Over the next five years, dental organizations that are adaptable to a changing industry, aligned from top to bottom and effectively embrace technology will rise to the top, according to these leaders.
Focusing on the patient experience, investing heavily in culture and operating at peak efficiency will be the keys for DSOs and dental practices over the next half decade.
The 24 leaders featured in this article are speaking at Becker’s 2026 Fall Future of Dentistry Roundtable, set for Sept. 14-15 at the Hilton Chicago.
If you work at a DSO or dental practice and would like to be considered as a speaker, please contact Scott King at sking@beckershealthcare.com.
Note: Responses were lightly edited for clarity and length.
Question: What will define the most successful dental organizations and practices five years from now?
Hamza Asumah, MD. Director, Operations of Juniper Services (Sparks, Nev.): In the next five years, the most successful dental organizations will be those that have mastered both people and performance. Practices that invest in team culture, recruitment and retention will outpace those that compete only on fees — because quality staff directly impact patient experience and clinical outcomes.
Simultaneously, success will come from embracing intelligent technology — from AI-enhanced diagnosis and automated revenue workflows to digital engagement platforms — to reduce administrative burden and improve access.
Finally, leaders who break free from legacy insurance constraints and build agile, patient-centered business models will thrive, because they turn the current pain points — reimbursement pressure, rising costs and workforce shortages — into strategic differentiators.
Murat Ayik, DDS. Partner, Specialty1 Partners (Houston): The most successful dental organizations five years from now will be those that blend clinical excellence with smart systems that leverage data, technology and strong operational support so doctors can focus on patient care. They’ll also succeed by a strong focus on patient experience, referral relationships and talent development, creating practices where patients trust their specialist, GPs confidently refer and associates see a clear path for growth.
Phil Cassis. Co-founder and CEO of Providence Dental Partners (Atlanta): Five years from now, the most successful dental organizations won’t simply be the largest, they’ll be the most adaptable. Success will hinge on the ability to respond quickly to shifts in technology, workforce dynamics, patient expectations and payer pressures without sacrificing cultural clarity or identity. The most resilient practices will build systems intentionally designed to evolve, not just maintain the status quo.
That adaptability will be fueled by deliberate investment in team development such as leadership training, cross-functional capability and transparent career pathways that create engagement and stability in a changing environment. At the same time, patient experience will move from a “nice-to-have” initiative to a core strategic operating system, measured, optimized and embedded into daily workflows. Organizations that simultaneously elevate their people and engineer a consistently exceptional patient journey will be the ones that generate sustainable growth and lasting competitive advantage.
Jamie Clarke. Vice President, Network Development of Delta Dental (San Francisco): The most successful dental organizations and practices five years from now will be defined by their ability to effectively operate within a connected healthcare system. Success will be enabled by moving beyond the traditional clinical silos that have long separated oral health from systemic wellness so that everyone is able to embrace dental-medical Integration as a core standard of care. The organizations that thrive will be those that look at the bigger picture, transitioning from a transactional entity to genuine healthcare partners who support the vital relationship between providers and patients and recognize the opportunity to improve overall health through quality oral care. By collaborating across disciplines to treat oral health as a fundamental pillar of overall wellness, industry leaders are not just providing access to care; they are moving the entire wellness landscape forward. Ultimately, the industry leaders of the future will be those who prioritize holistic health outcomes for everyone, everywhere.
Joshua Everts, DDS, MD. Chief Clinical Officer of OMS360 (Alpharetta, Ga.): The practices that remove barriers will outperform those that keep adding them. Every gate between a patient and care is a patient you lose. While most organizations optimize for internal convenience, the winners will optimize for patient access. That means fewer hoops, faster scheduling and systems designed around the patient journey rather than administrative comfort. The math is unforgiving: if even a small percentage of patients abandon at each friction point, the cumulative loss is staggering. The organizations that figure out how to say “yes” more often will simply outgrow the ones still making patients work to receive care.
