Innovation, collaboration, legislation and growth in the industry are driving optimism about the future of dentistry.
Eight dental leaders recently spoke with Becker’s to share what they’re optimistic about for 2026:
Note: Responses were lightly edited for clarity and length.
Question: What are you optimistic about when it comes to dentistry right now?
Steve Albert, DMD. Co-founder and Executive Chair at Rising Tide Dental Partners (New York CIty): What I am most optimistic about dentistry right now is the growth of entrepreneurial group practice platforms that are built, controlled and led by dentists who have dedicated their lives to this profession. These are dentists who understand patient care, business, team development and long-term reputation, and that perspective is shaping stronger and more durable group practices and platforms.
I’m encouraged by how leadership and ownership models continue to evolve giving dentist/owners the ability to meaningfully participate in equity, governance and long-term value creation while still remaining connected to clinical excellence and the oath we all took as doctors. This is opening new pathways for both experienced owners as well as the next generation of dentists who want to grow as entrepreneurs, not just employees.
Overall, I believe dentistry is heading toward more of these group practice models, where entrepreneurial dentists can share both clinical and business best practices, and this will lead to our profession remaining in the hands of doctors.
Murat Ayik, DDS. Woodhill Endodontics (Dallas): In endodontics, I’m especially optimistic about how technology and collaborative support are transforming our ability to save teeth and produce amazing outcomes. With the backing of a network like Specialty 1 Partners, we can share clinical insight, adopt new innovations quickly and elevate care together. Advancements in CBCT imaging, laser technology, high-tech instrumentation and innovative pain management are improving outcomes, reducing chair time, and strengthening long-term prognosis. It’s an exciting time. We’re better equipped than ever to preserve natural dentition and deliver a more predictable, comfortable patient experience.
John Bell. CFO at Fireside Dental Co.: Dentists historically have had the luxury of practicing in a relatively stable, highly profitable industry. Dentists would get out of school, either buy or start a practice, build a team and a patient base, and steady, sustainable profits would follow. Since 2020, everything changed, and running a profitable dentistry practice is significantly more difficult than pre-Covid due to a variety of economic headwinds that aren’t going away in the near term. Costs are rising faster than fees, and dentists’ profits are compressing.
Due to the pain felt from these pressures, we see more and more dentists acknowledging they need to consider doing things differently or their profits will continue dwindling. With that backdrop, I’m optimistic that dentistry is in the first inning of an efficiency renaissance. Old habits and processes are being reconsidered and evaluated due to a sense of urgency rather than maintained due to complacency. We see dentists implementing operational enhancements utilizing AI tools, procurement solutions outside of the traditional methods, and a renewed appreciation for staff and culture. Dentists that are open minded and thoughtfully embrace change will run better, modern, profitable practices — albeit differently than in the past. In my mind, this can be very positive for the industry long term, and I’m optimistic it is going to happen.
Mark Censoprano. Co-CEO of MAX Surgical Specialty Management (Hackensack, N.J.): I’m optimistic about advances in technology that simplify operations and have the potential to make life easier for frontline providers in dentistry and oral surgery. At MAX, we’re always exploring tools that drive greater efficiency across workflows, and 2026 will bring even more meaningful advancements. From phones and scheduling to reputation management, billing, AP and case planning, the right tools remove friction across the practice ecosystem and empower surgeons to devote more of their time and energy to what matters most: surgical excellence.
The key to successfully integrating these enhancements is thoughtful adoption. When technology is evaluated through the lens of the surgeon experience, it becomes a force multiplier that streamlines operations, strengthens communication and improves the patient experience. Looking ahead to 2026, we will remain surgeon-led in how we assess and implement new platforms, focusing on solutions that give surgeons more time with patients and give practice teams the support they need to operate at the highest level.
Thomas Passalacqua. Director of Business Development at The Smilist: I am optimistic in the growing population of passionate dental professionals who are driven to provide relevant and effective solutions for our industry. The more I expand my network, I discover there are ambitious companies and individuals aiming to solve the very problems that dentists and dental groups face throughout each year. Both in clinical and operational aspects, if there is a new challenge, you can rest assured there is someone who is very smart already working to provide a creative solution. I am reassured that the dental industry is a haven for not just intellectual minds, but authentic and caring ones who are ready to help.
Bryan Shanahan, DDS. Dentist at Peak Family Dental Care (Flagstaff, Ariz.): As I start my 35th year of practice, I am very optimistic about the future of dentistry. Although there are many pressures that affect our everyday practice, the advances in science and technology will only further our ability to treat our patients’ needs at a higher level with more directed care. In direct patient care, advances in techniques have increased our outcome success for our patients. Utilizing technology such as diagnostic AI will continue to improve, thereby improving our diagnostic capabilities to treat issues earlier. When AI is fully integrated with cone beam technologies, our surgical planning abilities will expand what services we can provide. From an office support standpoint, the outsourcing of duties such as RCM will allow our everyday interaction to become more personal, allowing us to continue to elevate the level of trust between patients and doctors/hygienists. I integrated CAD/CAM 25 years ago and I see our future paralleling when we digitized radiographs, introduced CAD/CAM and brought in CBCTs. I am thrilled after 35 years. I love going to work each day treating my patients to get their best outcomes.
Robert Trager, DDS. Dentist at JFK Airport (New York City): I am very optimistic about many states passing laws with a loss ratio of about 85% that the insurance companies have to comply with. I am also happy with the fact that I do not have to be forced into accepting e-payments. Another positive is that I do not have to accept patients’ plans that are being subleased from major carriers. We are optimistic about explaining to our patients about the difference between HMO/DMO plans versus PPO plans. I believe that most dentists are happy today using the newest technologies of AI, digital X-rays, scanning and other innovative procedures. Being from the old school, I can manage quite efficiently without utilizing most of the newer techniques. I still prefer hands-on treatments as well as doctor-patient interaction.
Steven Wilbanks. Practice Administrator at Matthew N. Wilbanks, DMD (Florence, Ala.): I’m excited about the technologies being used to finally streamline the insurance burden that many practices are facing at rapidly increasing levels. Over the past year, our industry has seen AI technologies being used by DSOs and private practices alike to reduce claim denials along with the other clinical applications of AI, such as AI scribes for clinical notes and radiographic analysis platforms such as Pearl and Overjet. Beyond that, I believe the greatest potential of AI technologies in RCM lies in automating insurance verification and patient benefit estimates. As these systems mature, they will enable administrative teams to place a renewed focus on patient care rather than paperwork, and will also foster increased cost transparency for patients, which is a common friction point in many practices.
Similarly, I’m encouraged by the growth of in-office membership plans. These plans are allowing practices to reclaim control of their revenue streams while simultaneously providing a tremendous value to patients with minimal restrictions. As the insurance landscape and economic conditions continue to evolve, membership plans will be essential for practices seeking to build long-term patient loyalty and have a positive impact on their patients’ oral health.
