Many associate dentists quietly consider practice ownership, but exploring that path too early or too publicly can create tension. This guide explains how to think about dental practice ownership strategically, build the right advisory team, and protect your associate role while preparing for future opportunities.

Many veterinary and dental practice owners focus on minimizing taxes each year. But aggressive tax strategies can distort financials, weaken reported earnings, and reduce practice value at sale. Here’s how the “tax trap” develops—and how to protect long-term enterprise value without sacrificing smart tax planning.

Dental practices don’t operate like typical small businesses. From associate compensation to collections and EBITDA, the wrong CPA can quietly cost you real money. Here’s why dental-specific accounting matters and why the start of the year is the smartest time to make a change.

The new year is a smart time for practice owners to step back and focus on what actually moves the needle. From cleaning up financials to making simple facility improvements and understanding true practice value, these three practical resolutions can put dentists and veterinarians in a stronger position for the year ahead—whether growth, stability, or a future transition is the goal.

If you’re selling your dental or veterinary practice and come across an “advisor” claiming their services are free because the buyer pays the fee — stop and ask questions. What sounds like a perk can actually be a major conflict of interest that costs you real money. Here’s what every seller should know before signing on.

Too many deals fall apart, not because the business isn’t strong, but because the seller’s expectations don’t line up with reality. In this blog, we share a real example of a practice that looked great on paper but never got to closing, and the lessons every seller should learn before going to market.

When an owner starts thinking about selling, the first question is usually, “What’s my practice worth?” That’s an important question—but not the first one you should be asking. The real starting point is making sure you are ready: financially, mentally, and strategically.

When it comes time to sell your practice, the numbers aren’t enough. Buyers aren’t just purchasing equipment and financials — they’re buying confidence that the team will stay, the clients won’t leave, and the transition will be smooth. At Wicklow, we help practice owners prepare, position, and transition so they can maximize value and close with certainty.

We say this often at Wicklow, because it’s a critical distinction that many buyers (and even some advisors) miss. When a corporate buyer or private equity group is evaluating a multi-doctor practice, they want to know what the business throws off in pure operational profit—before interest, taxes, depreciation, and amortization.

If you’re exploring practice ownership, one question comes up every time: “Should I buy an existing practice, or should I start one from scratch?” The real answer is: it depends on you — and the vision you have for your future.

When it comes to selling your healthcare practice — whether veterinary, dental, or medical — timing is everything. Many owners believe they can wait “just a few more years” to build value, only to discover too late that the market, or their own business fundamentals, have shifted against them.

When you're buying a dental, veterinary, or medical practice, you’re not just choosing a business — you’re laying the foundation for years of ownership. One of the most critical decisions you’ll make during that process is choosing your bank.

Dentists, by nature, are solitary beings. Most practice alone and many have no arrangement to keep their practices running if they are unable to be in the office. The thinking often goes, “I have life/disability/overhead/malpractice insurance. What else is there to worry about?” An often-overlooked “insurance” is the cross-coverage group—an agreement among like-minded practitioners to fill in for one another if a member is disabled or dies.

Marketing your dental practice takes more than just getting your name out there. A successful dental practice uses marketing to ensure the right people know, trust, and choose you over the competition.

In recent years, private equity (PE) has reshaped the dental industry. Dental practices, especially those with strong profitability and growth potential, have become hot commodities for PE firms eager to consolidate and scale through Dental Support Organizations (DSOs).

If you’re a mid-career dentist, you might be surprised to hear that partnering with a Dental Support Organization (DSO) isn’t just for those nearing retirement. More and more mid-career dentists are exploring DSO affiliations as a way to grow their careers, secure financial stability, and lighten the load of managing a practice.

For many dentists nearing retirement, affiliating with a Dental Support Organization (DSO) can feel like a perfect solution. They offer financial security, operational relief, and a clear path to your next chapter.

In any dental practice, maintaining a healthy profit margin depends on controlling operational expenses, including the often-overlooked Cost of Goods Sold (COGS). Understanding and managing COGS is crucial for long-term financial health, as it directly impacts profitability.

If you're reading this, chances are you're nearing retirement and contemplating selling your dental practice. First, congratulations on reaching this significant career milestone.

If you're reading this, chances are you're nearing retirement and contemplating selling your dental practice. First, congratulations on reaching this significant career milestone.