Scaling for long-term growth, advancing medical-dental integration and preparing for Medicaid cuts are top of mind for dentists, dental executives and industry leaders during the second half of the year.
The 22 leaders featured in this article are speaking at Becker’s 2025 Fall Future of Dentistry Roundtable, set for Sept. 29-30 at the Hyatt Regency in Chicago.
If you work at a DSO or dental practice and would like to be considered as a speaker, please contact Randi Haseman at rhaseman@beckershealthcare.com.
Note: Responses were lightly edited for clarity and length.
Question: What are your goals for the second half of 2025?
Catrise Austin, DDS. Owner of VIP Smiles Cosmetic Dentistry (New York City): For the second half of 2025, my goals are all about growth, connection and giving back. I’m looking forward to meeting amazing new people at the next Becker’s conference, and I’ve set a personal goal to book at least two speaking engagements each month so I can continue sharing insights with audiences across the country. I’m also hoping to collaborate with a forward-thinking brand for a consumer oral health awareness campaign during October’s National Dental Hygiene Month. Education is everything, and I want to help bring it to the masses.
On the practice side, I plan to hire more support staff for my New York City office, bring on a virtual assistant to delegate duties, integrate more AI and automation into my systems to boost efficiency and patient experience and most importantly, relaunch my Flint, Mich., dental office to provide affordable care to my hometown community. I’ve even started a GoFundMe to help make that dream a reality. Beyond the business goals, I’m gearing up to release my next book, Gum Health Made Simple, and I’m committing to taking better care of myself—more self-care, more time with family and friends and more memories that go beyond the office.
Sibera Brannon, DDS. Dentist and Owner of Affordable Dentures and Implants (Sun City, Ariz.): For the second half of 2025, I’m focused on scaling both clinical innovation and community impact. Professionally, I’m integrating digital workflows for full arch prosthetics across my practices while mentoring young dentists in leadership and surgical excellence. Beyond the U.S., I’m expanding Project NicaRisas, a dental and literacy outreach initiative in Nicaragua that partners with local clinics and schools to provide sustainable care and education. My goal is to model what it means to give from overflow — believing that generosity is a strategy, and transformation begins when we assume we can help.
Christopher Brendemuhl, DMD. Director of Dentistry of Valleywise Health Medical Center (Phoenix): With some level of uncertainty for federal programs and safety-net funding, our goals involve creating financial stability and clinical efficiencies in our safety-net healthcare system. We want to make sure our staff have the resources and training to be practicing at the top of their licenses, allowing them to focus on providing exceptional care without exceptions, to every patient, every time. In addition, our first Valleywise sponsored AEGD Residency began July 1, so one of our major goals is ensuring resident success and creating the best learner experience in our system. As we prepare for our re-accreditation visit in early 2026, we will also be recruiting and interviewing for our next class of residents.
Jamie Burks. Director of Operations of Providence Dental Partners (Atlanta): At Providence Dental Partners, our second half of the year goals remain rooted in our continued commitment to cultivate growth through our culture, experience and excellence. Our focus is not just scaling for size but scaling with purpose. As we continue to grow, our top priority remains building a people-first organization that champions both exceptional patient experiences and a thriving internal culture.
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.
At Providence Dental Partners, the second half of 2025 is about more than numbers. It’s about building a DSO model that centers around the human aspect of patients and providers alike, proving that growth and empathy can thrive together. We’re proud to be creating something different, and even more excited about where we’re headed.
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.
Louis Chmura, DDS. CEO of Egg Head Ortho (Tampa, Fla.): My goals include hosting a webinar explaining the hidden costs of orthodontic treatments in a primary care dentist office and how to avoid them, establishing two masterminds where we at Egghead Ortho collaborate with up to 10 primary care dentists in each to maximize profitability and minimize stress and completing my book about comprehensive orthodontics.
