yeah. I think that’s a great point. it’s certainly in its infancy now, and you’ve got different models, you got Pacific doing what they’re doing, you have on right, right. Not necessarily in your area, but in New York, New Jersey, there’s Pro Health dental, that’s doing some things. And then of course, you’ve got Kaiser Permanente on the west coast. Well, so a lot of different models out there nothing’s really worked itself out yet, but makes sense.

Dr. Marc Faber:

I think no, but I think Aspen has something also doing also [inaudible 00:33:50]

Bill Neumann:

They do. They do, they’ve got… They own the urgent care clinics. Well now, and so they’re venting into different using their support center for not just dental, but the urgent care clinic and the aesthetic. I believe they have an aesthetic business as well.

Dr. Marc Faber:

But it doesn’t make sense, you think someone goes to a hospital for dental emergency, the hospitals are not equipped right now to handle them. Why, doesn’t make any sense.

Bill Neumann:

Right. We talk about overwhelmed hospitals quite a bit. And you’re sending, they’re going to Therefore possible root canal, an issue, right. Probably pain, they’re there for pain. Most likely they’re not there for aesthetics. For sure. So it’s definitely interesting. So if there was a way that a hospital system could get them out of the emergency room, so to speak and have them go to the dental clinic, it would make sense.

Dr. Marc Faber:

Agreed.

Bill Neumann:

All right. Dr. Marc Faber from Edge Dental Management Founder. Thanks. Thanks for being on the Group Dentistry Now Show one thing I forgot mention is that Dr. Faber’s group Edge Dental Management was the 21 of the 2020 winners of the emerging groups to watch we did an article.

Bill Neumann:

So if you want to read a little bit more about them, you can go to Group Dentistry Now and find out more, but great conversation. Appreciate you being on the show today. Really, really appreciate it. Some great insight. And I love the clinical touch. Thanks for sticking with that. Talking about the printing in house, the milling, I really like it. And the fixer up practices that you’re buying going from two operatories to 17. Crazy that you’re the first I’ve heard that’s done that somebody else probably has, but you’re the first that I’ve heard that’s done that.

Dr. Marc Faber:

And I’m definitely not the first trust me.

Bill Neumann:

Good stuff. We appreciate you being on. We thank you for the contributions. Thanks everybody for listening in or viewing us on YouTube again. I’m Bill Neumann with Group Dentistry Now, until next time, this is the Group Dentistry Now Show. Thanks for watching or listening.

Speaker 1:

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