Do you work with group practices and DSO-owned offices?

Three quite different situations get described with the same words, so it is worth separating them.

A doctor owned group, two to six locations. This is a good fit and it is where we do our best work in dental. The problems are real and solvable: locations that each grew their own way, practice software that may or may not be consolidated, staff who float between offices and need consistent access, a single schedule view, and no clear answer to who owns IT decisions. We standardize the sites, get a single identity so one login works everywhere, and make the reporting possible by making the systems consistent.

A practice inside a large DSO. Usually the corporate parent dictates the systems, the vendors and often the network, and there is limited room for a local provider. Sometimes there is a genuine gap, typically local hands for things nobody at corporate can do remotely, or support for equipment and a building the standard program does not cover. We will look at what you actually control and tell you plainly if the answer is that you do not need us.

A practice being acquired or preparing to sell. Worth a separate conversation, because what you do now affects diligence. There is an article in this topic on exactly that.

What tends to matter most for the doctor owned group: one identity across locations. When a hygienist covering at the second office needs a different login, and the front desk at location three cannot see location one's schedule, everything else is harder than it needs to be. Fixing that first makes the rest of the standardization much easier to sell to your team, because they feel the benefit immediately.

One caution on consolidating practice management across locations. It is usually the right destination and it is not a small project. It touches the schedule, the ledger and the clinical record all at once. Plan it properly, do it in a slow week, and do not let anyone tell you it is a weekend job.