Several DSO leaders have spoken with Becker’s recently to share their plans for 2026, including investing in technology, expanding their networks and recruiting more staff.
Here is what we heard from five executives:
Alisa Ulrey. COO of U.S. Oral Surgery Management (Irving, Texas): Our focus is on strengthening the foundational elements that help practices run smoothly. That includes better tools for training and development, simplified daily workflows and targeted support where teams need it most.
We’ve also implemented clearer KPIs to help us identify opportunities at the practice level, allowing us to provide more tailored support while maintaining a strong patient experience.
Another priority is enhancing the onboarding experience for new partner practices through our Value Creation Experience at the Practice Support Center. This helps set the tone for partnership and operational excellence, which is especially important as we anticipate increased M&A activity.
Finally, we’re continuing to invest in technology solutions that improve efficiency and allow surgeons to spend more time focused on patient care.
Rahma Samow. President and CEO of ClearChoice Dental Implant Centers (Greenwood Village, Colo.): Our top priorities are always rooted in terms of our care delivery and providing long-term solutions to patients with compromised dentition and advanced oral disease. That’s what we have been doing for the past 20 years. We continue to offer solutions that truly restore their oral function, confidence and quality of life, and [give them] peace of mind for years to come. For 2026 specifically, it’s continuing to innovate the patient and provider experience through technology innovation. What is important in this current environment is having a scalable process that allows us to deliver better care and that promise to the patient … Technology is helping us to elevate the diagnosis and treatment planning because that allows us to offer a broader set of treatment options, not only one but truly diversifying our portfolio so patients can access the right solution for their needs and budget. Ultimately, our ambition is to meet patients exactly where they are and to help them move forward with clarity and confidence.
Bill Becknell. CEO of Mortenson Dental Partners (Louisville, Ky.): Organically, we are experiencing strong demand from established practices. Often our days to the first appointment are longer than we are comfortable with, signaling we will have strong organic growth potential as we add providers and team members to meet the patient demand. We expect organic growth to remain ahead of the profession in 2026.
Regarding inorganic growth, we expect to continue to grow with affiliations in 2026. We continue to see more opportunities becoming available and interested in affiliation. Many groups and practices are specifically reaching out to MDP because they seek a partnership with an organization that does not have any external investors and provides a comprehensive support platform that will enable them to focus on patient care and growth.
Ash ElDifrawi. Chief Commercial and Brand Officer for The Aspen Group (Chicago): 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.
Robert Rubino. CEO and Chairman of Qualitas Dental Partners (Sharon, Mass.): There are two important areas of investment in 2026 for Qualitas. First is expanding existing practice capacity. Investment is in physical space, number of operatories and additional talent. Demand for services is greater than our capacity right now, so we need to invest to serve more patients. We will also invest in training. We have a robust CE program currently, but we will be adding additional courses and seminars to further advance the careers of our current team members and meet the needs of many.