Jay Glazer. Director, Business Development of DC Dental (Baltimore): Five years from now, I believe the most successful dental organizations won’t just be the ones with the newest technology or largest marketing budgets — they’ll be the ones that operate like high-efficiency healthcare businesses while still delivering a premium patient experience.
Matt Hendrick. Co-founder of Elevate Dental Partners (Denver): Over the next five years, the organizations that lead the industry will be those built on strong provider alignment, scalable systems and a long-term mindset. Groups that create true partnership models, where doctors feel ownership and shared upside, will outperform those driven primarily by short-term growth targets. At the same time, margin pressure from labor and reimbursement will demand operational excellence and data-driven decision-making at scale. That level of execution requires patient, long-horizon investment in people, technology and infrastructure. Ultimately, the winners will be organizations that are able to balance strong, scalable business systems with a culture that protects provider autonomy.
Sam Jenio. Vice President, Strategic Partnerships and Procurement of EPIC4 Specialty Partners (Scottsbluff, Neb.): The most successful dental organizations five years from now will be defined by a few things. Keeping their doctors happy and engaged with fair compensation, real support and a culture that makes them want to stay long term. Strong, consistent revenue cycle processes so claims get paid quickly, cash flow stays healthy and fewer dollars slip through the cracks. Smart staffing models and better labor efficiency with AI automation help in scheduling, billing, patient communication and reporting. Using their size to negotiate better supplies, labs and payer contracts while tracking performance in real time to protect profitability. Most importantly, they’ll combine operational discipline with a great patient experience and the flexibility to adapt as the industry continues to evolve.
DeVonte Johnson, DMD. Dentist and Owner of Eastside Dental Group (Norcross, Ga.): The most successful dental organizations five years from now will be those that integrate AI and advanced technology seamlessly into both clinical care and operations, using data to drive smarter decisions and improve patient outcomes. They will rely less on traditional insurance models and more on subscription-based or direct-to-patient revenue for predictable cash flow. Strong, culturally relevant branding and consistent media presence will differentiate them beyond location. Finally, they will build talent ecosystems with clear growth pathways, creating teams that are aligned, well-trained and operationally elite.
Geith Kallas, DDS, CEO and Dentist of Smile Makers Dental Center (Tyson’s Corner, Va.): Here are some of the key factors that’ll define the most successful dental organizations and practices five years from now. Successful DSOs will leverage advanced technologies like AI-driven diagnostics, digital treatment planning and patient engagement platforms to enhance patient care and streamline operations. Practices that prioritize patient relationships, offer tailored services and provide convenient access to care will thrive. DSOs that optimize business management, leverage data analytics and implement efficient workflows will maintain a competitive edge. Organizations that offer competitive compensation, structured training and attractive career paths will attract and retain top dental talent. DSOs with robust growth strategies, diversified service offerings and strong financial backing will dominate the market. Practices that prioritize compliance, invest in risk management and adapt to evolving regulations will minimize disruptions and maintain patient trust. These factors will shape the future of dental care.
Natalya Korobeynyk. Director, Operations of ProHEALTH Dental Management (Lake Success, N.Y.): The most successful dental organizations five years from now will be those that fully integrate oral health into the broader medical care model. As evidence continues to show strong links between periodontal disease and systemic conditions such as diabetes, cardiovascular disease and adverse pregnancy outcomes, leading practices will collaborate closely with medical providers to deliver coordinated, whole‑person care. Technology and AI will accelerate this shift by enabling shared data, real‑time care pathways and more accurate diagnostics that support joint management of chronic disease.
On the operational side, AI-driven automation in revenue cycle management, scheduling and front‑office workflows will allow teams to work more efficiently while improving the patient experience. Expanded medical-dental benefit integration will be essential, ensuring that preventive and periodontal care are covered under medical insurance where appropriate. At the same time, updating dental reimbursement rates to reflect true market value will be necessary to sustain high‑quality care and support continued investment in technology. Ultimately, the dental organizations that thrive will be those that embrace innovation, break down silos with medicine and position oral health as a critical driver of overall wellness.
