Partnership models
Sell nothing. Or sell on your terms. Both are on the table.
Two models. One platform. The same published limits on both.
- Keep every share and take the operating platform.
- Or transition the business side and decide how long you keep treating.
- Working with us on the growth side never lowers the number later.
Model 01
Keep your practice
A Tuesday where the only thing you decide is clinical.
You stay the owner. You keep the equity, the name, the team and the final word on everything. We take the parts of the business that have nothing to do with dentistry and were never what you trained for.
No equity changes hands. No option is attached to it. It is a services agreement with a term and an exit, and the exit is in the document.
Best for
- Owners who are not selling and are tired of being asked
- Practices with more demand than front-desk capacity
- Anyone whose aging report has not been worked in months
- Multi-location groups that outgrew one office manager
- Doctors who want the tools without the transaction
- Practices already paying four vendors who do not talk to each other
What you sign
A management services agreement carrying Exhibit A, the six practice protections, in full. Nothing in it is different because you chose this model.
What you keep
One hundred per cent of the practice. Your name, your sign, your staff, your referral relationships, and every clinical decision in the building.
What it costs you later
Nothing. Term A.6 says a services history can never reduce a later offer, and that our fee is added back to earnings before anyone values the practice.
Model 02
Step back
You spent thirty years building it. You should choose how you leave it.
For owners thinking about retiring, slowing down, expanding, or handing the practice to whoever comes next. You decide how long you keep treating patients, and you decide what happens to your team.
Your practice stays owned by a licensed dentist. That is not a preference, it is the law in most states, and any company telling you otherwise is either careless or hoping you will not check.
Best for
- Owners three to ten years from stopping
- Anyone who wants liquidity now and clinical work later
- Practices with no associate ready to buy in
- Partnerships where one wants out and one does not
- Owners expanding who need capital rather than an exit
- Anyone who has had one offer and no way to judge it
What actually happens, in order.
-
You read the agreement. We see nothing.
All six terms and both conflict provisions are already published, so this step costs you a download and an hour with your own attorney. We have not asked for a number yet.
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One conversation about the next five years.
Not financials. How long you want to keep treating, what you want for your team, and whether there is anyone internal who should have first refusal.
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An independent valuation you commission.
From a third party you select, not us. Term B.2 says you get that before any number of ours, and that we will not object to you going and getting two competing offers.
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The business side transitions. The clinical entity does not.
Equipment, lease, vendor contracts, non-clinical staff and systems move under a written management agreement. The professional entity stays owned by a licensed dentist.
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You tell your team, with us in the room if you want.
We will write that explanation with you in plain language before anything is signed, and answer their questions with you there.
We are not going to promise you a fast close. Several states now require advance notice to a regulator before a transaction like this completes and the list is getting longer, not shorter. Anyone promising quick and flexible either has not read those rules or is planning to apologise later. We will tell you the real timeline for your state on the first call, before you have spent anything.
The conversation you are dreading is not the one with the buyer.
It is the one where you tell the hygienist who has been with you for eighteen years that you sold the practice.
Most deals that fall apart do not fall apart over price. They stall because the owner cannot work out how to explain the change to the people who made the practice worth buying, so the whole thing quietly stops and everyone pretends it was about valuation.
We will write that explanation with you, in plain language, before anything is signed, and you hand it to your team yourself. If they have questions we answer them in the room, with you there.
The obvious conflict
We help practices grow and we also buy practices. Be suspicious of that.
If you hand us your collections, payer mix and aging report so we can help you grow, you have handed a potential buyer the exact file they would need to price your practice and work out the lowest number you would accept. That is a real conflict and we are not going to pretend it away.
So it is written down instead, as two clauses in the same agreement as the other six.
Not sure which one fits?
Most people are not, and you do not have to decide before the first call. Twenty minutes, no financials, no deck.