Los Angeles-based Cal Dental USA is gearing up for its next phase of growth as it finishes up a year filled with extensive innovation and strategic moves.
The DSO has added seven practices to its network so far this year, strengthening its footprint in Southern California.
Cal Dental CEO James Jones recently spoke with Becker’s to discuss the company’s growth and goals for next year.
Note: Responses were lightly edited for clarity and length.
Question: How would you describe Cal Dental’s growth this year? What accomplishments are you most proud of?
James Jones: 2025 has honestly been one of the most transformative years in our organization’s history. What I’m most proud of isn’t just the growth in numbers — it’s the maturity of the company. We added seven new locations under our 2025 affiliation program, but more importantly, we strengthened the infrastructure behind the scenes.
This year we also launched and scaled our in-house dental lab, which added over six figures to our overall EBITDA. Beyond the financial impact, it’s allowed us to be more generous with our patients. When you control your own lab costs, you can change lives in a way most groups can’t. I can afford to give a patient a free partial their insurance won’t cover — and that generosity has translated into a huge increase in five star reviews. People feel when you truly care.
For me, growth is never just about adding offices. It’s about elevating the standard of care, building real relationships and creating stability for the dentists and teams who trust us with their careers. This year, we proved we can scale and still maintain the patient-first culture that’s taken us from one office to now 20+ across Southern California.
I’m proud of the team. I’m proud of the way our managers stepped up. I’m proud of the doctors who bought into the vision. I’m proud that we’re still the same community-focused organization at heart — whether we’re serving at amazing community events, our Annual Turkey Dinner Giveaway, Top Dawg Entertainment’s annual Christmas party and toy drive, doing giveaways, or helping a doctor rebuild a practice they thought had no hope left. This was a year of strategic, steady, meaningful growth — the kind that lasts.
Q: What else does the company have planned for the rest of 2025? How do you plan to finish the year strong?
JJ: The theme for the rest of 2025 is execution and defense. We’ve already built out the footprint — now we finish strong by tightening every system:
- Doubling down on scheduling discipline internally.
- Improving patient-experience touchpoints and strengthening relationships with local community organizations.
- Strengthening back-end operations.
- Doubling down on systems that help us be more eco-friendly. This year I was extremely proud that we stepped away from traditional impressions and went fully digital across the organization.
We’re also closing out the year with selective affiliations that fit our “quality over quantity” mindset. We don’t chase every opportunity. We choose doctors and markets we know we can elevate.
Not to sound repetitive, but lastly, we want to end the year by continuing to show up for our communities. Our brand has always been built on service, not just dentistry. Whether it’s holiday drives, youth programs, giveaways, or hiring locals at our events, finishing the year strong means staying connected to the people who made us.
Q: What will be the company’s main priorities for 2026 in terms of network expansion, technology, team development, etc.?
JJ: 2026 is the year we take everything we’ve learned and multiply it.
Network Expansion: We’re doubling down on growth through strategic affiliations and expanding our lab services — growing intentionally, the way the big players do it. And I want to actually acknowledge how much I gained from the Becker’s DSO Summit. The insights I took from those rooms helped guide major decisions in Q3 and Q4.
We’re also planning to take our affiliation program out of state for the first time. The model has proven itself in Southern California; now it’s time to expand into markets where we can replicate that same impact — without losing the culture that defines us.
Technology: Artificial intelligence will be at the center of our operational backbone. We’re rolling out:
- Chatbots integrated with our practice management.
- Smarter scheduling systems.
- Automated patient follow-ups.
- Analytics that help us anticipate office needs before they become problems.
For us, AI doesn’t replace the human touch — it enhances it. It allows our teams to show up better and makes the patient experience smoother from the first phone call all the way to treatment.
Team development: We want 2026 to be the strongest internal training year in our history because consistency is king. We’re focused on:
- Standardized onboarding
- Advanced manager development
- Clear career paths for assistants and support teams
- Mentorship programs for doctors
If we invest in the people, the numbers take care of themselves.
Q: What do you think will be the biggest challenges for DSOs next year? What will DSOs need to be successful?
JJ: The biggest challenge for DSOs in 2026 is going to be discipline — financially, operationally, and culturally.
- Rising costs and tighter margins: Rent, supplies and labor keep climbing. DSOs that don’t understand their numbers or pivot fast enough will struggle.
- Recruiting and retaining talent: The talent pool is shrinking, and doctors want more than a paycheck — they want mentorship, stability and a culture that actually supports them. I’ve always loved developing talent in house. That’s been the key to my success, and I want others to experience that same path. When growth is internal, it becomes passion-driven.
- Operational consistency at scale: Growth exposes every weakness. DSOs that scale too fast without strong systems will feel it immediately.
- Patient expectations are changing: People expect faster communication, more transparency and a smoother experience. If DSOs don’t adopt AI, automation and improved workflows, they’ll fall behind quickly.
I’ll be honest — even though AI is exciting, I’m still a believer that patients want more human interaction. I’m a hands-on CEO. I’m in the offices every day. I literally had a patient tell me recently, “Do you guys actually answer the phone?” I said yes. He said, “Good — I’m coming here. My dentist has robots and I can never get through.” That told me everything. Technology is powerful, but the human connection is irreplaceable. The DSOs who master both will win the next decade.
