Ladd Dental Group

 At LADD Dental Group , we often get asked what makes our organization different from many other growing dental groups. The answer is something we think about every day: operational density . Rather than spreading locations across multiple states or distant markets, we have intentionally built a network of 10 dental offices within a focused geographic footprint here in Central and Northeast Indiana. This strategy allows us to support our doctors, teams, and patients in ways that a more scattered model simply cannot. Staying Local on Purpose In many industries, growth is often defined by expansion into as many markets as possible. But dentistry is different. Dentistry is fundamentally a people-driven profession , built on relationships between doctors, teams, and the communities they serve. By concentrating our practices within a specific region, we are able to stay deeply connected to the communities we serve while building a strong operational foundation behind the scenes....

 In today’s rapidly evolving dental landscape, success isn’t just measured by the quality of care you deliver — it’s also determined by how well your practice operates . From clinical outcomes to team morale, from patient experience to financial performance, the partners you choose directly influence nearly every aspect of your dental organization. Whether you’re a single-location practice or a multi-site group, having strategic relationships with the right vendors, platforms, and support providers isn’t a luxury — it’s a necessity. Here’s why the right dental partners matter, and how companies like Patterson , Denticon , Dandy , Air Pay , Overjet , and Accelerated Academy help practices thrive. 1. Supporting Clinical Excellence At the heart of every great dental practice is stellar clinical care — and that starts with the right technology and training. Overjet brings cutting-edge AI to your diagnostic process, helping clinicians detect pathology faster and with higher a...

 At LADD Dental Group , we are always asking one simple question: How can we make it easier for patients to say “yes” to their dental health? That’s why we are excited to officially roll out online new patient scheduling across our locations. This is more than a technology upgrade. It’s a commitment to accessibility, convenience, and putting the patient first — just like Mary Ladd always says: “Put the patient first, and the money will follow.” Meeting Patients Where They Are Today’s patients expect convenience. They book flights online. They order groceries online. They schedule medical appointments online. Now, new patients can schedule their first visit with us anytime — whether it’s 10:00 AM on a Tuesday or 10:00 PM after the kids go to bed. For many people — especially those with dental anxiety — taking that first step is the hardest part. Online scheduling removes friction and makes saying “yes” to care feel simple. Why This Matters for Our Communities Across In...

There’s no one “best” model that fits every dentist — but joint ventures (JVs) are increasingly seen as one of the most strategic dental practice models in 2026 , especially for doctors who want ownership + operational support without the full burden of solo business risk. Here’s a breakdown of where the JV model fits in the current dental landscape: 🔑 What a Joint Venture Typically Is A joint venture in dentistry usually means a dentist partners with a Dental Support Organization (DSO) or group entity where: The DSO buys a majority equity stake (often 51–80%) of the practice. The dentist retains a substantial minority equity stake (often 20–49%). Both parties share profits and expenses through a JV entity. The DSO provides business infrastructure (HR, billing, recruiting, marketing, etc.). The dentist typically signs an employment agreement tied to the JV. This gives clinicians a balance between ownership and support — you’re not fully selling out, but you...

 When an owner dentist earns $5,000 more per month ($60,000/year) than an associate but works 260 additional hours per year to earn it, the financial math is only part of the story. Through the lens of provider burnout , it becomes much more significant. The Burnout Equation 260 extra hours per year = 5 extra hours per week The equivalent of adding ~6.5 additional 40-hour work weeks annually That’s not just “a little more work.” That’s essentially another month and a half of full-time labor — layered on top of clinical dentistry , leadership responsibilities, financial risk, and operational oversight. When that incremental effort only yields $60,000 more per year, the industry has to ask: Is ownership still delivering a proportional return — financially and personally? 1. Ownership Stress Is Different From Associate Stress An associate’s stress is primarily clinical: Production pressure Patient outcomes Schedule flow An owner’s stress is layered: ...

 When owner dentists make $60,000 more per year than associates but have to work on average  an extra 260 hours per year to earn it, it says a lot about margins, risk, and the changing value proposition of ownership in dentistry. Let’s break it down. The Math $5,000 more per month for owners = $60,000 more per year 260 additional hours worked per year = about 5 extra hours per week $60,000 ÷ 260 hours = ~$230 per extra hour What This Means for the Dental Industry 1. The Ownership Premium Is Shrinking Historically, ownership meant: Significant income upside Equity growth Wealth creation If the income gap narrows to $60,000 annually — and requires significantly more time and stress — the financial incentive to own becomes less compelling, especially for younger dentists graduating with heavy debt. This partly explains why: More dentists are choosing associate roles Large DSOs are able to recruit talent more easily Fewer dentists are pu...