Every private practice owner gets the letter. Sometimes the postcard with a dentist holding a fishing rod. “Tired of the headaches? We’ll buy your practice.” The DSO pitch is seductive: a big check, someone else handles HR and insurance, you just do dentistry. Before you sign, understand exactly what you are trading — because most owners only ask these questions after the ink is dry.
Not just the practice. You are selling autonomy, culture, and often the very thing that made your practice worth buying. The DSO model works by standardizing — your fee schedule, your suppliers, your systems, sometimes your team. The independent judgment that built your patient loyalty becomes a line item someone in another state optimizes. For some dentists that trade is worth it. For the 1%, it is a quiet death of the thing they spent a career building.
Sometimes — upfront. But the math is rarely what it looks like. A chunk of the deal is often equity or an earn-out contingent on you staying and hitting numbers under new ownership. And as dental M&A attorney Brian Colao explains on our podcast, since COVID the “Kelley Blue Book” era of easy multiples is over. Valuation is now organization-specific and scrutinized. A practice with high turnover and thin systems does not command the premium owners assume — and the buyer prices in every weakness.
Yes — and it is the one the postcard never mentions. You can build a practice that runs like an enterprise without handing it to one: documented systems, a self-managing team, pricing power, and enough profitability that you keep the upside AND your freedom. Most owners sell to a DSO because they are exhausted, not because it is the best financial move. Fix the exhaustion — the systems, the team, the leadership — and the reason to sell often disappears.
It can be the right call — if you are near retirement with no successor, if you genuinely want out of ownership, or if a specific offer is exceptional and structured in your favor. The mistake is selling from a position of burnout and weakness instead of strength. Know your real EBITDA and enterprise value first. (Run yours through the 1% Practice Scorecard.) Never negotiate your life’s work while you are running on empty.
Most dental communities tolerate the DSO drift as inevitable. We don’t. There is nothing wrong with selling — but do it by choice, from strength, with your number known and your options open. The alternative to selling is not grinding forever. It is building a practice so good it funds the life you actually want, on your terms.
That is the entire premise of Bulletproof. If you want the frameworks and the peers to build an independent practice worth more than any DSO would pay — and a life to go with it — join us at the Bulletproof Summit or apply to the Mastermind. The 1% of dentists, who want 100% from life.
