Click here to enlarge imageBased on anecdotal evidence and my own observations, it looks like the average dentist can’t retire until about 4.3 years after he dies! Probably not what you had in mind. How do so many of us find ourselves in such a fix? Logically, we know a day of reckoning is coming. But knowing is not enough.
By one measure, 58 percent of the American population is overweight. Surprisingly, in spite of their knowledge, 56 percent of health-care professionals are overweight. We know we need to eat better and exercise more, but we are often missing the component of proactive commitment. (Sounds like a conversation about flossing, doesn’t it?)
What do you do once you are serious about making the commitment to be financially prepared for retirement? Here are some general steps, followed by more detailed discussion:
Saver or spender?
First of all, be honest with yourself. Are you a natural saver or a spender? Natural savers read an article like this one just for a few gems and to confirm many things they already know or do. So, savers, quietly talk among yourselves while I work with the other end of the spectrum. You spenders know who you are. This may be one of the times during the year when you goad yourself into perusing three to four issues of Dental Economics at one sitting. You don’t really want to, but you somehow know that you are supposed to. Saving money just isn’t your thing!
Secondly, recognize that you (and the saver) are possibly genetically wired to be the way you are. So, it won’t be easy changing gears. You will definitely have to move outside your comfort zone. Of course, if you are married, you and your spouse may have different styles to contend with, too. If you are not good at finances and the business aspects of your practice, the buck still stops with you. You may not enjoy those areas, but you should surround yourself with good advisors ... and insist that they show you enough to help you at least suspect what is going on!
Third, get a “fiscal” fitness coach - someone to encourage and nudge you ... and hold you accountable! (One of the big reasons Weight Watchers works is the fact that you know you will be weighed every Monday!) Ideally, a fee-only financial planner would be a good candidate. Fee-only financial planners don’t sell any products, so some folks argue that they provide unbiased advice. This may not be the same person who handles your investments, but it often is.
Fourth, develop a reasonable game plan. (As with losing weight, you need a lifestyle change, not the latest fad diet.) If you are faced with eating an elephant, take it slow, but steady ... and do it one bite at a time. As Yogi supposedly said, “If you don’t know where you are going, then you might not get there!” (Sometimes I think it would take three lifetimes for Yogi to have said all the things attributed to him.)
Now, let’s look at some particulars:
How much do you need to live on?
I am working with a client who makes $400,000 annually in take-home pay. The client and his wife diligently pored over their personal checkbook to arrive at their annual spending. They came up with $350,000. They had blank looks on their faces when I asked them where the “extra” $50,000 was that they should have saved. It obviously was nowhere to be found, so they went back to the books one more time.
Whether you track your income and expenses manually or via computer, you should do a “proof of cash” for the year (or other time period) to check your results. Start with the balance in your checking account(s) as of, say, January 1. Add all revenues received and subtract all expenditures. Theoretically, you should end up with a figure that matches the bank balance at the end of your test period, say, June 30. If the revenues are greater than your “income,” then you need to identify deposits that may have been transfers from other bank accounts, brokerage accounts, sale of stocks, etc. Also, identify any disbursements which were not true expenses, but which may have been transfers to other accounts. (I’ll let you know if/when we find the extra $50,000.)
Once you know your income/expense requirements, you can determine how much your practice needs to gross to net the required income. Your dental CPA can help you with this.
For example, suppose your recurring (“fixed”) expenses are $450,000 per year. This includes everything except “variable” production expenses (supplies and lab fees) and never includes the doctor’s own wages. The fixed expenses include things such as staff wages, facility, and administrative expenses. Further, assume that your variable production expenses (supplies and lab) total 15 percent of your collections. (Since they vary as your production level changes, they are stated as a percentage vs. a dollar figure.) Technically, this should be stated as a percentage of the production, so this may not appear directly on your practice’s profit and loss statement.
The production/collections required to cover all expenses, plus your desired “salary,” is the break-even point. This figure equals (Salary and Benefits + Fixed Expenses)/(1-variable expense percentage). Using the figures above, break even = ($400,000 + $450,000)/(1 - .15) = $1,000,000. The proof is as follows: