Dentists or corporations: Who should control the future of care? with Mike Baird

In this episode of Dentistry Unmasked, Pam and David sat down with Mike Baird to discuss practice ownership, challenges faced by associate dentists, and what a partnership can offer for both parties.

Associate dentists: Q&A with Mike Baird

Baird's expertise can help practice owners decide when to bring on an associate and help associates find the right fit-because when communication isn't clear and assumptions start to form, this process can get complicated.

Why should you bring in an associate?

"There are a couple of things to look at-production consistency, patient flow, and whether the owner is actually creating space for another doctor rather than just adding stress." Baird said. "When we work with practices, this is probably thenumber one leverage point for growth-but also one of the most difficult relationships to get right. Expectations, timing, communication-it all matters."

He then noted that: "Most associates are thinking paycheck first, but this is potentially a decades-long relationship. Culture, communication, and opportunity matter far more than people realize at the beginning."

Young vs. mid-level dentists: How can they benefit from partnership?

"I always like to think about the dental grad of today, whether they're brand new out of school or five years out, and what options they have on the table. Historically, you go find your own practice, hang up a shingle, and do your best to claw out a great practice." Baird explained. "But that's evolving today. Some dental students will go to a DSO. Some will try to buy their own practice. Some will do a hybrid of the two-maybe start as an associate but hope to eventually own their own practice. There are financial goals, training goals, and experience-they're trying to build something. And some of that depends on where they want to go first."

Baird goes on to discuss the partnership arrangements with a mid-level dentist:

"When you're bringing in a mid-career dentist, you have time to spend getting to know the practice. You have a nice long transition, someone eager and up to date to teach you skills. Sometimes, depending on the age of the exiting dentist, they may have different objectives. And at the tail end of a practice, there tends to be degradation in equipment quality, education, and so on-not true for everyone, obviously-but there could be a lot of benefits with a mid-career dentist if they have the right mindset."

How will you know when you find the right associate dentist?

"The interview process is huge." Baird stressed. "Clarity around expectations, production goals, mentoring, and whether there's a real pathway-or just vague promises-makes all the difference ... and I think another thing to consider-especially from the associate's perspective-is culture fit. You can have a practice that's financially perfect, but if the personalities clash, or the philosophy of care is different, it can make things really challenging."

"One of the things I see often is associates assuming they're just going to blend in. But practices are like ecosystems. If you don't understand the nuances-how the team" communicates, how the patients respond-you can unintentionally disrupt things."

What are some common pitfalls when bringing on a new associate?

"The biggest pitfall is assuming that production alone equals a good fit. You can have a technically excellent dentist, but if they don't mesh with your team, culture, or philosophy, it's not going to work. Also, rushing the transition without a proper onboarding plan usually leads to frustration for everyone." Baird explained.

"Another mistake I see is lack of clear expectations. Both sides need to understand responsibilities, scheduling, compensation structure, and growth path. When expectations aren't clear, it creates confusion and tension quickly."

What are the financial benefits of having an associate dentist?

"Dentists think about their practice as a fixed pie. They think, 'Well, I've got a $1 million practice. If I bring someone in, I'm cutting that in half. I'm having to give something up.' What they often don't realize is that they're growing that pie in a big way."

"But when you bring in a dentist, you can take that profit up two to ten times what it was before, just the way dental economics work. Often, dentists get very fixed on the top line and aren't looking at the revenue."

Do you have any final tips or pieces of advice for associates and owners?

"I always tell associate to seek out mentorship beyond just clinical skills. Learn the business side, understand practice management, and watch how the owner navigates challenges. That perspective is invaluable if you're thinking about eventually owning a practice yourself."

For owners, he said: "Remember that onboarding is not just a one-week process. It can take months to fully integrate an associate. That means training on systems, introducing them to patients, helping them understand your philosophy of care, and giving them time to build relationships with the team."

"Both sides need to recognize that building trust, developing skills, and integrating into a practice takes time. When you approach it with patience and intentionality, the results are usually far better than if you rush the process."

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