Is it just me, or does anyone else see a conflict of interest when practice-management advisers, such as Sally McKenzie, also wear a second hat as executives in the so-called dental practice-management companies seeking to acquire practices?
Is it just me, or does anyone else see a conflict of interest when practice-management advisers, such as Sally McKenzie, also wear a second hat as executives in the so-called dental practice-management companies seeking to acquire practices?
Should anyone feel comfortable inviting such people into our practices, sharing with them the most intimate details of our practice, and never knowing if we are getting good advice or merely being set up to being acquired by their practice-management company?
I think the whole arrangement gives the term Trojan Horse new meaning. I would advise my colleagues to evaluate carefully those who we let pass through our practice gates to make sure they are not serving two masters.
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