Several DSOs have spent 2025 launching new ventures and facing challenges head on, redefining what growth looks like in an ever-evolving industry.
Here are five DSOs that have made changes to expand their network, build their teams and improve patient care:
Tend
Nashville, Tenn.-based Tend recently launched a compensation model that allows dentists to earn up to 40% commission along with equity in the company, representing one of the highest commission structures in the U.S. dental industry. Additionally, dentists are provided mentorship, continuing education and a full benefits package.
The new compensation model is aimed at making the dental field more sustainable for clinicians. Chief Dental Officer Chris Salierno, DDS, told Becker’s the changes were part of Tend’s mission to innovate healthcare.
“We’ve just completed a multi-year process of getting real operational excellence, and we’re ready to hit the gas pedal on real growth in terms of number of locations, but also really making good on our promise to innovate in healthcare and hospitality. Innovation means change. It means new, exciting technologies and investments we’re making, and we need a top team to do that,” he said.
Qualitas Dental Partners
Sharon, Mass.-based Qualitas Dental Partners has focused on highlighting New England as a rewarding place to work in order to attract more dentists to the area and improve access to care. This initiative involves creating various marketing materials to showcase everything the region has to offer.
“We have had to go out with our own money and our own time and resources to build some quality materials to convince people that coming to New England is something special,” CEO Bob Rubino told Becker’s. “So far, we’ve added many providers that way. We’ve transplanted many people who didn’t necessarily give New England its due, but it’s every day we have to do it. We’re adding a valuable service to the area because we don’t want to see practices go dark. We don’t want to see providers leave the area or retire without replacing them. Eventually, there’s a whole crop of dentists who are going to retire. They must be replaced, or the problem of access to care is going to get worse. We are organized to help alleviate this problem.”
Cal Dental USA
Los Angeles-based Cal Dental USA made several changes this year that led to notable growth in its main market of Southern California, including launching its in-house lab services, which increased the DSO’s overall EBITDA. Now, the company is zeroing in on additional efforts to drive growth and enter new states next year. This includes improving patient experience touchpoints and strengthening back-end operations.
CEO James Jones told Becker’s the company also plans to invest in artificial intelligence and team development opportunities.
“We want 2026 to be the strongest internal training year in our history because consistency is king,” he said. “If we invest in the people, the numbers take care of themselves.”
Simply Dental Management
Hopkinton, Mass.-based Simply Dental Management made several internal changes earlier this year in response to employee feedback. The DSO adjusted communication practices and launched a portal for employees to access forms and other announcements. It also made changes to its employee benefits. SDM said it plans to conduct check-ins each year to continue receiving employee insight and track progress.
“We want to build a strong team first, before anything else. That means understanding what our people need and responding with action,” Founder Sam Alkhoury, DMD, said. “These surveys give us a way to do that meaningfully, every year.”
Salt Dental Partners
Dylan Bates stepped into the role of CEO at Phoenix-based Salt Dental Partners with a plan to use his previous experience in the physical therapy field to drive growth. His efforts helped the DSO achieve a 300% increase within its geographic footprint, a 261% increase in affiliated practice brands, a 282% increase in its doctor network and a 206% increase in practice locations.
The DSO also boasts a 100% retention rate with its doctors, which Mr. Bates contributes to the company’s equity structure and culture.
“[There is] a lot of focus on technology and tools we’ve created where they see that their practice that has continued to grow on their own gets a lot better after joining Salt. We also have great associate doctor retention because they feel the support, and the partner doctor at the practice level very much supports the associate doctors,” he told Becker’s. “It’s a very different approach than many DSOs out there. I would put ours up against anyone in the industry.”