Jaideep Deshpande. Executive Director, Strategy and Marketing of University of Illinois Chicago College of Dentistry: Our top focus for the second half of 2025 is our Epic Wisdom Implementation project, which is a strategic initiative at the UIC College of Dentistry & Clinics focused on revolutionizing dental education and patient care through the integration of an advanced eHR platform. This transformation includes optimizing business processes, standardizing clinical workflows and enhancing analytical research capabilities.
Joshua Everts, DDS, MD. Chief Clinical Officer of OMS360 (Alpharetta, Ga.): Here are my goals for the second half of 2025:
Practice Optimization: Help our OMS360 partners avoid the productivity traps that kill profitability, like expanding marketing without fixing capacity issues or adding service lines without understanding the operational complexity. Too many practices are working harder while making less money.
Delegation Mastery: Guide our surgeons through the art of delegation, especially helping them master “Detachment,” the critical final step that multiplies their impact and removes them as practice bottlenecks. Our most successful partners have learned to operate at the top of their license.
Systems Implementation: Roll out the compound leadership approach across our network, helping practices focus on small, consistent improvements that multiply over time rather than dramatic changes that don’t sustain. Daily 1% improvements by addressing throughput bottlenecks and hindrances to accessibility.
Authentic Leadership Development: Support our partners in discovering their authentic leadership style instead of copying what worked for others. Whether they’re natural “Visionary Leaders” or “Problem Solvers,” they’re most effective when leading from who they actually are. We need local leadership often more than we need central leadership.
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.
Allison Horn. Vice President, Marketing of Imagen Dental Partners (Scottsdale, Ariz.): A key focus for our marketing team in the second half of 2025 is ensuring that every campaign is not only generating interest, but driving real, measurable impact at the practice level. That means aligning closely with operations to improve access to care, optimize online booking and support tools like AI-powered call analysis and patient intake automation.
We’re also doubling down on training and enablement — equipping practice teams to convert leads, retain patients and deliver exceptional experiences that support long-term growth of the practice.
Ultimately, our goal is to scale smart, sustainable marketing strategies that meet patients where they are, support high-performing teams and elevate the standard of care across our entire partner network.
Geith Kallas, DDS. Dentist and CEO of Smile Makers Dental Center (Tyson’s Corner, Va.): As Smile Makers Dental Center’s CEO and clinical director, my shared goals for the second half of 2025 are very exciting. I am laser‑focused on operational mastery, clinical excellence and patient‑centric innovation.
Here are the key objectives:
Enhance operational efficiency and mastery through the creation of new systems and refine current ones to boost productivity.
Drive financial growth by focusing on sustainable same‑location growth.
Leverage technology and maximize the use of ai‑powered diagnostic tools, 3D printing and digital workflows to streamline cases and improve clinical excellence.
Elevate clinical quality by developing and tracking key performance indicators to measure clinical quality and outcomes.
Enhance patient experience through the development and implementation of patient‑centric care pathways to prioritize satisfaction and loyalty.
Expand strategic partnerships by fostering collaborations with industry leaders, venture capitalists and key partners to drive growth and innovation.
Expand by acquisition throughout the state of Virginia, expand market presence and increase market share in the Virginia region.
Develop and retain top talent by investing in employee training, development programs, and leadership initiatives to drive retention and growth.
Drive clinical innovation by staying abreast of emerging clinical trends and technologies to inform business decisions.
These unified goals aim to drive operational mastery, clinical excellence, and patient‑centric innovation, aligning with SMDC’s overall objectives and industry trends.
Joseph Kolligan. Director of Growth of Salt Flats Dentistry (Salt Lake City): My focus for the second half of 2025 is threefold:
We’re prioritizing the recruitment of culturally aligned, high-performing clinical talent — specifically general dentists and hygienists — to support growth at our existing locations and prepare for expansion. I’m optimizing our talent pipeline by refining outreach strategies, strengthening partnerships with dental schools, and leveraging targeted sourcing and referral campaigns.
We’re actively exploring strategic acquisition opportunities across Utah. My goal is to source and evaluate three to five high-quality, owner-led practices that align with our values and clinical philosophy, with the intent to close at least one by year-end. I’m focused on building relationships with potential sellers early and ensuring a smooth transition for patients, teams, and doctors.
