Aspen Dental plans to focus on organic growth initiatives after a year highlighted by network expansions in various states.
The Chicago-based organization has opened more than 30 practices in 18 states so far this year. It now supports more than 1,100 offices in the U.S.
Ash ElDifrawi, the chief commercial and brand officer for The Aspen Group, recently spoke with Becker’s to discuss Aspen Dental’s accomplishments from this year and its goals for next year.
Editor’s note: These responses were lightly edited for length and clarity.
Question: How would you describe Aspen Dental’s growth in 2025?
Ash ElDifrawi: 2025 has really been a year of maturation for the Aspen Dental model. The growth has been strong across implants, aligners and restorative care, but what stands out is the way we’re growing. Our offices are running with more advanced digital workflows, and our clinicians are taking on higher-acuity cases with more confidence because the systems around them are stronger.
Consumers continue to move faster than the industry, and our growth reflects our ability to keep up with that. Patients want a modern, predictable experience, and we’ve invested heavily to deliver it. The Aspen Group University (TAG U) and the Oral Care Center for Excellence (OCC) have been pivotal. These are the largest and most advanced clinical development platforms in North America, and they’re reshaping what’s possible in a high-access dental model. TAG U is where our doctors master the digital, implant-focused operating system, from diagnostics and AI-assisted treatment planning to full-arch workflows and consult excellence.
It isn’t traditional training; it’s a performance engine. TAG U gives every provider the tools, reps, and real-time support they need to deliver predictable, high-quality care at scale. And it’s one of the reasons Aspen is now growing not just in volume, but in clinical capability — moving confidently into higher-acuity care while keeping the accessibility we’re known for.
Q: What drove Aspen Dental’s large number of office openings this year? What’s different from previous years?
AE: Two forces came together: demand and readiness. Patients want faster access, clearer information, and more advanced treatment options. To keep up, we expanded into communities that don’t have comprehensive care.
What’s different now is the capability our new practices open with. Doctors are joining us already trained on digital workflows, implant planning and advanced procedures. So new locations don’t just add access. They add access to higher-acuity care. And because our digital infrastructure is now standardized across the network, these practices launch with a level of consistency that simply wasn’t possible a few years ago.
Q: What are the company’s priorities for 2026, including network expansion, technology and team development?
AE: For 2026, we’re focused on three things: expanding access, accelerating technology and strengthening clinical development.
On the technology side, we’re rolling out AI-supported tools that help doctors diagnose more confidently, streamline their workflows and give patients a clearer understanding of their treatment. The only way innovation truly scales across a network of more than 1,100 offices is when clinicians feel trained, prepared and supported. That’s why TAG U and the Oral Care Center aren’t just learning platforms — they’re the engine that makes widespread adoption possible. They give our clinicians hands-on exposure to new technologies and digital workflows, but they also create a culture of shared learning, where peers push each other to get better and bring those innovations back to their communities.
And then you have the Oral Care Center, which elevates clinical capability to a completely different level. The immersive, real-world experience doctors get there can’t be replicated anywhere else, and it’s what allows advanced procedures and next-generation tools to scale responsibly and consistently.
All of this becomes even more important as we prepare to introduce the next generation of our implant platform. It will create more predictability for clinicians and more access to advanced care for patients. And yes, we’ll keep growing the network. But we’ll do it thoughtfully, entering markets where we can support doctors from day one with a full clinical and digital ecosystem behind them.
Q: What should we expect from Aspen next year in terms of organic and inorganic growth?
AE: Organic growth will continue to lead the way. As our digital workflows mature, AI tools scale, and the next-generation implant system becomes available, our practices will be able to deliver more advanced treatment with greater consistency.
We’ll keep opening new locations where access is limited, and we’ll continue to elevate the capabilities inside existing offices so more patients can benefit from the full range of services we offer.
On the inorganic side, we’ll be selective. We’re looking for partnerships that reinforce clinical quality, support our culture and expand access. Growth only matters if it makes the experience better for both patients and providers.
Q: Is Aspen Dental eyeing new geographic markets for next year?
AE: Yes, but we’re intentional about where we go. We look for markets where we can bring a truly modern, digitally enabled experience and where we can support doctors with the training and systems they need on day one.
Our goal isn’t to spread everywhere. It’s to deliver consistent, high-quality care wherever we plant a flag. TAG U and the Oral Care Center make that possible, because they allow us to bring the same level of training and support into every market.
Q: What will be the biggest challenges for DSOs and MSOs next year?
AE: The biggest challenge will be keeping up with changing consumer expectations. Patients expect the same speed and clarity they get in every other part of their lives. Delivering that at scale is hard.
Another challenge is the amount of information patients see online. Some of it is helpful, and some of it creates confusion. Claims like “implants starting at $99,” sound incredibly appealing for patients who already feel overwhelmed by cost, but we’re now seeing the fallout from those types of claims: unrealistic expectations, hidden fees and clinical issues that come from oversimplifying complex treatment. DSOs will have to help patients sort through all of that without adding to the noise.
Finally, as competition heats up, protecting clinical quality will be key. Growth only works if quality stays at the center. The organizations that invest in their clinicians and refuse to cut corners will stand out.
Q: What will DSOs need to be successful next year?
AE: Success will come from aligning the provider experience with the patient experience. Patients want easy access, transparency and modern care options. Providers want strong support, autonomy and opportunities to grow clinically.
Technology will help, especially AI and digital workflows, but it only works when clinicians are trained to use it well. That’s why TAG U and the Oral Care Center matter so much. We have the most advanced clinician development program in the DSO space, with proven results helping clinicians build confidence with new tools and advanced procedures, which ultimately leads to better outcomes.
The DSOs that blend responsible technology adoption, strong clinical development and a genuine commitment to both patients and providers will be the ones that lead the next phase of the industry.
