Early in my career, I remember when the transition from dental school to practice became very real. I had the clinical foundation and understood the science. What stood out quickly after becoming an Aspen Dental-supported practice owner was how much more there was to learn once I was responsible for diagnosing, treatment planning and delivering care independently every day.
That experience is increasingly common.
Today’s dental graduates are entering a profession that is evolving quickly. Patient expectations are rising, treatment options are expanding, and procedures like dental implant therapy are becoming part of everyday comprehensive care.
Dental school prepares clinicians to be safe and competent. It cannot fully replicate the pace, complexity and decision-making required in practice. As a result, many new dentists begin their careers still building confidence in complex restorative care, surgical procedures and full-mouth treatment planning.
This gap is not a failure of education. It reflects how much dentistry has expanded.
The standard of care has shifted. Patients are not only seeking relief from pain, but long-term function, aesthetics and quality of life. In many cases, that includes solutions like dental implants, which require a higher level of training and clinical judgment.
Without structured opportunities to develop those skills early, clinicians can spend years working toward that level of care. During that time, patients may not always be presented with the full range of treatment options available to them.
This is where the conversation needs to shift. It is not just about how we educate dentists, but how we support them after they graduate.
In my experience, Dental Support Organizations can play an important role in that next stage of development.
At Aspen Dental, the focus has been on building systems and resources that support clinicians as they continue to develop in practice. This includes access to mentorship, exposure to a broad range of patient needs and opportunities to participate in structured, hands-on training in advanced procedures.
That approach is supported through initiatives like The Aspen Group University (TAG U), which provides ongoing learning and development resources for clinicians, and the TAG Oral Care Center for Excellence, where doctors can participate in immersive, hands-on training experiences, including dental implant therapy.
That training is designed to be part of the clinical environment. In many practice settings, continuing education is more individualized, with clinicians identifying and pursuing external courses based on their own timelines and resources. A more structured approach can help make ongoing development a consistent part of a clinician’s experience.
One of the most meaningful parts of my work has been supporting clinicians as they begin incorporating dental implant therapy into their treatment planning. For many, it starts with hesitation. Implant procedures require both surgical and restorative confidence. With the right training and clinical support, that hesitation can evolve into capability over time.
With that capability often comes a shift in how clinicians approach care. Instead of defaulting to the most familiar solution, they begin evaluating a broader range of options based on what is clinically appropriate for the patient. For patients experiencing tooth loss, that may include moving beyond removable options and considering more stable, functional solutions that can improve quality of life.
This is where clinician development and patient access come together.
As clinicians expand their skill sets, they are better equipped to offer a wider range of treatment options. When supported at scale, this can contribute to broader access to comprehensive care across the communities they serve.
That scalability is what makes DSO models like Aspen Dental especially relevant today. It allows for more consistency in training resources, facilitates mentorship and creates opportunities for clinicians to gain experience with more complex procedures earlier in their careers. It also supports longer-term professional growth, whether that includes advancing clinically, taking on leadership responsibilities or exploring practice ownership.
As the profession continues to evolve, expectations for new dentists will continue to rise. The question is whether the systems around them will evolve as well.
Closing the clinical skills gap is not about changing dental school. It is about recognizing that the first years in practice are an extension of education and ensuring clinicians have access to the support and development opportunities needed to continue growing.
When that happens, the impact extends beyond the clinician. It supports more confident decision-making, expands available treatment options and helps improve the overall patient experience.
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.