DSOs are continuing to be laser focused on making strategic acquisitions, advancing technology and empowering dentists to drive growth during the second half of 2025.
Becker’s has spoken with dozens of DSO executives this year to discuss their goals and priorities for the year.
Here is what eight leaders have said about how they plan to spend the rest of the year:
Jaime Burks. Senior Director of Operations of Providence Dental Partners (Atlanta): We believe great dentistry starts with great teams. This second half of the year, we’re investing in leadership development, communication training and intentional team-building efforts across our practices. Our goal is to foster a culture where every team member feels empowered, heard, and connected to a larger mission, while delivering compassionate, relationship-based care that patients can feel from the moment they walk through our doors.
While we continue to pursue growth opportunities, we’re focused on acquiring practices and welcoming providers who share our values for prioritizing patient care, team culture, and long-term relationships. We’re not just adding locations; we’re extending our community.
Mark Censoprano, Co-CEO of MAX Surgical Specialty Management (Hackensack, N.J.): MAX’s goals for the back half of 2025 are consistent with what we strive to stand for as an organization: unequivocally living up to our mission to “passionately support and serve our surgeons in their delivery of the optimal patient experience each and every time.” We remain laser-focused on creating a culture of engagement where every team member — whether on the support team or in a practice — feels valued, and empowered to drive growth, both in performance and in their own career development.
Joe Feldsien. President, Medical of PDS Health (Henderson, Nev.): Our primary focus for the second half of the year is to position our business as a viable partner for large health systems looking for a scalable partner to expand access to primary care. Our dental-medical integrated platform has matured with the Epic EHR central to the integration. Operational performance is at a place where all offices are executing the same playbook. Going forward, we will be looking to scale in all 24 states PDS Health currently does business in.
Trevor Maurer. CEO of OMS360 (Alpharetta, Ga.): For the second half of 2025 we have many exciting organization goals. These range from specific growth Initiatives to leadership development at the practices. The one I’m most excited about is the implementation of AI in our call center. I really think that is our biggest opportunity.
Daniel Richards. Chief Executive Officer of CFO Dental Partners (Eagle, Idaho): First, we want to continue driving exceptional financial outcomes for the dentists we serve.
Second, we’re investing in technology and team infrastructure that will allow us to deliver proactive, data-driven insights faster and more efficiently. Whether that’s through upgraded dashboards, AI-integrated forecasting or tighter AR/AP management systems, the goal is to give our clients a clearer path to financial clarity and decision-making confidence.
Third, we’re expanding our ability to support more practices. We’ve seen a surge in demand from high-performing GPs who want to remain independent but feel stuck financially. We want to be the team that helps them scale profitably, without burning out.
Lastly — and just as important — I want to keep building a culture where our internal team feels fulfilled, challenged and aligned with our mission. Every fall, we fly everyone out to Idaho and have a few days of training, collaboration and fun. Whether it’s shooting guns, ghost tours, riding UTV’s in the mountains or eating delicious food, our team knows how to have a good time!
Mariz Tanious, DDS. Chief Dental Officer of Affinity Dental Management (Holyoke, Mass.): My goals for the second half of 2025 include refining our use of Overjet AI technology, which we have been implementing since its launch. We are focused on improving the technology’s integration and usability in our practices, ensuring that both clinicians and patients benefit from its advanced diagnostic capabilities. A key priority is to enhance patient education by using Overjet’s visual tools to better explain dental conditions and emphasize the importance of preventive therapies, such as fluoride and other remineralization treatments. My goal is to cultivate Diagnostic Champions who can help shift the dental industry from a pattern of underdiagnosis to the routine identification of disease as soon as it emerges. This approach will enable earlier detection of dental disease, increase case acceptance, and empower patients with the knowledge they need to make informed decisions about their oral health.
Sami Webb, DDS. CEO of Epic4 Specialty Partners (Scottsbluff, Neb.): For the remainder of 2025, we’re focused on strengthening EBITDA margins through organic growth by supporting our partner practices with operational excellence, focusing on clinical excellence and patient experience, marketing efforts, diving into labor and ensuring we are right-sizing our teams and providing strategic resource allocation.
EPIC4 Specialty Partners is approaching acquisitions with discipline, ensuring cultural alignment and financial prudence to protect the company and our shareholders. Our strategy is rooted in long-term sustainability, not chasing growth for growth’s sake, but building a strong, margin-focused business that lasts.
Daniel Hosler. Founder and CEO of Allied OMS: We continue to hold cautious optimism. I think there’s so much going on in the geopolitical arena. There’s a lot going on certainly on the domestic front, with respect to policy creation. We’ve kind of kicked the can down the road a couple of times on these now 10-year-old tax cuts, so I think many of us are looking at this very closely to [ask], how do we make sure we double down on taking great care of patients? As long as we do that, there’s going to be demand. It’s really hard to predict, should we be more aggressive or less aggressive? I think one of the tactics we’re taking right now is, let’s just translate that cautious optimism into doing the things we know we can do well, and that is buying and partnering with practices, opening de novos, and teaching and recruiting young surgeons about why Allied OMS is a great platform to join. As we add more service line extensions, it is going to naturally create a more efficient environment at the practice level. Those are really the four things we’re going to stay focused on this year.
