What separates the dental groups pulling ahead from the ones falling behind isn’t which one has the best AI tool, according to dental leaders.
DSOs are racing to adopt the newest AI, automation and 3D printing technology. But the leaders building those groups keep landing on the same answer: the real differentiator is the people running the practice, not the tech stack underneath it.
Seven dental executives and practice owners explain why culture and people, not platforms, are becoming dentistry’s real competitive advantage. Their responses were collected as part of Becker’s 2026 Dental Speaker Series.
Note: Responses were lightly edited for clarity and length.
Sibera Brannon, DDS. Dentist and Owner of Affordable Dentures and Implants (Sun City, Ariz.): The most important decision dental leaders need to get right in the next year is whether they will continue building organizations around production or begin building them around people.
Dentistry is facing no shortage of challenges — staffing shortages, workforce transitions, reimbursement pressures, consolidation and rapidly advancing technology. Yet the defining issue is not operational; it is human. Our ability to attract, develop and retain exceptional clinicians and team members will determine the future of our profession.
The organizations that thrive will be those that invest in mentorship, leadership development, culture and meaningful career pathways with the same commitment they bring to growth and financial performance. Technology can improve efficiency, and strategy can drive growth, but neither can replace engaged people who feel valued, supported and connected to a larger purpose. The future of dentistry will be determined less by the technology we adopt and more by the people we develop.
Leann May. COO of Iowa Dental Associates (Spirit Lake): Dentistry continues to advance through technology and systems designed to improve efficiency and outcomes. However, technology and systems hold little value without the people responsible for using them effectively. Too often, practices invest heavily in tools while underinvesting in the development and empowerment of their teams.
Tia Meyer. Clinical Director of NBD Partnerships (Sioux Falls, S.D.): One thing dentistry should borrow from other industries, especially hospitality and high-performing service organizations, is intentional, consistent design of the patient experience. Every touchpoint, from scheduling to follow-up, should feel seamless, personalized and purpose-driven, not transactional. In dentistry, we often focus heavily on clinical excellence, but pairing that with a clearly defined patient journey elevates trust, case acceptance and long-term outcomes. When teams are aligned around both standards of care and experience, production naturally follows because patients feel seen, understood and confident in their care. That’s where the true transformation happens — when clinical quality and experience are no longer separate but fully integrated.
Francesca Pregano. COO of Smile Makers Dental Center (Tyson’s Corner, Va.): The most exciting shift I have witnessed in dentistry right now is what AI diagnostics is doing for our doctors’ confidence at the chair. When a doctor can pull up a radiograph and have AI flag what might otherwise be a subtle finding, it removes the second-guessing. They are no longer relying solely on their own eyes at the end of a long day. What I have observed is that it gives our clinical team a clearer picture to present to patients, which means those conversations become more confident and more precise. Patients respond to that clarity. When a doctor explains a finding supported by visual evidence, case acceptance improves, not because anyone is being sold to, but because trust is established more quickly and authentically.
For a group practice operating across six locations, that consistency is invaluable. It means that every patient, regardless of which location they visit, receives the same standard of diagnostic clarity. What excites me most is not the technology itself, but what it does for the people using it and, ultimately, the patients they serve.
Alex Sharp, DDS. CEO of Shared Practices Group (Scottsdale, Ariz.): What impedes dentistry’s ability to attract a vibrant workforce is the same element that lures patients away from accepting our treatment recommendations: bright and shiny object syndrome. Distraction. The adjacent possible. Literally anything other than dentistry. COVID normalized remote (and often asynchronous) work. Folks sought work-from-home opportunities and left what they viewed as archaic, restrictive, monotonous work in the dental office.
But the cultural sentiments are changing. Companies aren’t hiring remote workers as much. In-person work environments are regaining favor among large employers. But, most of all, people are learning that work without meaning leads to burnout. Dentistry offers one of the scarcest commodities in the modern world: in-person value creation. Why do concert tickets cost more than ever? Because life’s best moments happen together.
Additionally, the best of us want to be of service. We enjoy being useful. And we enjoy creating wins for those around us. For dentistry to attract top-tier talent, we need to shout from the rooftops our value proposition: we actually make a difference for people. We change lives, we improve health outcomes and we have the capacity to improve someone’s day, which isn’t going to happen moving numbers around on a spreadsheet or jockeying to be an internet influencer.
Change your view of dentistry first. Understand that the features outnumber the bugs. Tell your network. And that will continue turning the tide.
Stef Simich. Director, People Development of Lone Peak Dental Group (Denver): One problem dentistry is still working to solve is how to consistently deliver both operational excellence and a truly human-centered patient experience. We’ve made incredible progress in technology, systems and access, but the experience can still vary more than it should. That gap isn’t about a lack of tools — it’s about alignment in how we implement, train and show up every day. The opportunity ahead is creating systems and cultures that scale consistency while still feeling personal. The organizations that get that balance right will shape the future of dentistry.
Curtis Swogger. CEO of North Pittsburgh Oral Surgery (Pittsburgh): The most successful dental organizations over the next five years will be defined by the same fundamentals that drive success today: clarity of purpose, exceptional leadership and a strong, engaging culture.
At the Becker's 5th Annual Future of Dentistry Roundtable, taking place September 14-15 in Chicago, dental leaders and executives will gain insights into emerging technologies, practice growth strategies and the evolving landscape of dental care delivery, with a focus on innovation, patient experience and operational excellence. Apply for complimentary registration now.