Justin Lai, DDS. Chief Dental Director of Dent-Well (Houston): I believe in five years, the most successful dental organizations must exhibit operational flexibility and cultivate partnerships specific to their practice models. A greater emphasis toward comprehensive health in the dental chair.
Trevor Lines, DDS. Owner and Dentist of Robison Dental (Mesa, Ariz.): The most successful dental practices and organizations five years from now will operate under a different paradigm with the following pillars: 1) Providers don’t provide care, teams do. 2) Businesses are not machines, they are complex systems running on relationships and feelings. 3) The system’s performance can be engineered by constructing and maintaining feedback loops. 4) AI will play an important role in the paradigmatic and organizational transformation.
Lauren McDonough, DMD. Vice President, Practice Owner Development of Aspen Dental (Chicago): The most successful dental organizations five years from now will be those with a clear understanding of the specific patients and communities they serve. They will prioritize accessibility and transparency at every stage of the patient experience. These organizations will also remain disciplined and true to themselves in making the right long‑term investments — whether in technology, operating systems or clinical service lines. By staying focused on these principles, they will be best positioned for sustainable growth and enduring patient and provider trust.
Tia Meyer. Clinical Director of NBD Partnerships (Sioux Falls, S.D.): Five years from now, the most successful dental organizations will be defined by alignment: alignment of people, purpose and process. Practices that invest in leadership development, empower clinical teams and create clarity around their standard of care will outperform those focused solely on production metrics. Technology and AI will continue to evolve, but the differentiator will be how well organizations integrate those tools to enhance — not replace — clinical judgment and patient relationships.
The future belongs to practices that build trust through transparency, embrace data to support diagnosis and case acceptance and foster cultures where team members feel valued and accountable. When you create value for patients first, growth follows naturally.
Nimesh Patel, DMD. COO of Brite Dental Partners (Briarcliff Manor, N.Y.): In my opinion, the winners will have consistent operating systems, patient experience, standards of care, etc., across all locations. This creates the ability to train new team members without losing quality of care and maintain customer service while adding new locations.
Francesca Pregano. COO of Smile Makers Dental Center (Tyson’s Corner, Va.): The dental organizations that will stand out five years from now will be those led with intention and clarity. Strong leadership will matter more than ever, requiring leaders who set clear expectations, hold people accountable and genuinely support their teams. The most successful practices will be early adopters of new technology and will embrace AI, data and automation in ways that improve care and make the patient experience smoother and more personal. Adaptability and effective change management will be essential, whether related to staffing, insurance or new systems. The most successful teams will create a culture where they serve each other first, building an environment of trust and collaboration that naturally extends to their patients. Managing change well through communication, training and clear goals will separate growing practices from those that struggle. In the end, the combination of strong leadership, smart technology and a true culture of service will define long-term success.
Peter Rivoli, DDS. Owner, Founder and Orthodontist of Rivoli Dental (Spencerport, N.Y.): Due to the changes in the tax code, we may see a faster transition to predominantly technically adept practices. Additionally, graduating dentists and their staff have grown up embracing technology their whole life, so a step to modernization will not be as difficult. The difficulty is finding the doctor and staff that are relatable enough, to the patient, to interface technology and its delivery in a warm and inviting way. It will be the duty of the practices to select and train doctors who can talk to patients and use the technology to efficiently deliver quality treatment. A plan to incorporate quality doctors and staff is the only way we achieve a truly successful practice, otherwise the patient’s perception is all they are paying for is technology to make the doctors life easier, and the practice is only interested in money, not their best interest.
Chris Salierno, DDS. Chief Dental Officer of Tend (Nashville, Tenn.): I think the next five years will see monumental shifts in dentistry, so the most successful dental organizations and practices will be the ones that ride the wave rather than get knocked over by it. Costs will continue to rise, reimbursements fail to keep up, and the pace of technological innovations (including AI) will accelerate, so we’ll each need to make the necessary adaptations that make sense to our individual business models. Successful businesses will be curious, focus on the KPIs that matter most, test improvements, fail fast and continuously improve. Unsuccessful ones will be punished even more for simply doing what worked yesterday.