With our continued growth, a key goal is to support seamless onboarding and integration of new hires and acquired practices while preserving our patient-first culture and family-oriented approach. We’re building internal systems that scale, without sacrificing what makes Salt Flats Dentistry special.
Ultimately, every goal ties back to long-term sustainability, clinical excellence, and the growth of a healthy, values-driven dental group.
Maria Kunstadter, DDS. Co-Founder and CEO of The TeleDentists (Overland Park, Kan.): My goals for 2025 are to help healthcare providers be ready for the coming healthcare crisis. We weren’t prepared for COVID-19, but this time, we can be ready when funding cuts to Medicaid happen. Millions of people will need access to care. Emergency rooms will see a huge increase in dental emergencies unless the dental profession acts now. Virtual care provides that easy accessibility. The three pillars of virtual care are educate, palliate and triage. This can be the new safety net for millions of people suffering from dental issues.
Alan Law, DDS, PhD. President of the Dental Specialists (Woodbury, Minn.): As we look ahead to the second half of 2025, my primary focus is on continuing to expand access to high-quality specialty care across our communities. One of our key goals is to fully integrate the additional specialists joining our group, which will allow us to better meet patient needs, reduce wait times and enhance the overall care experience. This strategic growth not only strengthens our clinical offerings but also supports our commitment to collaborative, patient-centered care. By broadening our multispecialty network, we’re positioning ourselves to serve more patients with greater efficiency and excellence.
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.
Tammeka Nickleberry, DDS. CEO of TLN Family & Cosmetic Dentistry (Houston): My goal for the remainder of 2025 is to work on same store growth. I am actively working with my doctors and teams to increase case acceptance and build more value with the patients that we have.
Nimesh Patel, DMD. COO of Brite Dental Partners (Briarcliff Manor, N.Y.): My goals are to work to improve my leadership skills and develop a leadership training program for key team members.
Francesca Pregano. COO of Smile Makers Dental Center (Tyson’s Corner, Va.): After a strong start to 2025 — and with the incredible support of my leadership team — Smile Makers Dental Center has experienced meaningful growth compared to last year. As we look ahead to the remainder of the year, my focus is centered on two key priorities.
First, ensuring our standard operating procedures are not only clearly defined but also consistently followed at the office level. This allows us to deliver a seamless and reliable patient experience across all locations. As a natural outcome of this process, our team culture will continue to grow stronger.
Second, I’m working closely with our CEO to elevate the level of comprehensive care our dentists provide. Our goal is to foster a culture of collaboration among providers — where patient care is not limited to one dentist’s individual scope, but is strengthened by the combined skills and specialties of the entire team.
Sundeep Rawal, DMD. Senior Vice President, Implant Support Services of Aspen Dental (Chicago): As we enter the second half of 2025, we’re celebrating the third anniversary of the Oral Care Center of Excellence and second anniversary of The Aspen Group University. It’s rewarding to see the incredible impact we’ve already made through both initiatives, and as we move into this next phase, we want to continue scaling these programs to serve even more patients and support even more clinicians.
My focus at the Oral Care Center of Excellence remains centered on transforming as many lives as possible by providing much-needed access to dental care for underserved individuals. We are constantly exploring ways to expand our reach while simultaneously empowering doctors through enhanced learning and development opportunities that elevate clinical excellence across all practices.
Across the wider Aspen Dental network, I’m committed to broadening our tooth replacement offerings, from cutting-edge denture technologies to advanced implant solutions, ensuring every patient receives the personalized care they deserve. By investing in both clinicians and innovative treatment options, we’re not just meeting growing demand; we’re setting new standards for patient care that reflect Aspen Dental’s unwavering commitment to breaking down barriers and putting patients first.
Daniel Richards. Chief Executive Officer of CFO Dental Partners (Eagle, Idaho): For the second half of 2025, my goals center around deepening the impact we’re already having for our clients and positioning CFO Dental Partners for long-term, scalable success.
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.