Alex Sharp, DDS. CEO of Shared Practices Group (Scottsdale, Ariz.): In a word, success comes from alignment — both now and in the future. The market has given loud and constant feedback that, simply put, lumping unintegrated, disparate practices together with minimal integration does not work. Offering a compelling value prop to dentists, sticking to your playbooks and achieving more through top to bottom cultural and clinical alignment is the path forward.
Stef Simich. Director, People Development of Lone Peak Dental Group (Denver): Five years from now, the most successful dental organizations won’t just be the ones with the best technology, but the ones who know how to integrate AI without losing their humanity. AI will reshape scheduling, claims, communication and analytics, yet real success will come from thoughtful implementation and disciplined execution. The organizations that win will use AI to elevate their teams, redesign roles around higher-value work and measure outcomes that truly improve the patient experience. They will invest just as deeply in training, culture and leadership alignment as they do in technology. When AI is paired with human judgment, empathy and accountability, it creates sustainable growth, healthier teams and consistently better care.
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.
Sustainable success requires leadership teams built on trust, supported by subject matter expertise, and guided by the discipline to ask the right questions of their data. Technology will continue to evolve rapidly, but informed decision-making, not trend-chasing, will determine long-term viability.
In an era of healthcare consumerization and hospitality-driven expectations, organizations must deliver frictionless scheduling, digital intake and concierge-level service. That level of execution demands exceptional talent and the ability to retain it.
While financial performance remains critical, culture and people are the true differentiators.
Artificial intelligence will play an increasing role in dentistry, yet many AI ventures fail, with upwards of 90-95% failing since their startup. Successful practices will conduct rigorous due diligence of AI solutions, ensuring any technology investment aligns with their mission, vision and values.
Ultimately, the dental organizations that thrive will be those led by trusted, agile teams who leverage expertise, critically evaluate innovation and consistently ask the right questions. Access to data alone is not enough. Strategic insight and disciplined leadership will determine who is still standing five years from now.
Mariz Tanious, DDS. Chief Dental Officer of Affinity Dental Management (Holyoke, Mass.): Over the next five years, the standout dental organizations will be the ones that blend strong clinical standards with smart, data-driven operations and practical technology. They’ll bake evidence-based protocols and real-time quality tracking into day-to-day practice, using analytics and AI to support clinical decisions and cut out busywork. The groups that really win will invest heavily in growing and keeping great dentists, hygienists and leaders, creating environments where people feel supported but also responsible for results. And in a crowded, consolidating market, the most successful organizations will be the ones that use their size to genuinely improve access, patient experience, and outcomes — not just to add more locations.
Jeffrey Tomcsik. CEO of Grand Dental Group (Aurora, Ill.): Five years from now, the most successful dental organizations will be defined by two qualities that have historically eluded many DSOs.
First, leading DSOs will excel at creating four-wall value by maximizing production per facility. A typical general dental practice should be capable of generating about $500,000 per operatory annually, meaning a 10‑operatory practice should produce roughly $5 million per year when operating near full potential. While regional variations apply, this remains a strong benchmark. This matters because facility costs are among our largest fixed expenses — so optimizing existing space before investing in additional locations is one of the smartest and most sustainable paths to profitability.
Second, the most successful organizations will build teams committed to continual growth through experiential value — both individually and collectively. This requires long-term team stability and doctor-leaders who understand the importance of culture, accountability and morale. High-performing practices will deliver an exemplary patient experience across every touchpoint, from appointment scheduling through post-treatment follow-up. AI will certainly enhance this process, but it should support, not replace, the human elements.
Ultimately, the true differentiator will be a patient experience that is friendly, thoughtful, efficient and centered on patient wants as well as needs.
